20 12 is the winter of e-commerce in China. One after another, e-commerce has fallen or been merged, which makes people mark the e-commerce in China with pessimistic symbols. For example, well-known personal clothing brands, group buying network, le cool Day jointly created by Lotte Group and Baidu, the first time it was acquired by Vanke Eslite, and so on. However, while e-commerce in China was degraded in 20 12 and spread to 20 13, more e-commerce companies were on the rise. At present, China e-commerce Vipshop, known as the counterattack, has announced its fourth-quarter profit, which seems to show people that the spring of e-commerce has arrived. So, is winter not far away, and the breath of spring has come to my face? Let's analyze the development of e-commerce in China, and find out why the e-commerce chamber of commerce in China is in a downturn collectively, while some people are still optimistic about e-commerce in China, and begin to make a comprehensive layout.

There is a saying in China that it is easier to attack a city than to defend it, which means that it is easy to capture an ideal city, but it is difficult to defend it without being plundered by others. This sentence can be used not only in military wars, but also in competitive shopping malls. Looking back at the e-commerce companies that fell on 20 12, you will find that they only bloomed like fireworks for a moment in our lives, which was familiar to us, but soon fell down. Why is it difficult for e-commerce companies in China to make a profit? Why Taobao can always be profitable, while Dangdang and JD.COM, which are also open B2C platforms, have been burning money? Why is Tencent, as the three major technology giants in China, unusually low-key and obscure in e-commerce, still focusing on the development of other user service projects in the case of rapid development of e-commerce or collective downturn?

In the final analysis, in a word, China's e-commerce has not found a clear development path, and there is no one-size-fits-all method to save these e-commerce companies that are still struggling in the e-commerce world. You can only save yourself by burning money constantly, but you can't escape the bad luck of falling down in the end. Smarter, they will betray themselves at the height of the storm. Although they are not complete under the wings of others, they can avoid the bad luck of falling down under the uncertain development mode. Or is this why the three mountains or three mountains in our e-commerce industry will not become more mountains or even be replaced?

Looking back at the development of our e-commerce, we all rely on our own independent advantages, or operating models, or unique advantages, and this development is due to our founder's keen development vision and his means of quickly judging and determining direct goals. Among them, JD.COM Mall, a rapidly developing e-commerce brand, can provide a glimpse of one thing or two. In the past few years, Liu has been the most representative of China's booming e-commerce. With an average annual growth rate of over 200% for nine consecutive years and billions of dollars in financing, JD.COM, which he founded, quickly became one of the most revered rivals of Big Mac and its peers. In the short period of more than ten years' ups and downs of the Internet in China, there are many such valiant soldiers and adventurers at the cusp of every megatrend, but there are also many cases that fall rapidly from the crazy pursuit of capital and the fantasy of wonderful stories. But at least for now, judging from JD.COM's increasingly stable basic disk, loyal users in first-and second-tier cities, and orderly sense of rhythm, it is hard to say the answer that JD.COM will make a major mistake.

Now that the city has been captured, how to achieve steady development on the premise of holding the existing site is not as easy as attacking the city. On the contrary, the industrial structure faced by e-commerce in bidding farewell to barbarism has become more complicated. On the one hand, the symptoms of large companies are looming, and on the other hand, the e-commerce industry has entered the platform competition of a few giants from the barbaric growth period. If it is not handled well in one step, it will lead to a situation of total loss. For example, Dangdang, like Amazon, started from selling books and was one of the earliest e-commerce companies in China. However, due to the incorrect development model, it has been losing money since the initial announcement of profit, and the product line that has been expanded has gradually decreased to focus on book sales.

Here, the author thinks that after the rapid vertical growth of e-commerce in China, we should consider how to further develop horizontally. Vertical development is very simple, with a developmental vision and a quick and decisive personality, while horizontal development needs to find development opportunities in mature markets, and correctly guide our own companies to seize this development opportunity, and unite this road into an inextricably linked marketing network. This is exactly what China lacks in e-commerce. China's e-commerce is currently in a downturn, and many e-commerce companies have given up or reduced their market expansion plans, which also illustrates this point.