A must-read for e-commerce professionals! How to break through the fierce competition and find high-profit growth points?

E-commerceSellers are working frantically to speed things up every day, but their profits are getting thinner and thinner. Isn't this contradiction suffocating?

Many people have fallen into this trap, thinking that by managing processes more meticulously and perfectly, they can revive their businesses.

But reality slapped me hard in the face; the more I invested, the lower the profits became.

Why is this? Because among the competitors, there are always those players who "don't play by the rules," whose cost structures and mindsets are completely different.

The involution of e-commerce is not a problem of efficiency, but a problem of dimensionality.

Many people believe that competition in e-commerce is simply about who is more standardized and more refined.

But the truth is, you and your opponent are on completely different levels.

You might not be able to accept a team of 100 people earning only a few hundred thousand in profit, but some people can accept earning only 100,000 a month.

Why? Because they use all their family members, so the cost is almost zero, and their mindset is completely different.

This means that if you try to compete with them on the same level, you'll only get dragged into the mire.

The real breakthrough is not about managing existing business to its fullest extent, but about stepping outside that dimension and looking for new opportunities.

Offense is the best defense.

In the e-commerce industry, defense is tantamount to waiting for death, while offense is the only way to survive.

The so-called offensive is not about blindly expanding, but about proactively discovering new opportunities.

You need to ask yourself: Can my team discover new product opportunities earlier than others?

Can my organization react immediately and quickly enter the market when the traffic dividend appears?

If the answer is yes, then you are already on the path to breaking the deadlock.

Discover new dividend opportunities

I can share the successful practices of a certain company.

They discover new profit opportunities every month.

Once a strategy is successfully implemented in a team, within a week, all teams across the company will utilize that strategy to its fullest potential.

The core of this approach is rapid replication and scaling.

Opportunities are fleeting; whoever reacts fastest will reap the profits.

Why do traditional management approaches fail?

Many leading e-commerce companies are learning this new management approach.

They previously followed a traditional management approach, managing the company in increasingly minute detail.

The result? The organization became increasingly rigid.

A rigid organization is like a giant ship that cannot turn quickly when faced with storms.

Our management approach emphasizes flexibility and rapid response.

At the slightest sign of external trouble, the team immediately adjusts and executes the plan, ultimately achieving the desired results.

The key to breaking the deadlock: organizational agility

The core of e-commerce management is not processes, but agility.

Agility means that a team can quickly identify opportunities, rapidly mobilize resources, and immediately implement them.

This is the real weapon to break through the current limitations of e-commerce.

A rigid organization, no matter how many resources it has, will be dragged down by its processes.

An agile organization, even with limited resources, can quickly break through when opportunities arise.

How to build an agile organization?

First, establish an information sharing mechanism.

When an opportunity arises, information must flow rapidly within the company without barriers.

Second, encourage trial and error.

E-commerce opportunities are often fleeting, and the cost of trial and error is far lower than the cost of missing out.

Third, rapid replication.

A strategy that works for one team must be replicated to all teams in the shortest possible time.

Fourth, maintain strategic flexibility.

Don't tie all your resources to one direction; be bold enough to adapt when the market changes.

The core mindset for breaking through in e-commerce: Think outside the box and find new opportunities.

The competition in e-commerce is not a zero-sum game, but a battle of dimensions.

You need to move beyond the focus on directly competing with your rivals and look for new growth opportunities.

1. For example, while others are still competing on price, you are already building brand premium.
2. While others are still vying for traffic, you are already building your private domain ecosystem.
3. While others are still working on a single platform, you are already distributing across multiple platforms.

This is the difference in dimensions, and also the key to breaking the deadlock.

My view: Breaking the deadlock requires strategic depth.

In my view, breaking the deadlock is not a matter of tactical adjustments, but rather a strategic deployment in depth.

You need to be forward-thinking and be able to plan ahead of industry trends.

You need to be systematic, capable of turning opportunities into organizational skills, rather than relying on one-off strokes of luck.

You need to be flexible and able to quickly adapt to the ever-changing market to maintain a competitive edge.

Combining these three points is the real way to break the deadlock.

Conclusion: Breaking the deadlock is a cognitive upgrade.

When faced with the industry's involution, breaking through the impasse doesn't rely on brute force, but on upgrading our understanding.

You need to break out of traditional management thinking, build an agile organization, and proactively discover new opportunities.

You must be bold enough to make in-depth strategic plans and maintain flexibility and foresight.

Only in this way can you break through the torrent of involution and truly take the initiative.

Final Thoughts

• The involution of e-commerce is essentially a battle over dimensions.
• Defense is tantamount to waiting for death; offense is the only way to survive.
• Agile organizations are key to breaking the deadlock.
• Break free from traditional management thinking and proactively discover new opportunities.
• Strategic depth, systematic approach, and flexibility are the keys to breaking the deadlock in the long term.

The industry's internal competition will not stop, but you can choose not to be swept up in it.

Now is the time to take action, to seek new opportunities, to build agile teams, and to achieve a real breakthrough.

Success belongs to those who dare to break through, not to those who blindly follow the crowd and get trapped in the cycle of competition.