In the past 10 years, the cross-border e-commerce industry has been on a relatively certain high-speed growth track, but this year the environment has changed rapidly and is very unstable, which has put forward higher requirements for the cost and efficiency of enterprises.
Amidst the uncertainties, where does your determination and winning ability come from?
comes from management. The essence of management lies in "people", attracting people who can fight, retaining people who can fight, and inspiring the greatest goodness in human nature.
comes from cognition. Cognitive ability not only determines the mentality and thinking of managers, but also determines whether an enterprise organization can survive crises and leap forward to grow.
All the entrepreneurs here have seized the bonus period at least once, so how to seize the future bonus period of cross-border e-commerce, and how to do strategic analysis?
As we all know, and Amazon have a flywheel model: giving consumers better products and better experiences to attract more consumers and businesses. In fact, there is also a flywheel model in the enterprise. The starting point is better talents. We provide better products, earn better profits, build a better corporate culture, retain better talents, and provide better products again, and continue to Iterate.
It is inevitable to encounter some traps when doing strategic analysis:
The first is the quantity trap. For example, if we focus on making 300 million next year, we may need 300 or 500 people, but we have not considered the quality of talents. What constitutes a company’s talent quality? I think there are four aspects. The first is the cognitive quality of the boss, the second is the thinking ability of senior executives, the third is the management ability of the middle level, and the fourth is the fighting ability of front-line employees.
The second is the cost trap, that is, if the inventory is sufficient, the performance will not improve, and the training cost will increase, but the effect will not be achieved.
The third is the human efficiency trap. Why does the human efficiency trap appear? There are three reasons. The first is whether the dividends of this track are enough. Then there is our management ability, and finally the company's ability to cultivate people. Among them, management ability is particularly critical. Because everyone has a management radius, within which we can add people and increase performance. Beyond this radius, it is actually ineffective.
The fourth is a speculative trap. After so many years in this industry, I have seen that all those who talk about black technology have not made it big, and those who rely on attacking their peers have not made it big, and in the end they all suffered.
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