How Do I Choose the Best Ecommerce Store Software?

B2C e-commerce (business to custom) refers to the general name of e-commerce activities carried out by enterprises for individuals, and it is also the earliest e-commerce model in China. The B2C e-commerce model is divided into four categories: comprehensive B2C, vertical B2C, traditional business transformation electronic direct sales model B2C, and platform B2C.

B2C e-commerce management platform

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With the increasing progress of scientific and technological information technology and the in-depth development of the Internet, the current development of domestic e-commerce is in full swing, and more and more enterprises are using e-commerce as the main means of trade. E-commerce has become among enterprises, business to individuals, and individuals. Important transaction methods.

According to the latest data statistics as of 2009, there are currently more than 400 million Internet users in China, of which 1/3 are underage Internet users. In the future, mainstream consumers will choose the Internet to shop.

It is estimated that the scale of China's online shopping market will reach 567 billion in 2010 and 798 billion in 2012, with an annual growth rate of more than 80%, becoming the most powerful growth engine for the new Internet economy.

The characteristics of B2C e-commerce enterprises are to face a large number of customers. How to start from finding customers to complete customer negotiations, ordering, distribution, payment, invoicing, etc., and then integrate information flow, capital flow and logistics in e-commerce Complete implementation in the application is something that the e-commerce system has to face.

The B2C transaction process generally goes through a process where customers select products online, place purchase orders, merchants call customers to confirm orders, consumers pay, and merchants arrange delivery. Refining it, it includes the following steps:

Customer enters e-commerce enterprise online

From the perspective of B2C e-commerce applications, there are two channels for reaching customers through websites and call centers. There are differences between the two channels, but they can also complement each other. There are some forms of specific implementation:

1. Customers can place orders through the call center and website, and the orders generated by the phone and the network can be managed uniformly and tracked throughout the entire process.

2. The customer places an order through the website, and at the same time completes the consulting and after-sales services through the call center phone, including complaints and suggestions, after-sales service, repair and compensation, etc., which are borne by the call center.

3. The company conducts market promotion through advertising modes such as television, print, and SMS. Customers place orders through the call center phone to realize the sales process.

4. Market research, publicity and sales through phone calls and text messages. Market research is an important element in the entire field of marketing. It connects consumers, customers, and marketers through information, establishes trust relationships with customers through telephones and other channels (SMS), and understands and explores customer needs and meets their needs during the relationship establishment process. Targeted customers to conduct targeted telesales.

Through these methods, the call center and the electronic mall can be well combined. On the one hand, the call center is the most direct access method for customers, and it is easier to reach customers. Enterprises can provide manual services to customers through telephone, chat, email, and other methods. On the other hand, the electronic mall can improve the customer experience, and combined with the call center can improve the service level, so that customers get complete services.

First, China's B2C e-commerce development encountered four major bottlenecks! And large-scale involvement of traditional enterprises in the field of e-commerce is the best way to break through these four major bottlenecks.

Integrity is not guaranteed, services are not complete, supply chains are short, and logistics systems are not optimized.

More and more traditional enterprises believe that e-commerce must be the transformation trend of traditional enterprises. This has been widely confirmed in countries with highly mature e-commerce such as the United States, Japan, and South Korea.

In recent years, domestic traditional enterprises have also been awakened in a multitude of ways, and the issues of how to do it are no longer the question of doing or not, but the question of how to do it. Compared to pure e-commerce companies that started in the 1980s (including the post-90s generation), traditional enterprises undoubtedly have a lot of advantages in handling, supply chain, capital, and connections, but these advantages will probably become their e-commerce category. One of the obstacles is how to enter e-commerce? In what way should I enter? For traditional enterprises, there are at least 8 ways:

The first approach: the offline operation team, derived from the online implementation

The online operations of these companies are also operated by offline teams. This has led to the escapism of the enterprises in the debate on the two different online and offline different trade models, which ultimately made e-commerce useless. A rather interesting sign is that there are a lot of official flagship stores of famous offline brands on Taobao Mall, and their deeds can even be exclusive stores of premises dealers.

In fact, there is basically no successful case for companies holding extended positions. Traditional e-commerce companies that have done better can basically run their own e-commerce businesses. The same powers and responsibilities, and clear purpose, the team has the motivation to move forward. In order to keep up with the growth rate of Amazon, Wal-Mart in the United States deliberately made its e-commerce part independent of Wal-Mart's offline processing system. This e-commerce team can operate completely on its own and can also share its trading capital with offline Wal-Mart when needed. During the growth process, it removed the burden of offline entities, and operated lightly according to the industry discipline of e-commerce. The ultimate realization was that the investment amount and growth time were much lower than offline entities, but the return on revenue was much higher. Play on a good occasion for offline entities.

The second approach: take the road of differentiation

For some well-known traditional brand companies, the first step in transforming e-commerce can directly transfer offline goods and sell them online. Under the premise of the same price online and offline, according to the well-known traditional brand itself, it already has sufficient brand influence and youth user capital. It can also get a very good start according to the more advanced online marketing model. The discounts on the off-season stocks.

But at a certain stage, the debate on online and offline models will gradually intensify. This is due to the difference between online and offline marketing methods and marketing costs. Under the premise of the same product price, the net interest rate for online sales will exceed a lot, thereby blocking the scope of e-commerce. At the same time, offline regional distributors are also saddened by the higher selling prices than online.

Therefore, in order to achieve a balanced growth of the two lines, to prevent the occurrence of a vicious price war, it is unique to introduce differentiated commodity lines to balance the debate. At present, the equilibrium point of the product structure plan is that 70% -80% of products are equivalent to offline connections, and 20-30% of products are added as special online contributions to allow mainstream products to satisfy the needs of mainstream users.

The third approach: warehouse management system

Offline traditional brands are large-scale racks with in-out and out-out styles, which are characterized by large-volume and small-batch shipments to regional dealers or directly-operated stores, while e-commerce has an in-and-out-out structure with one step delivery. In the hands of users around the world, not only the receipts and payments are scattered and mixed, but also touched on issues such as return and exchange disposal punishment, which reflects the characteristics of small batches and multiple batches.

Therefore, the ERP system of offline traditional brands is not suitable for e-commerce at all, and it is unlikely that the second reform of the original ERP system will be held. The only way to create a warehouse ERP system for proper e-commerce growth is to achieve the original ERP system. Data connection is the solution. The self-built ERP warehouse management system, if it has the functions of logical warehouse definition and commodity inventory lock-in, can also share stack capital with offline in the early stage of the growth of e-commerce, compared with the certain range, and then according to the turnover The increase in demand is self-supporting, as if the daily sales volume exceeds 1,000 orders.

Fourth approach: Collect marketing and channel distribution

To deal with offline traditional brands, online is a channel. So it doesn't really care where the product is sold and where the user buys it, as long as it can be sold, it is OK. As for the direct sales and distribution city experiments. For example, Giordano's e-commerce model uses the self-supporting official website as the center to radiate all the Internet. It will open stores on all third-party platforms and also supply B2C direct-operating platforms. Brands only provide products with different price points and promotion methods for different channels and users based on the principle of the same product price.

It is necessary for this traditional brand to sell through multiple channels, and to use the same order to deal with punishment to connect the same output scheme of the same sales rules. The disadvantage is that this offline traditional brand misses the distinction between the Hung Lung Plaza and the first department store in the fake world of the Internet, which is not conducive to the long-term healthy growth of brand positions.

Of course, there will also be companies in the offline traditional brands that focus only on the direct sales model. This traditional brand has very little supply to third-party platforms and distribution channels. Even if you accidentally run a volume, it is also to improve the sales volume in a short time. It manages some of the selling pressure for the direct B2C official website without swinging its online forever Growth focus at the plan level. The third-party platform is at best a channel to dispose of and punish some of the slow-moving inventory. Good products are naturally sold on the direct B2C official website. The significance of doing so is that through the accumulation of users through the process of purchasing customs to complete the long-term increase in sales deeds. This is a bit similar to the offline street shop marketing model. After all, after the street shop becomes larger, it can also become the Hang Lung Plaza, and the e-commerce part gradually has the premise of fragmentation, packaging and listing.

Fifth approach: Genre website and SNS implementation

For e-commerce to deal with standardized products, SEM, CPS, and website navigation are the three major axes of general marketing. However, non-standardized products are still necessary to support the implementation of high-traffic websites such as hard and wide genres, vertical online media, and communities / clients. . If the famous brand is offline, it is even more important to hold a user publicity advocacy while making a marketing confession.

In addition, Weibo and SNS are also very good marketing things. More than 76% of e-commerce B2C in the United States hold Weibo and SNS marketing. The focus indicator of their concern is the ROI return on investment. The ROI of different quotients is very different, including urban audience ROI in various aspects such as product audience, media promotion, brand popularity, and old user capital. The progress of ROI is a process that can be continuously optimized.

Nowadays, some of the most famous B2C companies in the country also come from a few hundred dollars for an order together. Until now, most of them can only confess the total cost of the promotion and the gross profit of the order. Do not expect the confession. New users can make a lot of money on their first purchase. In my eyes, the method of enforcing ROI, in addition to lowering the acquisition cost of new users, should do more than constantly encourage old users to purchase repeatedly, thereby reducing the churn rate of old users.

The sixth approach: invest in the express delivery team

From the perspective of capital investment, the early cost of the self-built distribution team was very large, and the self-built distribution team was not considered before reaching the range of 10,000 orders a day, and the e-commerce of most light goods reached 100,000 orders every day There is no need to build your own. However, from the perspective of user experience service, the e-commerce model has been destined to bring high-level operation services in logistics and distribution. In the current situation of the domestic logistics industry is relatively backward, through the history system to handle software to monitor the outsourcing team's distribution Service character seems more economical and applicable.

The offline IT part of traditional brands is very thin and lacks the ability to research and develop at the same time. Therefore, regardless of letting the IT part of the e-commerce model research and development, it is still self-organized to form an IT team to develop the distribution monitoring management system, regardless of From time to time, capital, obedience, and effects are certainly unsatisfactory, and the cost of system protection and updating is also high. In the domestic market, there are already commercial management solutions with complete scales and functions, smooth handling procedures, and high compatibility, such as: IBMWCS, Newegg OVERSEA, SHOPEX, etc. Therefore, it is the best price-performance ratio to directly purchase a distribution monitoring management system. select.

Stack management and market promotion shall not be regarded as outsourcing. Because stack outsourcing will definitely increase the amount of stock, the cost of building a self-rental stack is actually not higher than outsourcing; and market implementation can be implemented by outsourcing, but the control and monitoring of marketing solutions must be done by themselves, which is one of the focus competitiveness.

The seventh approach: fair mediation of personnel duties

To build an e-commerce team with both offline and online brand marketing experience is now a mission that is not likely to be completed. As a result, offline traditional brands can easily go to two extremes: otherwise, they use offline junior soldiers who do not understand the e-commerce model, and the effect is naturally a joke; otherwise, some so-called e-commerce to the company's senior executives, The effect will be defeated because of the traditional offline mode.

The scope of domestic e-commerce's growth has been less than five years, and the initial tentative growth has basically been based on grass roots. The formalized online operation model has only recently taken shape in the last two years, and the same is true for companies in the industry. Facing the problem that employees' skills are not chaotic due to the short growth period. Therefore, in the commensurate long period, the growth of e-commerce still needs to be based on a thorough understanding of the traditional offline model, and then some e-commerce in the characteristic marketing model, and then gradually improve the road to growth in order to work. . Therefore, the team needs both e-commerce talents with successful resumes and traditional offline product operation personnel. They are a combination of mice and cement, and they are constantly debating the differences in the integration of capital. Understand each other and learn from each other.

The eighth approach: choose the right transformation practice

The growth path of e-commerce is not fast, the sooner it is started, the lower the cost and harm, and the more obvious the first-mover advantage. The domestic offline traditional brand Li Ning took the lead in entering the e-commerce track, and now has the achievement of annual sales of more than 500 million yuan, and the offline traditional brands in the United States, South Korea and other countries have all entered the decade ago. In the field of e-commerce, they are so excited about their achievements today.

Today, the total share of the e-commerce market is blown out year by year. The growth of the property chain is also becoming more mature. The fierce competition in the industry is pushing up the entry threshold of the latter, and the increase rate is linked to the increase in magnitude. The later, the higher the cost, the more fierce the competition, the smaller the chance of success, the higher the harm. The early investment strategy just a few years ago can no longer be copied and used again, which is why today's leading e-commerce leading companies will expand horse racing enclosures regardless of cost.

First, fast and convenient service features are not outstanding. The main feature of B2C e-commerce is to provide consumers with fast and convenient

E-commerce has changed the way books, CDs, electronic devices and other products are sold, but it can't do anything about fashion, because consumers want a tangible first-hand experience with clothing. They need to touch and try it on. Even if e-commerce sells cheaper, consumers still prefer to shop in physical stores.

Not long ago, stores such as JC Penney, Nordstrom, and GAP were at the pinnacle of outsourcing fashion retail in online stores. They have low-cost, high-quality products, and retail buyers are like the personal guardians of consumers, which makes the in-store experience unparalleled.

However, a B2C shoe sales website appeared and changed all that. It provides free shipping and return services to encourage consumers to order different sizes and colors, try on the best shoes at home, and then return the inappropriate ones. The key is free. To provide both experience and better product visualization, more and more fashion consumers are turning to the web.

It is expected that apparel and accessories will become the leading e-commerce transaction category in the United States in the next 5 years.

Online retailers will soon no longer matter

The threshold of e-commerce is increasing every day, and better visualization and free logistics are no longer rare. If products, prices, and services are the same, consumers are less likely to care about who the seller is. Overall, online retailers are still driving marketing, supply chain, and distribution for designers and brands, but social planning and discovery tools such as Pinterest and Fancy are doing retail marketing, and Amazon is disrupting the supply chain. Online retailers are almost ready.

Created the best balance of successful browsing and shopping. Social shopping is more about discovering, talking, and creating relationships, which are often used by Pinterest users to interact. The development of Pinterest will focus more on commercialization and promotion of direct commerce. Otherwise, why did it choose to invest from Japanese e-commerce company Lotte? Pinterest's next move may be:

Create brand pages for brands, stores, and boutiques.

Integrate your own version of Shopify e-commerce solution.

Create e-commerce channels.

I. Background

With the adjustment of the industrial structure and the advancement of enterprise informatization, SMEs have owned or are gradually establishing their own online mall systems and ERP systems. However, at present, there are still many problems in the purchase and sales software of domestic SMEs in the construction of e-commerce and ERP systems. For example, the mall system and the ERP system are split and there is no unified planning and design. The purchase data, sales data and financial data under the two systems are not Can be integrated, the overall data lacks consistency and completeness; software and hardware cannot be fully shared, resulting in waste of resources, etc.

The importance of integration of e-commerce and ERP systems

For enterprises, e-commerce and ERP systems are like the front and the back on the battlefield. The two are closely and closely related. For example, after an enterprise obtains a user's order through the online mall, it can immediately transfer the order information to the internal ERP system, which is used to organize and coordinate between various departments such as purchasing, calculation, finance, and invoicing software to calculate inventory, funds, and sales. . If the front-end mall system is disconnected from the back-end ERP system, the information flow and data will be relatively closed, independent, unable to circulate and integrate. The order information and market information obtained by the e-commerce platform cannot be transmitted to the back-end ERP system, and the front-end and back-end information will be completely disconnected.

The consequence of this is that the information flow, capital flow, and logistics of the enterprise cannot be organically unified. The consistency, completeness, and accuracy of the data cannot be guaranteed in the invoicing software, and redundant work is repeated between SMEs. Can not respond quickly and promptly to user needs, reducing work efficiency and increasing operating costs.

Therefore, the integration and docking of the enterprise's e-commerce online shopping mall and ERP system cannot be waited for and cannot be ignored.

How to integrate e-commerce and ERP systems

Invoicing software is integrated with the e-commerce platform through the ERP system, which can reduce operating costs and improve work efficiency, and is highly competitive for the enterprise as a whole. According to this demand, some software on the market can synchronize management of product information, member information, warehouse and inventory, orders, etc., to achieve unified management configuration, simplify user operations, thereby improving work efficiency and creating value for enterprises.