How can e-commerce companies seize opportunities from new platforms and new products? Insider tips on how to win the “new battle” in operations are revealed!

I want to know why so manyE-commerceThe team can't seize the opportunity of the new platform? This article reveals the actual combat method of "old people fighting new battles and newcomers taking over old projects". Through the decoupling of the operation team mechanism and performance, the performance can achieve exponential growth. It will take you step by step to dismantle the logic of explosive orders!

Have you noticed that many e-commerce companies are stuck in a vicious circle:

New platforms and new products keep popping up, and they all seem to be “billion-level markets” and “hot spot dividends”, but they just can’t compete with others!

why?

The problem is not that there are no opportunities, but that many people cannot seize them!

The old man’s experience value is off the charts, but he ends up being stuck in the old business?

Have you ever heard a saying?

"Old men fight new battles, new men guard old turfs."

Does this sentence sound reasonable?
The old employees have more experience and know how to fight, so let them charge into the new battles; as for the new employees, they can take over the old business and learn while they work, killing two birds with one stone!

But in actual implementation, it often fails.

Many bosses told me that

"Our old man doesn't want to fight a new war at all!"
"The newcomers can't even keep up with the old players and make a mess of it."

Sounds reasonable, right?
But if you can get this done, you can do it very well.
What's the secret?

Operation is not a battle of one person, but a collaborative battle of a group of people!

We have created a mechanism called——

Operation team system.

What do you mean?

Simply put, an "old operator" no longer works alone, but works like a small team with three or four assistants.

You can actually achieve sales of 100 million per month by yourself?

It’s not too much to form a small team and make three or four million a month!

why?

Because he only needs to grasp the direction, set the strategy, and make the decision. The rest of the execution, new product launch, customer service, and data analysis can all be divided out.

Why can the old man fight a new battle? Because he no longer has too many chores to bear!

With an assistant team, the elderly have the energy and ability to lead a team to rush into the “no man’s land” of new platforms and new categories.

What about the old disk?

The assistants mentioned just now have actually been working with the elderly for many years and are no problem in handling problems, clients, and activities.

Even many assistants have acquired "quasi-operational" capabilities and can fully take charge of things on their own!

At this time, the old people can move on with ease, and the newcomers (assistants) can take the opportunity to grow.

The connection between the old and the new is a natural progression!

A new battlefield with ten times the potential? A new department is set up!

Sometimes we come across new projects with "explosive growth" that we can tell at first glance have tenfold potential.

What should we do at this time?

Pull out the old people and the team together, set up a new department and rebuild the structure!

In this way, the old man does not carry a bunch of old baggage to fight a new battle, but:

Build from scratch, start from zero, and go all in!

The result of this approach is:

The combat-ready team was "copied" from within, and it kept launching new shares and replicating, forming a flywheel of exponential growth.

It sounds great, but where does the money come from?

The performance mechanism is also extraordinary!

We have a particularly "anti-human" rule:

Performance and salary are completely decoupled.

What do you mean?

Whether you are doing well or not is not determined by how much you sell, but by how youCompetence, whether they have the "ability to build a team", "ability to copy", and "ability to expand territory".

Many people ask:
"If you don't give commissions based on performance, who would be willing to work? Isn't this anti-humanity?"

I tell you,We did it, and we did it very successfully.

Because we believe that people are not driven by "piecework wages" but by "responsibility + sense of accomplishment + development opportunities."

With this mechanism, we can boldly put the company's best people into the most difficult battlefields, instead of locking them in a stable zone as "senior screws."

My colleagues came to visit and said this thing is impossible. After using it, they were slapped in the face!

Many bosses from the same industry came to visit and their eyes widened:

"You guys don't get any commission as an operator? Why are you working so hard?"

We didn't explain and just let them try it.

After trying it for a month or two, everyone said it was really delicious.

They discovered that truly powerful operations are not driven by "bonus incentives" but by "organizational mechanism + culture shaping + authorization system."

The truly powerful e-commerce companies rely on systems, not heroes

Many small and medium-sized e-commerce companies are still at the stage of "relying on talented people to support them".

A platform and a category are all operated by a great man.

If this person leaves, the business will collapse!

But a truly healthy company relies on systems to run, mechanisms to drive, and replication to grow.

Just like fighting a war, it doesn’t rely on one powerful general, but an entire army, logistics, supply lines, and command system.

To sum up, how can e-commerce companies seize new opportunities?

the first,Don’t use one person to fight a new battle, form an “operation team” to expand the combat power of one person.
second,Let the old people expand the territory, and let the newcomers (assistants) grow and mature in the old team.
third,Once a new battle shows great potential, immediately split up independent teams and concentrate resources to launch a fierce attack.
fourth,Break the shackles of the "performance-linked" mindset and replace "individual incentives" with system mechanisms.
fifth,Build an iron army of operations that can fight and replicate, rather than relying on a few talented people to keep up appearances.

The future of e-commerce will not belong to individual heroes, but to institutional dividends

The future e-commerce competition will no longer be about who moves faster, has better operations, or has more traffic.

Rather, it is about who can use a systematic approach to replicate one operation into ten, and then one department into ten.

This is a war of organizational capabilities.

To put it bluntly, it is not the operations that are fighting, but the company's "system" that is fighting.

If you are still stuck at the stage of "whoever works more gets more", then you are destined to only fight small battles and make short-term profits.

But if you want to do long-term big business, you must:

Liberate individuals, turn people into gears in the system, and build an organizational machine that can truly snowball.

Because future opportunities belong to those who truly want to "grow systematically"!