and incompetence, but this must be the

[rifattryo.ut11]

What I just said is a bit concrete. Let's abstract it a little bit. We can also try to separate the multi-industry participants of cross-border e-commerce: factories, brands, platforms (traffic parties); or divide them into two major business models. For example, can a big seller who has been doing it for many years do a good job of selling? In fact, it is not the case. So we must first locate our coordinates in the entire industry before we begin to understand the industry. In the actual business war, many stories in books are either too romantic (man conquers nature) or too grand (successful brands and success stories).



It is difficult to know your own shortcomings Finally, we return israel telephone numbers to the micro level again to find segmentation in the vertical and find the place where the story begins. We say that choice is more important than hard work. If we look at the future through the rearview mirror, time will be the most ruthless judge and the most affectionate companion. So here I think "persistence" and "endurance" are the main themes of this part, and it is essentially a time game.



In addition, the situation abroad is that the rules of the game have not been finalized or are much more "immature" than in China, and this is where the opportunity lies. Third, there may be a huge gap between the boss and the company. Compared with the bosses of Internet companies, many of them were born with a silver spoon in their mouths (referring to getting financing to start a business), and many bosses of cross-border e-commerce started from scratch (developed little by little by selling goods) or developed in a wretched way. The advantage is that these bosses who grew up in the front line are generally more pragmatic and know the hard work of making money, so they are relatively more concerned about money (understandable).