In the era of overcapacity, in order to be invincible, we must do these three layouts well.

With the intensification of market competition mechanism, the vitality of enterprises is getting shorter and shorter, and the life cycle of most start-ups exceeds 18 months.

Then, under such a competitive pattern, for the founders, if they want to survive and develop in the future, they must make a strategic layout of lasting profit in the early stage of entrepreneurship.

First of all, we should break away from convention, turn the original customer thinking into user thinking, turn goods-centered into people-centered, and control the supply chain through user resources.

1, people-centered

2. Customization

3. Integrate the supply chain

one

Why is the life cycle of entrepreneurs with traditional thinking getting shorter and shorter? Because most people use the business thinking of commodities, that is, before starting a business, the first consideration is to produce commodities, or to hoard a large number of commodities, and then to find customers.

This business thinking was feasible at 10 or 20 years ago, but it is very wrong in today's overcapacity. Because there is no shortage of goods in the market now, it is very passive to go to customers when there is goods.

Therefore, in this market trend, in order to develop, we must turn the thinking of selling goods into managers, hoard people first, and then provide solutions according to the needs of consumers.

Especially for the 2B market, the intermediate circulation link must regard itself as a service provider, help businesses to develop the market and serve small B customers.

For example, enterprises that specialize in providing materials to terminal stores should circle people (attract customers) through online and community means at the beginning of their business, and then provide solutions for consumers.

When we hoard a large number of users and can provide them with solutions, we will consider the supply of materials, so as to obtain sustained profits at lower cost and risk.

two

It is an essential method to store people first and then provide services through different scenarios according to people's needs. However, to achieve sustained profitability, we must turn customer thinking into user thinking.

Recently, a large number of traditional enterprises closed down. The main problem is that they don't have the ability to make profits continuously. This is because most people use customer thinking.

What are the customers thinking? That is, no matter how many customers we consume a day, we can't know who the customers are, let alone achieve real-time reach and secondary repurchase.

Then it takes time and cost to gain and lose customers, and the most important thing is that we can't get any data of users, which will not only lead to the shrinkage of overall profits, but also lead to the problem of inventory backlog, which will eventually lead to bankruptcy.

On the contrary, by developing users' business thinking in the future, we can reduce costs and achieve sustained growth in performance. Because as long as users consume our products, they can analyze who the users are, when they consume, what goods they like to buy and how much they spend.

Why do you get these data? This can refer to some new retail projects at present, that is, as long as users go to physical stores, social scenes or online scenes, they need to download apps, so that they can get users' information and behavior data, and get users' portraits and big data.

At the same time, it can connect with users in real time through APP application, and lay out users' online experience feedback and interactive communication. Moreover, merchants can also push new products, marketing activities, membership benefits, industry information and so on. Passing it to consumers through the application can not only activate users to buy again, but also cultivate users into fans.

three

For traditional enterprises, it is best to integrate resources if they want to make profits continuously and have a large number of user resources. The lower part integrates user resources, and more user resources are copied through the same mode. The upper part integrates supply chain resources that control business.

Because there will be two extremes in the future market, one is to strengthen the collection of brands, and the other is to gradually integrate the fragmented market.

In other words, in the future, we will either quickly integrate market users' resources, build brand premium ability and strengthen the collection of our own brands through the new thinking of people and goods yards and the customization of operators' customers, or be annexed by other enterprises.

This is because with the intensification of market precision, consumers will only remember the first and second brands.

Secondly, the fragmented market will gradually integrate. We can look around. In the past, self-employed shops were gradually strangled by chain organizations, so now it is not that money is hard to earn, but that every industry is becoming more and more specialized and large-scale.

This is because in the 40 years of reform and opening up, enterprises that can keep up with the trend and develop rapidly have become the leaders of the industry. At this time, in order to accelerate the pace of development, the fastest way for large enterprises is to merge their peers and eliminate small and micro enterprises.

Then, in this competitive situation, if the existing traditional enterprises want to seize the next trend of 10, they must lay out in advance, turn to commodity as the center, become operators, and change customization into customization. At the same time, after having user resources and data, we must integrate upstream and downstream resources and develop with the help of more people.