跨境电商成功之路：从0到12亿的经验分享
跨境电商成功之路：从0到12亿的经验分享
The Path to Cross-border E-commerce Success: From Zero to 1.2 Billion RMB
【编者按】：6月26日，雨果网线下品牌"雨果论坛"第六期在义乌隆重举行。本次论坛主题为"跨境电商如何提高利润"暨义乌龙头品牌通全球峰会。
[Editor's Note]: On June 26th, the sixth edition of Hugo Forum was grandly held in Yiwu. The theme of this forum was "How to Increase Profits in Cross-border E-commerce" and the Yiwu Leading Brands Go Global Summit.
跨境电商黄金时代与挑战
The Golden Age and Challenges of Cross-border E-commerce
大家好！今天我要分享我从2014年开始的跨境电商经历，从0做到现在约12亿人民币的规模，而且还没有经过融资。
Hello everyone! Today I want to share my cross-border e-commerce experience since 2014, growing from zero to about 1.2 billion RMB without any financing.
在英国有两个因素会显著影响人们的上网行为：足球和天气。当有重大足球比赛时，人们都会去酒吧看球而不是上网购物，这时我就会去采购产品，因为价格会非常便宜。而当天气不好时，人们都会待在家里上网，这时我就会加大销售力度。
In the UK, two factors significantly affect people's online behavior: football and weather. During major football matches, people go to bars instead of shopping online, so that's when I purchase products as prices are very cheap. When the weather is bad and people stay home, that's when I increase sales efforts.
平台选择与战略转移
Platform Selection and Strategic Shifts
2003年我们在eBay已经成为大卖家，拥有约20人的团队。2004年亚马逊刚进入英国市场时，我成为了他们在英国的第一位卖家。到2005年，我们已经成为亚马逊英国最大的卖家。
By 2003 we had become a major seller on eBay with a team of about 20 people. When Amazon first entered the UK market in 2004, I became their first UK seller. By 2005, we had become Amazon's largest seller in the UK.
但我发现随着平台卖家增多，竞争加剧导致利润下降。于是我决定建立自己的网站，这在2005年相当困难。2006年Google兴起时，我抓住机会学习SEO和流量获取技巧，成为Google最强大的卖家之一。
But as more sellers joined the platform, increased competition led to declining profits. So I decided to build my own website, which was quite difficult in 2005. When Google rose in 2006, I seized the opportunity to learn SEO and traffic acquisition techniques, becoming one of Google's strongest sellers.
本地化战略的成功
Success of Localization Strategy
2008年我开始尝试跨境电商，当时这个概念还很新。我发现通过彻底的本地化战略，包括本地支付方式、本地客服和本地物流，可以获得巨大成功。短短11个月内公司增长了约3倍。
In 2008 I started experimenting with cross-border e-commerce when the concept was still new. I found that through complete localization strategies including local payment methods, customer service and logistics, huge success could be achieved. The company grew about 3 times in just 11 months.
到2009年，我们的系统可以连接180个国家，支持40多种支付方式，与19家支付公司合作。例如在德国，他们很少使用信用卡，而是有本地支付方式。
By 2009, our system could connect 180 countries, support over 40 payment methods, and partner with 19 payment companies. For example, in Germany they rarely use credit cards but have local payment methods.
电商1.0与2.0时代的对比
Comparison Between E-commerce 1.0 and 2.0 Eras
电商1.0时代(2002-2010)是黄金时代，虽然销量不高但利润丰厚。例如2003年卖一个iPod第三代可以赚35磅，一天卖1000台非常赚钱。
The e-commerce 1.0 era (2002-2010) was a golden age where although sales volume wasn't high, profits were substantial. For example, in 2003 selling one iPod 3rd generation could earn £35, and selling 1000 units a day was very profitable.
而现在电商2.0时代，卖一部iPhone6可能只赚1美元。这是因为竞争加剧，大平台主导市场，顾客要求也更高。如果你没有在周末凌晨两点回复客户，他们不仅会投诉，还会在社交媒体上公开批评。
Now in the e-commerce 2.0 era, selling an iPhone6 might only earn $1 profit. This is due to increased competition, platform dominance, and higher customer expectations. If you don't respond to customers at 2am on weekends, they won't just complain but publicly criticize on social media.
全球平台机会
Global Platform Opportunities
全球电商平台远不止亚马逊、eBay等知名平台。比如LAZADA在东南亚非常强大，日本乐天在日本市场占据主导地位。这些平台竞争较少，利润空间更大。
Global e-commerce platforms go far beyond well-known ones like Amazon and eBay. For example, LAZADA is very strong in Southeast Asia, while Rakuten dominates the Japanese market. These platforms have less competition and better profit margins.
但进入这些平台需要本地化资源，不是简单用中国邮政发货就能成功。例如日本乐天要求有日本本地公司和两名本地董事。
But entering these platforms requires localization resources - it's not as simple as shipping via China Post. For example, Rakuten Japan requires a local Japanese company with two local directors.
成功的关键因素
Key Success Factors
我认为在电商生态中只有两种玩法：一是融资游戏，不惜亏损追求增长；二是踏踏实实用利润维持业务。对于大多数卖家，我建议选择第二条路。
I believe there are only two approaches in e-commerce ecosystems: first is the financing game, pursuing growth at all costs; second is steadily maintaining business with profits. For most sellers, I recommend the second path.
成功的跨境电商需要：
1. 多元化的销售渠道
2. 彻底的本地化战略
3. 强大的系统和团队支持
4. 清晰的自我定位和战略
Successful cross-border e-commerce requires:
1. Diversified sales channels
2. Complete localization strategy
3. Strong system and team support
4. Clear self-positioning and strategy
最重要的是做好自己，不要盲目跟风。要做那些值得做但不容易做的事，因为这才是真正的机会所在。
Most importantly, focus on doing your best rather than blindly following trends. Do what's worth doing but not easy, because that's where real opportunities lie.
