With the change of traditional foreign trade trends, the original bulk B2B trade has gradually developed toward the direction of “fragmentation, high frequency, and mobile end”. Not only does the seller need to make operational adjustments, but the platform also responds positively to empowering sellers. . At the just-concluded "Merchants, Business, and Global Business" 2018 Alibaba New Trade Festival Business Conference, Yu Yong, vice president of Alibaba, and Zhang Kuo, co-general manager of Alibaba's SME International Trade Division, in relation to 2018 New Mausoleum Future international stations will analyze in detail how to increase the transaction rate and user experience of buyers and sellers. In the buyer group, based on a clearer description of the portraits, Ali will help sellers to be more precise in the provision of deterministic services; in addition, logistics costs will provide the industry’s lowest-price services in case of quality assurance. At the same time, on the transaction payment side, efforts are made to reduce the cross-border B2B rates to zero...

         It is in this strong support of Ali that the 9-year-old member of the international station Shaoxing Feifeifang is also brave enough to embrace “change”. For the first time, it participated in the Ali International Station New Trade Festival. Its founder, Huang Xuefeng, said: “Recent days The number of inquiries has increased significantly. Judging from the current situation, the sales volume in the New Trade March is at least twice as high as usual."

        According to reports, Shaoxing Kefeifang, which specializes in apron products, has a total sales volume of more than RMB 15 million in 2017. It has established in-depth cooperation with world-famous companies such as Disney, Universal Studios, and Benefit, but who would have thought of such superiority? There is also a history of hardships to rely on mortgage-backed property to maintain operations.

Losing all his net worth in three months, bearing the seeds of success in the painful defeat

        In 2007, Huang Xuefeng officially registered the company, opened a factory, opened the road to foreign trade, but he was not easy to go from domestic sales to initial production and foreign trade.

        “Actually, our domestic sales business was doing well at the time, but every year at the end of the year, various kinds of arrears and dunning remind me of all kinds of troubles, so I turned to foreign trade, and also opened a factory as long as it was textile. Related products such as curtains, aprons, masks, bedding, flags, tablecloths, etc. we all do, but also do it, the results of three months lost more than 200,000, the cash is basically spent.” Huang Xuefeng preached.

        The "lost-loss business" caused Huang Xuefeng's wife to persuade Huang Xuefeng to turn off the factory's focus on the domestic sales business. However, Huang Xuefeng, who was unwilling to accept, not only did not listen to his wife's advice, but instead carried her mortgage to the marriage house and loaned 230,000 to continue his business. The road to foreign trade. But this time, he is no longer blind, but he calmly sums up the experience of failure.

        Huang Xuefeng introduced: “Now it’s an understatement, but it was really painful. It was under such tremendous psychological pressure that we went back and analyzed the three-month failures and found that the only order that didn’t lose money was an apron. , so I decided to focus on apron production."

       After being really in the apron industry, Huang Xuefeng found that although the apron looks simple, many hidden doors are hidden. For example, the apron's standard quality is close to that of clothing, and its own price is lower than that of home textile products. In turn, home textile manufacturers do not produce aprons of good quality, and garment manufacturers cannot reduce production costs of aprons. Huang Xuefeng discovered the business opportunities and strengthened his belief in aprons.

Participate in Ali International Station and let the apron business rejuvenate

        In 2008, by chance, Huang Xuefeng came into contact with Alibaba.com, because at that time, the government had certain support for the manufacturers to settle in Alibaba. With the mentality of “hanging and playing”, Huang Xuefeng opened the shop at Alibaba International Station. Over time, Huang Xuefeng increasingly felt that e-commerce and cross-border trade were a major trend, so in 2010 he moved the factory to a larger place and recruited foreign trade salesmen to prepare for the Alibaba International Station. Do something.

        “At first, I feel that as long as the products are better, the guests will naturally come to the door. As a result, in the course of practice, it is of course important to find a good product, but the wine is also afraid of a deep alley. The construction of a website includes the talent training mechanism. Photo beautification, shop decoration, drainage promotion are all very important.” Huang Xuefeng preached.

       After attending the training of Alibaba, Huang Xuefeng knew why the former website had fewer guests, and why his foreign trade clerk was always difficult to list, and he also understood what diversion and customer experience were.

       Huang Xuefeng introduced: “Before this, we actually had very little contact with foreigners. We really contacted foreign customers or were on Ali International Station. After that, our salesman’s ability to receive orders and English communication has improved significantly. At the same time, in Ali’s Under the guidance of training and guidance, we also learned a lot about operating knowledge. For example, we have been proofing our customers free of charge. After Ali's suggestion, we adopted a sampling and charging method, and we used the strategy of backing up proofing fees, not blinding. Believe in customers, the orders have gradually increased, including later we spend money to promote, ask professional artists, give customers a better experience, so that they can find us more easily."

Fragmentation of orders is a major trend, and only products that are cost-effective and can be assured by consumers

        With Huang Xuefeng's business growing at Ali International Station, the annual turnover and profits are maintaining a rapid growth trend. However, Huang Xuefeng said frankly: “Although our company has been open for 11 years, but I feel that the node that is really on the right track is 2017, and now look back. We are also very grateful for the decision at the end of 2016.”

        It is understood that before this, Huang Xuefeng's factory was mainly OEM-based, but from the end of 2016, he transformed into a spot model, according to many years of experience, Huang Xuefeng understand what products, styles, colors sell well, to prepare in advance, of course, customized Production is also in sync, but in this way, the customer is given more choices - customized products, delivery time is about 70 days, the spot delivery time is about 30 days, customers are free to choose.

        The reason for this change was stated by Huang Xuefeng: “As early as 2015 and 2016, Alibaba's account managers had approached us and told us about a development trend of the international market in the next 17 years and 18 years – order fragmentation, Many times and personalization.” Huang Xuefeng also has personal experience in the subsequent operations, such as the previous customer orders 200,000 one-time, and later 200,000 divided into multiple batches, may be 50,000 each time, 30,000. Under the influence of Amazon and other B2C e-commerce platforms in recent years, some customers place orders even at a few thousand or several hundred at a time. In particular, before the G20 summit in 2016, a large number of dyeing factories were closed, and the production cycle of fabrics in the previous 10 days or so was stretched to 25-30 days or even longer and was unstable. Huang Xuefeng’s customers were mainly for corporate uniforms. Such as Starbucks, Disney, McDonald's, Subway, they value the timeliness of procurement, so to some extent Huang Xuefeng is also forced to do a large area of stocking.

        Huang Xuefeng believes that shifting from the OEM production model to the spot and inventory model conforms to the development trend of the market, on the other hand, it also brings him a broader consumer audience.

       “Because of the spot model, we now have no order quantity requirements for customers placing orders, which means that any owner of a grocery store in the world can use our products. At the same time, we can not only gain more profits from such orders. The acceptance of customers has also improved a lot, because similar products are much more expensive in the country."

       Huang Xuefeng said that this kind of self-supporting stock mode has already accounted for 10% of its total trading volume in 2017, and in the next two years, he plans to increase this figure to 50%-60%. At the same time, the product invention and innovation, as well as the commitment to social responsibility, are the direction he will focus on next.

       “I think we now have the ability and the obligation to improve the level of the entire apron manufacturing industry, to change the inherent impression of consumers on aprons, to make environmentally friendly, high-quality, high-standard cheap products, we do not want to do LV, we have to do A product similar to MUJI - cost-effective, allowing consumers to rest assured.


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The “apron giant” on Ali International Station once lost to the mortgage property.

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