雷小山在书中写道,在赢得向国内消费者提供最基本商品的战役后,如今中国企业越来越被迫——常常是首次——转向产品创新。由于供应基本商品这颗“低垂的果实”已经被采摘,这些企业不得不开始在中国或国外市场攀爬价值链。他们不会失败。为什么?因为他们在面对之前的挑战时从未失败过。
As examples, Rein points to companies like Alibaba. Through its subsidiary, TMall, it made consumers trust small and even unknown sellers of branded goods online. Through AliPay, a third party online payments system that is equivalent to PayPal, it addressed China’s weak consumer protection environment by collecting personal details from vendors that allow them to be tracked down if they sell substandard products. It seemed to work; Alibaba raised $21.8bn in its recent debut on the US stock exchange.
作为范例,雷小山提到了像阿里巴巴这样的公司。通过其子公司天猫(TMall),阿里巴巴让消费者信任在网上销售品牌商品的小商家,甚至是无人知晓的商家。通过支付宝(AliPay),即相当于PayPal的第三方在线支付系统,它以收集卖家个人信息的方式改善了中国脆弱的消费者保护环境,如果卖家销售未达标的商品,他们可被追查到底。这招似乎很管用;阿里巴巴在美国的证券交易市场首次公开募股便完成了218亿美元的融资。
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