How do cross-border sellers transform and upgrade their brands?

The development of cross-border e-commerce platforms can be said to be very good, and now there are a lot of people working in this industry. As a cross-border seller, do you know how to transform and upgrade your brand? The following content will introduce you to it.

Recently, there was news in the industry that a seller with annual sales of 2.6 billion had 9 accounts blocked, involving about 1 billion in sales. Another seller with annual sales of about 6 billion, including 3.6 billion in Amazon revenue, had all sales channels on the Amazon platform blocked. Many industry insiders told Yibang Power that many sellers have been blocked recently, "It's very difficult to be a big seller in this industry."

A big seller said that big sellers that fail to build core barriers may "die". Therefore, at present, the iteration of the entire industry is telling sellers that it is time to transform and change.

In response to this, many sellers such as Aoji and Xingshang now bundle factories and incubate small external teams to build brands, that is, horizontal expansion. Under this model, new suppliers must be constantly introduced, and the company must have strong secondary organizational management capabilities, similar to the Amoeba model. This will greatly inspire every small team in each business unit to allow their employees to fully exercise their wolf nature. This is the practice of some companies such as Aoji. At the same time, there are also companies that have another model, that is, there will be an overall strategy and unified resource allocation, the wolf nature will be much weaker, but the control will be much better.

For example, we mentioned earlier that Xingshang has been undergoing a comprehensive transformation and upgrade in the past two years. The company's brand business has accounted for about 70% of Xingshang's entire company. They belong to the latter model. For a team, they carry out strategic planning based on the characteristics of each person.

In terms of brand transformation, Xingshang focuses on six main brands with hundreds of SKUs in total. It has continuously developed vertically and in depth, and has also seen good results. For example, one of the brands took a year to upgrade and transform. With less than 10 SKUs, the volume increased by nearly 100 million in one year. Before this, Xingshang could not imagine this result.

In terms of the main brand, Xingshang’s strategy is to give the brand a mission, vision and values. For example, it tells the story of the real founder of the brand, extends the brand story, and shapes an overall concept. Secondly, in terms of visual specifications, all brands must have a unified VI system, including the overall operation strategy and other aspects. It is also very important whether the people in the team will do things with the brand’s vision and perception.

When conducting strategic analysis on the brands they are building, Xingshang benchmarks all of them against the iterative development process of some traditional overseas brand companies, hoping that the brand can benchmark against overseas brands in all dimensions of product presentation and users. Therefore, Xingshang is also focusing on the layout of offline channels in all aspects.

Xingshang mainly set up marketing and content optimization teams overseas to present the "professionalism" of its products. For example, for packaging and instructions, a special planning team will be set up to build all the instruction manual systems. Here, it is not just about translating English grammar accurately, but whether it can allow users to quickly understand the product's functions, certification system, usage, etc., to avoid the previous bad experience of using some translators to translate directly. At the same time, another marketing team is responsible for local media docking and cooperation, which will greatly improve the efficiency of all aspects of communication compared to domestic communication.

In addition, Xingshang has also set up a DTC vertical brand website to cooperate with its own brand. Xingshang believes that the brand website is not only for selling goods, but also a carrier of private domain and a carrier of the brand concept and mission of users, rather than for increasing revenue. Therefore, Xingshang will make long-term investments in independent websites.

Due to the deterrence of Amazon's account suspension, starting this year, Xingshang has also begun to form a special operation strategy team to conduct in-depth analysis of the platform, understand the platform's structure, traffic distribution, brand competition and other aspects of the rules. This has now been included in the scope of operation management.

In Xingshang's view, for the early large sellers in South China, a core competitiveness to win the market lies in the ability to control the supply chain, including the delivery of the entire production stage, as well as the storage and delivery system of overseas warehouses. In the later stage, sellers also need to understand all customs policies, tax refund policies, etc., and must have their own customs declaration capabilities.

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