In the past two years, a large number of e-commerce platforms have died. Why?

B2B e-commerce of fast-moving consumer goods

In China, the pattern of C2C and B2C e-commerce has been set, and it is more difficult for entrepreneurs to build a new platform than to ascend to heaven. But B2B is different. Even giants like Ali JD.COM have not formed a dominant position in the market.

After Ma Yun put forward the concept of "new retail", the B2B field of FMCG began to be hot, and a number of e-commerce platforms came into being.

Ali's Retail Link, JD.COM. The shopkeepers of COM, E Road in RT Mart, Shangzhong Huimin, Baishi Store Plus and Yijiupan are the six most important platforms in this field, in addition to a large number of small and medium-sized platforms.

These platforms may have different slogans, but in essence they all provide services to offline retail stores, including sources of goods, materials, marketing promotion, technological transformation and so on.

In the past six months, a large number of small and medium-sized platforms with insufficient strength have fallen, and there are three main reasons behind them:

1, overfire subsidy

Burning money to subsidize users can be said to be the favorite trick of Internet companies.

Someone in the industry once told China Entrepreneur magazine: "Many start-ups are weak in technology and don't understand enterprise management. Driven by capital, enterprises are more confused without access mode. In order to look good at the numbers, enterprises, especially some stores, are very powerful, there is no profit point, and there will definitely be problems by relying on crazy subsidies. "

Burning money subsidies will accelerate the consumption of funds in the hands of the platform. Once the financing is not smooth and the capital chain breaks, these platforms will fall down.

2. Subsidies for "bought" users are not sticky.

The platform relies on subsidies to provide goods below the market price, and retail stores are naturally happy to join. However, this method lacks stickiness. As soon as the subsidy was reduced, the retail store immediately turned away.

A boss in Haidian told China Entrepreneur: "The shopkeeper has a complete range of goods, but he only buys some drinks when there are promotions, and the proportion of goods purchased from the fast-moving consumer B2B App is less than 10%." Because it is cheaper, most of the time, he still buys from the wholesale market.

3. The B2B platform of FMCG is only a supplier at present.

The B2B platform of FMCG is shouting to empower offline retail stores and help them do new retail. As can be seen from the second point above, many retail stores only regard these platforms as a supply channel at present, far from empowering new retail.

The control of individual retail stores (especially lovers' stores) is actually in the hands of the owner. These shopkeepers have many years of business experience, but many B2B platforms of FMCG lack this experience. Even if some platforms are endorsed by giants, these giants currently have no beautiful transcripts in the convenience store format.

The lack of qualifications and performance will greatly weaken the persuasiveness of platform empowerment and retail store transformation.

In the end, retail stores only use the platform as a supply channel, and the platform has to rely on subsidies to reduce the purchase price to "stick" retail stores. When the financing money is burned out, the platform will naturally fall down.

Agricultural products/fresh e-commerce

In so many e-commerce fields, freshness can be said to be the most difficult thing to do. This stems from three characteristics of fresh food:

1, the logistics cost is high and it is easy to be lost in transportation.

2, high delivery time requirements

3. Low degree of product standardization

At room temperature, fresh food is perishable and must be transported by cold chain. The cost of cold chain transportation can be said to be the highest among many logistics. Worst of all, fresh food is easy to be lost and the cost will increase further.

In addition, fresh food is different from ordinary goods, and the delivery time needs to be very accurate. If it is delivered to the door during the day and the consumer is not at home, the courier will put the fresh food in the locker, and the consumer will stink when he gets home at night.

Another characteristic of freshness is that it is difficult to standardize.

Ordinary goods, such as clothes hangers, are all produced by factory assembly line and have their own standards. With standards, consumers can naturally expect to receive what kind of goods. But novelty is not the case at all. Take apples as an example. Every apple is different. Some are big, some are small, some are green and some are red. Consumers always choose what they like when they buy offline, but how to choose it on the e-commerce platform?

Fresh fruits and vegetables are always good and bad. If the goods given by the e-commerce platform are good or bad, consumers will definitely not be happy, and the platform reputation will not be good; If the platform gives good goods, how to sell the goods at that time? Hit yourself on the hand?

A large number of fresh e-commerce companies that fell in the previous two years have not solved these problems.

In 20 15, China agricultural fresh e-commerce development forum released a set of data: among more than 4,000 fresh e-commerce companies in China, only 1% realized profit, 4% was flat, 88% lost money, and the remaining 7% suffered huge losses.

Cross-border E-commerce

After a round of reshuffle, most of the cross-border markets are now occupied by several platforms, namely Netease Koala, Tmall International, JD.COM Global Buy and Weipin International.

Like other fields, the Matthew effect of cross-border e-commerce will become stronger and stronger, and large platforms will occupy more markets, while small and medium-sized platforms will be squeezed in the cracks, making it more and more difficult to survive.

Cloud monkey global purchase is a good example. The parent company behind it is BBK, and there are many resources offline. Unfortunately, the global purchase of Cloud Monkey has not transformed BBK's offline advantage into online advantage.

Another mistake made by the global purchase of cloud monkeys is that the categories are too single and the products lack characteristics.

Small and medium-sized platforms must have their own characteristics and products with their own advantages in order to compete with large platforms. Domestic cross-border e-commerce is very similar, and the core categories are only maternal and child, beauty and daily chemical.

On the one hand, the product lacks characteristics, so it is naturally difficult for consumers to remember you. On the other hand, relying on scale and capital transfusion, large platforms have the strength to continue to fight price wars, and the living space of small and medium-sized platforms will be squeezed smaller and smaller, and eventually die out.

Other e-commerce fields

I. Fan Fei. com

At the end of last year, Wanda's Fan Fei. Com a large number of layoffs; This year, Wang Jianlin repositioned Fan Fei. Com, regroup the team and start again. Whether it can be done or not is still unknown.

Fan Fei. Com has been doing it for five years, and its positioning has been adjusted many times, so that Paidaixiaomi doesn't know which e-commerce field to belong to.

In addition, swiping is a common phenomenon in e-commerce platforms, and Feifan.com is no exception. The difference is that other platforms are consumer-oriented, while Fan Fei's brush list. Com is to lead the "completion" of Wanda's KPI. Other platforms make products for consumers, while Fan Fei. Com makes products for leaders.

Wang Jianlin was born in the army, and Wanda was also turned into an "army" by him, with superior command and subordinate execution. This management model is effective in the real estate industry, but it is "acclimatized" in the Internet industry.

Second, Macy's China official website

Few people in China have heard of Macy's, but it is actually very famous in Britain. However, when foreign giants enter China, they often have the problem of acclimatization and cannot adapt to the rules of the local retail market. They can't beat China, Amazon and Macy's.

In addition, there was a scandal at Macy's before. A manager taught employees to treat customers with Asian accents differently. This scandal caused its reputation to plummet, which made it unpopular with consumers.

Three. Nongshangdi 1

According to official website, Nongshang 1 is a high-value, high-efficiency one-stop agricultural product for farmers and a solution for the whole agricultural planting. Behind it is the head company in the field of compound fertilizer.

The failure of Nongshang 1 is almost doomed. On the one hand, it is hard to say that there is a big market for teaching farmers to farm. On the other hand, the penetration rate of e-commerce in fourth-and fifth-tier cities and rural areas needs to be improved. How many farmers will buy fertilizer online is also a mystery.

Fourth, the network wine network

Alcohol vertical e-commerce is a small outlet with many players. At that time, the online wine network developed well and was listed on the New Third Board.

However, although the income of online wine network has been increasing, it is not profitable and the loss is getting bigger and bigger. The gold owner behind LeTV has an accident, and the online wine network is in trouble, and the funds are getting tighter and tighter.

Happiness never comes in pairs, but it never rains alone. Letv's accident not only made the online wine network lose its source of funds, but also scared away its partners, and many cooperation that had been smoothly promoted could not continue.

In April of the year before last, the online wine network delisted from the New Third Board.

At the beginning of last year, the online wine network laid off a large number of employees, and the future was uncertain.

Five, pet bear

Pet bear is positioned as a one-stop service provider for pets. At the beginning, it started as a Tmall store selling pet goods, and once won the first sales volume in Taobao industry.

Later, the pet bear developed its own App and opened an offline store. Today, Pet Bear has opened 62 stores in 2 1 cities such as Beishangguangshen and Shenzhen.

Everything looks beautiful, but unfortunately, like the online wine network, pet bears burn money too fast and can't hold on.

The former technical director of pet bear said in an interview with the internal reference of the retail tycoon: "Pet bear should make its own brand, develop its own products and develop SKU from all aspects of food, shelter, use, protection and nutrition."

In addition to Tmall stores and offline stores, pet bears also invest in life transactions, P2P finance and other businesses. And spending money like running water, revenue can't keep up. Finally, all the financing money was burned out.

In September the year before last, the pet bear closed the Tmall store.

At the end of February last year, the pet bear declared bankruptcy.

Once an entrepreneurial star, he ended with a sigh.

Sixth, Yunlianhui

In May last year, Yunlianhui and Lianyun Mall were officially recognized as pyramid schemes. On the day of seizure, the whole building where Yunlianhui Company was located was blocked by Guangzhou Public Security Bureau. This case involves nearly 60,330 billion merchants, which is very sensational.

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How big the tuyere is, how fierce the bankruptcy tide is.

This year's social e-commerce is this year's fast-moving consumer goods B2B e-commerce, destined to be a dead end everywhere. It is estimated that when 20 19 summarizes the e-commerce death list, there will be a large number of social e-commerce companies on the list.

Internet entrepreneurs shout to create value for users every day, but their eyes are always staring at the wind. Once the tuyere shifted, they fled in droves.

Many people are blown to the sky by the tuyere and forget that they are actually pigs. The tuyere disappears, and these pigs fall down and die one by one. Only the real eagle can continue to soar. This is Taobao's biggest business opportunity in recent years.

20 19 what will happen to Taobao's content ecology?

How should our enterprise conform to the trend?

Wen Zhong, head of Taobao content ecology, told us:

"The first stage of Taobao: 20 14, all merchants on Taobao are shelf marketing.

The second stage of Taobao: entering knowledge-based marketing.

The third stage of Taobao: interactive marketing.

Some merchants who tasted the dividend found that the marketing content closest to interaction had the best marketing effect.

The sales conversion rate of Taobao live broadcast and the data showing all dimensions of conversion rate are developing rapidly. Many industries have made strategic changes, such as selling musical instruments and jewelry ... all of this has been subverted by live broadcast. "

If you miss the opportunity of the first two stages of Taobao, you must not miss the Taobao bonus this time!