Why is there only price war when there is no intermediary in cross-border e-commerce? Is there no selling point and no reason to buy? Chinese hydraulic valve manufacturers can't play cross-border e-commerce without their soft power and hard work.
I have a friend. His factory produces leisure chairs. Three years ago, he started a cross-border e-commerce business of leisure chairs in Amazon. After several months of accumulation, he told me that the business was stable. Full containers were shipped to overseas warehouses. The average monthly sales volume was 1,000 pcs, the overall profit was 30%, and the flow was stable. I curiously went to his online shop to see, "There is no middleman making the difference, only my leisure chair", occupying a prominent position. I told him at that time that this model could not last, and he thought I was jealous of him.
Yesterday, he complained to me. On September 1, a home furnishing big seller started to sell the same leisure chair at a 35% price reduction. As a result, his sales volume was only 50 pcs, and his traffic declined seriously due to the price reduction of the big seller. He had no choice but to reduce the price by 35%. Sell one now and lose 5 yuan. He is hesitating whether to continue the price war? If you don't, the traffic will disappear. If you do, there will be no bottom.
Why did I tell him that this model would not work. Because I was impressed that it was just a brick mover, without the selling point of leisure chairs and no reason to buy, burning advertising to drive traffic. Is this cross-border e-commerce? With few or no peers, you can make big money with your eyes closed. As long as there is a peer, we must fight for the price.If a bunch of peers are here, the money earned should be vomited back slowly.
A few days ago, I read a report that a delivery clerk at Amazon who had worked hard for 4 years received a dismissal letter from AI on his way to delivery, because it took too long and exceeded the standard operation time. Note that it is not HR. For repetitive, fixed action work similar to brick moving, AI can issue dismissal notice without HR in future assessment. People still need to think. Especially their soft power and hard work.
Chinese hydraulic valve manufacturers, as cross-border e-commerce companies, should be careful if without endorsement of manufacturing quality. From beginning to end, online trust is the first priority. The content of the detail page of the Chinese hydraulic valve manufacturer must be of quality, not the hydraulic valve manual. Even if you want to send a lot of B2B information, let's say that the customer must know:
1) Why am I trustworthy? Many times, people are more important than goods
2) Why is the AAK Hydraulic Valve also trustworthy?
3) Compared with peers, what are the technical parameters and quality indicators of AAK hydraulic valve that have been compared with the international first-line brands?
4) Which 3 global top 500 and international brands are loyal customers of AAK hydraulic valves? It has been used for several or more years
5) AAK Hydraulic Valve, how to solve the problems of the hydraulic valves purchased by customers?
6) If you want cheap or low-quality hydraulic valves, you should not contact AAK to waste each other's time.
Chinese hydraulic valve manufacturers must have quality in their work, which is not correct nonsense. The content is related to the customer and benefits the customer. This is the king of content. Chinese hydraulic valve manufacturers do not need to increase much flow. One inquiry of hydraulic valves from one target customer per day is OK, that’s 365 customers a year. If business is done with 10% of them, which are 36 customers. The small day of Chinese hydraulic valve manufacturers is OK. In fact, the same goes for salespeople. Isn't the salesman your own boss? The salesman who works to achieve the work goal is a fake salesman.
AAK hydraulic valves, benchmarking the international first-line hydraulic valve brands, such as HydraForce, serving 3 global top 500 companies.
AAK HYDRAULIC VALVES (370) 2022-20-05
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