The Sino-US trade friction is superimposedby the impact of the new crown epidemic, how can cross-border trade go againstthe trend? "The actual situation is not as bad asexpected," Li Bin, chairman and CEO of Haofang Group, told the GuangzhouDaily All-Media reporter, "Cross-border trade of daily consumer goods isstill strong. With the development of contactless consumption, many overseas salesare sold online. Sales of Chinese products have soared"! So, how to smoothly "go out tosea" under the new normal of epidemic prevention and control? How to"go out" safely to break new ground? As a long-establishedcross-border e-commerce company headquartered in Shenzhen, it has nowsuccessfully transformed into a focus on sci-tech brands, based on theindustrial ecological layout, and leveraged the power of digital technology tohelp Chinese sci-tech companies explore overseas markets and realize theintegration of Chinese sci-tech brands Service Platform. Li Bin believes thatthrough market-side big data analysis, precise positioning, and reversecustomization, companies can realize the entire process from productdevelopment, production to iteration, thereby promoting industrial innovationand upgrading, and maintaining a stable presence in the international market. ,The overseas market will not shrink." "Going to the sea online" isthe time, innovation and rapid response are hard power At present, Haofang has used its more thanten years of experience in cross-border e-commerce through incubation and jointoperation of product brands to create many best-selling brand products inoverseas markets, many of which have become star brands in market segments. For example, a brand's smart conferencesystem, through venture capital incubation, provides overseas services toempower innovation. This voice intelligent terminal in the vertical businessmeeting scenario, combined with hardware and software, and artificialintelligence, is launched through overseas crowdfunding to accumulate seedusers and form a brand effect. With the help of Haofang, the system achievedtens of millions of sales in the global market in 2018; a brand of smartphotographic equipment accessories has discovered new market opportunitiesthrough new innovations. This kind of technology is born out of unmanned aerialvehicles and pushes photography aids to a wider range of non-professionalconsumer groups. With the help of Haofang, in 2019, the Amazon online market ofthis product defeated the leading company DJI Zhiyun, and has always occupiedthe BSR position, with sales exceeding three times. The outbreak of the new crown epidemic thisyear has impacted many industries. However, a pet supplies technologymanufacturing company from Shenzhen has achieved a bucking trend. This brand isone of Haofang’s cooperative brands, and their dogtraining devices, heating nests and other products have been sold in overseasonline markets during the epidemic. In the early stage, this dog trainer useddata mining and precision marketing to accurately find product optimizationpoints from 3,000 user responses. Then, by optimizing the appearance of theproduct, the logistics cost of each product was saved by 5 dollars."During the epidemic, people and pets spend more time together, and ownersurgently need pets to be quiet and obedient, so the demand for these petproducts is even stronger," said Li Bin. Data-driven product iteration "Thebest way to solve dilemmas is to respond quickly" "In the matter of brand goingoverseas, companies will never have the best era, nor will there be the worstera. Don't complain, the best way to solve the current dilemma is to respondquickly, find the brand's own problems, and then solve the problems. "LiBin said. Regarding the experience and secrets of"going out online", Li Bin summarized the data-driven productiteration, including the launch of runners, the first cooperation throughmarket research data analysis, to identify seed users, and through precisechannels, single products can be made into small categories. Departmentposition; Runner acceleration period, through the previous data analysis cycle,revise data, review the implementation strategy and direction of the brand'soverseas strategy, make timely adjustments, expand marketing channels, andfeedback product iteration suggestions and information; Runner expansion,according to the previous period Accumulated large amounts of data, categorydata, expanded databases, multi-dimensional analysis, targeted mass users,continued to enhance brand awareness, deepened channel efficiency, and expandedproduct lines. Li Bin said thatHaofang’s goal is to increase the number ofcompanies accompanying Chinese manufacturing companies to the sea by 10 timesin the next 10 years. He believes that, based on the layout of the ecologicalchain, achieving high penetration of cross-border services will help promote the transformation of my country'smanufacturing industry into a technologically sophisticated ecological industry chain.

Haofang's cross-border journey Haofang started with cross-border marketing services in 2006,selling products on different large-scale e-commerce platforms. This statecontinued until 2013, which happened to be the embryonic stage of cross-bordere-commerce. This period of exploration allowed Haofang to accumulate experiencein the supply chain system, capital control and local financial solutions, andit also opened Haofang’s first time.Transformation. After more than ten years of polishing, Haofang has beenchallenging itself. In 2016, Haofang itself upgraded from pipeline to platform,seamlessly connecting the upstream and downstream industrial chains, changingthe traditional operation model into a joint operation model, and changing thetraditional procurement relationship into Established deeper links and in-depthcooperation. After another three years of polishing, in 2019, Haofang willfocus itself on science and technology investment, incubation and jointoperation of product brands. It has created many popular product brands andbest-selling products in overseas markets, and most of them have become starbrands in market segments. The founder of Haofang Li Bin also gave us a case, “A certain innovative product technologycompany is one of the companies invested by Haofang. It is a designer ofcreative digital products and consumer electronics. In the early stage ofentrepreneurship, Haofang gave financial support and Data analysis helped themfind new product categories, assisted them in new product development, andlater assisted in the establishment of a global online marketing network. Afterthe official sale on Amazon, more than 50,000 products have been sold within afew months, and the repurchase rate has reached 20%. The current monthlyturnover has reached tens of millions of yuan." In 2020, many successful cases proved the feasibility of thecurrent business model, and they were replicated on a large scale. Whileproviding an operating platform, Haofang also provides more professional adviceto partners in terms of product iteration, category and product innovation,provides support in supply chain funds, and promotes capital operations. Incooperation, Haofang and partners are symbiotic. Won. Haofang's cross-border ecosystem Haofang focuses on serving the scientific and technologicalenterprises of a certain scale, and provides them with branded overseasservices. Haofang built a complete industry ecosystem and provided a completeset of services such as supply chain, logistics and warehousing, e-commerceoperations, brand marketing, and fiscal and taxation consulting forcross-border overseas trips. At the same time, Haofang also owns corebusinesses such as venture capital funds and digital marketing (media), whichcan be said to provide one-stop solutions for companies' brands going overseas. The executives of Haofang also gave us another case where apartner and Haofang joined forces to become a leading brand in the industrysegment: the company focused on the manufacturing of sports equipment and wasfounded in September 2016. As a start-up, there is no mature sales channel. ,But keenly aware that this type of product is a new sport in the United States,hoping to seize the early opportunities to deploy the global market. In 2018,Haofang cooperated with them to provide multiple services such as logistics,sales channel laying, brand operation promotion, etc., while ensuring sales,the brand concept introduction was carried out. It is especially worthmentioning that on July 1, 2019, the product was offline due to patent issues.In October 2019, Haofang helped customers with patent appeals, and finallysolved the patent problems and hidden dangers from legal channels in October2019, and quickly regained their market position in volume. Since thecooperation, the company's products have ranked first in sales in thecorresponding category market, with a market share of up to 20%. Sales haveincreased by more than 10 times on the basis of the year before thecooperation, and continue to grow The outbreak of the new crown epidemic has had a significantimpact on the global economy and various industries. In particular, traditionalindustries have been greatly affected. At present, a large number ofmanufacturing industry partners have contacted Haofang to seek cooperation and achievebusiness breakthroughs through transformation. It is through the jointoperation model accumulated over the years to withstand the risks brought bythe epidemic, and at the same time, based on its own professional servicesystem, it helps partners in crisis to transform and helps them successfullyrealize the brand going abroad. Li Bin once said: “In the case of brands going overseas,companies will never have the best era, nor will there be the worst era. Don’t complain, the best way to solve the current dilemma is to respondquickly and find the brand’s own problems., And thensolve the problem.” The future has come, haofang cross-border ecosystem is already on the way

Tang Limin\Phoenix Finance and Economics September 7, 2020 Afterconsulting some recent inquiries, and inquiring privately from the industry,Haofang Group, which has been low-key, has been studying the road to jointoperation. Founded in 2004, Haofang Group is a comprehensive service platformbased on the industrial ecological layout to help Chinese science andtechnology enterprises explore overseas markets and realize theinternationalization of Chinese science and technology brands. In 2016, HaofangGroup pioneered a new model of joint operation, which changed the traditionalpurchase relationship into deeper links and cooperation, changed the low-pricecompetition model of traditional e-commerce, and created a joint operationmodel of overseas brands. The chargingmodel is very simple. In contrast, joint operations seem to have outstandingadvantages: 1. Thecharging model is pure and result-oriented Results-oriented,draw a certain percentage of commissions from the sales of associates. Comparedwith partners, it can guarantee the income of online sales of products in theshort term. For start-ups, Mr. Liao, who is similar to smart hardwareentrepreneurship, is undoubtedly a better guarantee when funds need to bereturned to production as soon as possible. 2. It isnot only online selling, but overseas brand strategy management WhatHaofang emphasized is the building of overseas brands, not only for short-termsales improvement, but also for the long-term development of partners in thefuture. Therefore, at the beginning of cooperation with partners, Haofang beganto deeply intervene in the service system to provide partners with marketpositioning. Services such as price positioning, brand combing and marketingsystem planning help companies develop and produce products that meet marketneeds. 3.Digital management of the whole chain, open and transparent Fromleaving the factory to entering the Haofang platform, from online channels touser analysis, all links can be tracked in real time, and the data can betransparently shared with partners, and reports are issued based on marketfeedback and user behavior. Partners can adjust product R&D, production andsupply chain plans in a timely manner through the quality feedback of endcustomers provided by the operator, sales refund status, and the performance ofcompetitors in product, marketing and marketing, etc. 4.One-stop cross-border integrated solution Provideonline operation services throughout all aspects of the product life cycle,provide full-dimensional professional one-stop services including logistics andtransportation, overseas local fiscal and taxation laws, and achievecomprehensive risk control early warning at multiple nodes in the entireprocess. The different stages of the process of science and technologyinnovation enterprises going to the sea are gradually going deeper andformulating strategies that suit local and time conditions. At the same time,it avoids cultural differences, patent law differences and local adaptabilityissues. 5.Abundant resources support overseas brand building If youwant to achieve good performance on Amazon, you need to operate and promoteboth inside and outside the site. Then the matching of overseas resources andlocalized marketing strategies is particularly important. Haofang has its ownmarketing platform overseas and has more than 2 million fans. The marketingplatform GIGADGET has media, influencer and KOL resources covering allchannels. At the same time, when cooperative companies have achieved certainresults online and want to expand offline channels and establish independent brands,Haofang's powerful resource system can also support matching. IsHaofang's joint operation really so powerful? It is achallenge and an opportunity. In 18 years, the brand started to go overseas. In19 years, overseas sales of more than 1 million US dollars per month have beenachieved. This is the first shot of the brand going overseas, and the successof the transformation is predicted. Similarly, despite the outbreak of theepidemic at the end of 19, due to the strong logistics and warehousingdeployment support provided by Haofang, sales continued to be unaffected, butrose rapidly. This year, it has begun to deploy the offline market in NorthAmerica, and its monthly sales have stabilized at tens of millions of dollars,and it has also begun to deploy domestic channels. The rapid success made Mr.Chen full of confidence in the joint operation model advocated by Haofang andHaofang. If wemust compare the joint operation and agency operation pioneered by Haofang, Ithink the joint operation is like an aircraft carrier carrying customers out tothe brand to go abroad, and the agency operation is like sending a small boat tospy on the military.

Sina.com, September 02, 2020 With the popularity of e-commerce, the future market trend willinevitably develop in the direction of globalization. Products will be sold toall parts of the world, breaking the geographical limitation. In this processof global sales, the cross-border e-commerce industry plays a vital role. Therole of. Compared with the explosive momentum of domestic e-commerce in the past,cross-border e-commerce is currently in a period of rapid development. Manybusinesses can only reap a lot of money just by making a difference, and addinga series of support programs in my country's policy, those companies withindependent products can reap a lot of profit. At present, there are more and more people entering the cross-bordere-commerce industry in my country. The correct choice of cross-bordere-commerce platform is the first step to success for these"newcomers". Nowadays, the mainstream cross-border e-commerceplatforms mainly include Amazon, AliExpress, wish, and eBay. According toauthoritative data, more than 40% of companies choose Amazon as their startingpoint. Why? Amazon is currently the world's largest cross-border e-commerce platform,with business in more than 60 countries around the world and a user base ofmore than 400 million. As the leader in the industry, its FBA warehousingservice also supports logistics and distribution services in 185 countries andregions, laying a very solid foundation for the company to go global. At the same time, unlike the situation where the number of domestice-commerce sellers directly catches up with the number of buyers, althoughAmazon has a global user base of over 400 million, the sellers are only morethan 3 million, which means that there is still a large part of the market. Theblank area needs to be filled. It is the best time for companies to takeadvantage of this opportunity to enter the market.Of course, the platform isgood, but if there are operational problems, then everything will be in vain.Now it is no longer an era where wine is not afraid of deep alleys. The qualityof platform operation will be directly linked to the ultimate profit of theenterprise. Haofang Group is well aware of the importance of platform operations forcompanies going overseas. Therefore, in order to help more Chinese companies gointernational, Haofang Group has been deeply involved in Amazon’s refined operations for 16 years, in cross-bordere-commerce operations, brand marketing, and fiscal and taxation consultingservices. Shanghai provides a full range of solutions to fully empowerenterprises to go overseas. In 2006, cross-border e-commerce was still in its infancy. Before thedevelopment of domestic e-commerce with much fanfare, Haofang had alreadystarted the layout of a number of cross-border e-commerce platforms, andachieved relatively outstanding results in the industry. However, Haofang didnot stop there. For more than ten years, Haofang has developed a mature andin-depth operation model on the Amazon platform, the leading global e-commercecompany, in supply chain system construction, capital management and control,and local financial solutions. In this regard, it has formed a very strongcontrol and advantage. Haofang Group has also established an overseas brandmarketing system to build a smart hardware ecosystem, from initial investmentincubation to marketing channel construction and service module improvement,and then to the investment construction of media resources, to promote theintelligent manufacturing industry from the perspective of the high-potentialindustrial chain. Ecological upgrade.Today, Haofang Group has successfully transformed the traditionaloperating mode of cross-border e-commerce into a joint operation mode thatleads the brand of science and technology enterprises to go overseas. Thisjoint operation mode has been affirmed and promoted by Amazon. The jointoperation mode has changed the traditional purchasing relationship. It hasbecome a deeper link and bundling, seamlessly connecting the upstream anddownstream industrial chains. From the early product creation to the in-depthcooperation, the Haofang Group and the enterprise share risks and go to the seato achieve a win-win situation for all parties. For companies that are new to cross-border e-commerce, the operation ofthe platform will be a key factor in the success of the company’s going overseas. Whether it is product selection,sales or publicity, it needs very systematic and meticulous planning toproceed, and Haofang The group has just solved all the problems of enterprisesin the operation of cross-border e-commerce platforms, so that enterprises canavoid detours and become the best partners for enterprises to go overseas.

Phoenix Finance August 13, 2020 Since the beginning of 2020, the new crown epidemic has become the focus of global attention.Now the domestic epidemic has been effectively controlled, and the production capacity of various regions has begun to gradually recover, but the impact of the epidemic is still inevitable, especially in cross-border exports. obvious. The arrival of the epidemic has led to the closure of channels in various countries, which has greatly increased the supply chain pressure on cross-border exports, and all links in the industrial chain such as international logistics and cross-border e-commerce platforms have also been impacted to varying degrees. In terms of the supply chain, in order to effectively control the epidemic, the "world factories" dominated by Guangdong, Zhejiang, and Jiangsu have all suspended work and production, resulting in a sudden reduction in production capacity and a supply chain disruption. However, most small and medium-sized cross-border e-commerce sellers have insufficient stocking, coupled with supply chain faults and no goods to make up. In the end, some cross-border e-commerce can only "sell nothing to sell". Looking at logistics, although the country has fully recovered, due to the impact of the epidemic and increased tariffs, the inspection and quarantine of goods have become stricter, and the time for customs clearance has increased. Even if sea freight is used, the long delivery time will affect the consumer experience, which will hinder the development of cross-border e-commerce business. At the platform level, due to the prolonged logistics timeliness, foreign consumers will be less dependent on Chinese goods, and the profits of cross-border e-commerce sellers will decrease. Although many cross-border e-commerce platforms have successively launched seller support plans, they still cannot really solve the impact of timeliness. Therefore, cross-border e-commerce platforms with small scale and weak strength can hardly become a boost for enterprises to go overseas at this stage, and they will even be eliminated by the market if they are not careful. If cross-border e-commerce sellers want to solve the problem of companies going to sea, they must choose a platform that can solve the above three problems for cooperation. Among them, Haofang Group, which focuses on Amazon's refined operations, is a good choice. Amazon is currently the world's largest cross-border e-commerce platform with the largest variety of products, and the widest coverage of countries and regions, and Haofang Group has been deeply involved in the cross-border e-commerce industry for more than 15 years, establishing its own industrial ecology, and empowering cross-border e-commerce. The model helps Chinese companies go from the brand to omni-channel sales, and supports the cycle operation of the brand chain. In order to ensure the stability of the supply chain, Haofang Group connects the upstream and downstream industrial chains of the science and technology industry to build a large-scale industrial cluster, realizes vertical cooperation between upstream and downstream enterprises in the industrial chain and horizontal interaction between related industrial chain enterprises, and improves supply chain coordination Ability and response speed have brought more competitive supply capabilities to partners. On the issue of logistics timeliness, Haofang Group is also not inferior. Haofang's ecological enterprises will provide logistics warehousing services for partners around the world, which greatly reduces the time taken for customs clearance and transportation of goods, and accelerates the timeliness of commodity logistics. Sex. At the same time, Haofang can provide efficient one-stop services in several professional modules such as local finance and taxation laws, avoiding the risks caused by policy changes or cultural differences in localization operations. Based on the above advantages, Haofang Group pioneered a new model of joint operation, providing professional and efficient solutions and service support for partners in terms of industrial ecological chain construction, cross-border brand strategic planning and local implementation of cross-border marketing; Haofang transforms The traditional operation model has become a joint operation model, which has changed the traditional purchase relationship into a deeper link and cooperation, changed the low-price competition model of traditional e-commerce, and created a joint operation model for overseas brands. In addition, with the stabilization of the epidemic, cross-border e-commerce has also ushered in policy benefits: On April 7, 2020, the National Standing Committee decided to establish 46 additional cross-border e-commerce comprehensive pilot zones across the country to promote effective practices to promote the development of cross-border e-commerce, and implement the exemption of cross-border e-commerce retail export goo

Netease News2020-08-05 Recently, there is a new term that is particularly popular, "economic internal circulation". Many people are ignorant of this term. So, what is economic internal circulation? In fact, the internal economic cycle is nothing new. People are experiencing the so-called "internal cycle" every day. Simply put, it is just another name for self-sufficiency. Ascending to the national level, that is, domestically produced goods are sold to the domestic people to realize the economic model of self-production and self-sale. At this time, some people may ask, as China, as the world's largest exporting country, why did the decision-making makers start the mode of economic internal circulation? As the biggest beneficiary of the third world industrial transfer, China has been able to rise rapidly thanks to its manufacturing industry and huge import and export trade. However, as Trump came to power and began to engage in anti-globalization, the global trade cycle and manufacturing cycle were disrupted. Off. Therefore, the decision-makers proposed economic internal circulation to stimulate domestic demand, promote steady economic growth, and ensure domestic economic security. Of course, "mainly internal circulation" is only one of them, and "domestic and international dual-circulation development" is an important strategy to promote the high-quality development of China's economy. But since the inner loop has been started, why do you need the outer loop? Each country has different comparative advantages in resources and capabilities. Through external circulation, it is helpful to allocate various elements more efficiently, and can increase economic benefits to a greater extent. The external cycle, on the one hand, is trade, and the other is the global industrial chain. For example, Thailand is rich in rubber and Canada produces wood. Each country has its own advantages. Through international exchanges, the economic development of countries can be promoted, so it is within Under the premise of circulation as the mainstay, the external circulation level is also very important. However, since the beginning of this year, due to the dual impact of the epidemic and the trade war, the exports of most foreign trade companies have been hit hard. Small and medium foreign trade companies have closed down one after another, and large companies are also facing an urgent need for transformation. Then, is the foreign trade industry dead? Is the outer loop impossible to implement? In my opinion, the traditional foreign trade industry has indeed been hit hard, but another sub-industry in the foreign trade industry has not been affected much, that is, cross-border e-commerce. In recent years, the popularity of e-commerce has allowed many companies to become cross-border e-commerce and enter the international market. Similarly, many traditional foreign trade companies have transformed into cross-border e-commerce and have achieved good results. I once visited a food brand. This brand was originally a merchant operated by domestic Taobao, JD.com and other electronic goods stores, and it has a good performance. Later, its leadership changed its development strategy, prepared to go to overseas markets, and began to increase investment in cross-border e-commerce. In 2019, the company opened new markets such as Russia, the United States, and South Korea, which brought a wave of strong growth to the brand. So is the foreign trade industry okay? My answer is yes. The epidemic and the trade war have indeed had an impact on the foreign trade industry, but the impact on cross-border e-commerce is very limited, even due to the increasing severity of overseas epidemics and the ban on offline activities. On the contrary, online retail is growing, which also brings opportunities for cross-border e-commerce. However, as we all know, there are many platforms for cross-border e-commerce. Among the more mainstream platforms are Amazon, AliExpress, eBay and other platforms. For sellers and companies that have just entered cross-border e-commerce, which platform is more friendly? In the current world structure and market environment, it is most appropriate to prefer a platform with overseas warehouses, a large number of users and a wide coverage. In these points, Amazon is one of the cross-border e-commerce platforms that is most suitable for entering the market at the current stage. It has global sites and is currently the cross-border e-commerce platform with the most cross-border sellers. It also provides overseas warehousing services for sellers. It is a very good choice for merchants who need to expand their global business, and Haofang Group, based on the Amazon platform, has deepened the platform's refined operation, and provided overseas companies with logistics and warehousing, e-commerce operations, A complete set of services including brand marketing, fiscal and taxation consulting, etc. Haofang Group is a profe

“客户的大卖，就是我们最好的新年礼物。”她不停地重复这句话，眼里全是坚毅。 Helen，朝气蓬勃的95后，加入浩方集团一年多，开拓了海外市场，屡次实现客户产品销量爆发式增长，成功打造海外品牌。同时，Helen也完成她个人的职场五连跳，从毫无经验的运营助理摇身变成浩方集团的销售合伙人。 专心致志，钻研运营技巧 Helen来浩方集团之前没有任何运营经验，宛如一张白纸。她从运营助理做起，通过浩方集团全套培训体系，快速吸收一名优秀运营者应该掌握的知识技能，并运用到工作中。 Helen能干、有想法、喜欢创新，浩方集团开放的文化氛围和广阔的成长空间，给她提供了试错机会，Helen不断尝试新方法新套路，快速试错，并总结出自己独有的方法论。 浩方集团鼓励同事之间互相学习分享的氛围无形中给了Helen很大帮助。当遇到产品转化率不高时，Helen会与小伙伴进行头脑风暴，积极思考对策。 “站在客户立场思考问题，比客户考虑的多一点。”Helen透露她的运营秘诀。 在Helen的身上，有女性的柔弱，更有与生俱来的闯劲和敢于突破、敢于追求的干劲。“我所有心思都放在怎么做运营上面，从来不会想太多别的事情。”Helen提到。正是这份专注，她每个季度业绩表现优异，顺利升级，从运营助理到销售合伙人，实现职场五连跳，晋升速度像火箭一样飞快。 打造高效团队秘诀：一起喝奶茶 Helen小小年纪凭借过硬的业务能力跻身浩方集团销售合伙人一员，其团队成员大部分年纪比她年长。面对比自己稍年长的成员，Helen一点也不怯场，她经常与小伙伴开玩笑，交流想法，她觉得如果经常独自一个人工作，缺乏交流，团队创新性会降低。 Helen团队成员贵精不贵多，只有不到10人，但是他们在Helen的带领下，每个成员都爆发出极为强悍的战斗力，运营能力一流，所负责的产品销售量突出，经常获得客户的赞扬与认可。 谈到打造高效团队的秘诀，Helen笑了：“很简单呀，就是一起喝奶茶。”Helen的团队喜欢每天喝奶茶，这是她们团队内部的交流方式，在她看来，没有一杯奶茶搞不定的，如果有，那就两杯。 奶茶可以调剂气氛和情绪，小伙伴们一起喝奶茶之余可以交流想法、增进情感。有次他们在工作中遇到瓶颈，运营效果没有达到预期，产品销量距离目标有很大差距，团队面临压力大，团队状态低迷。Helen把心一横，点了几杯奶茶，奶茶中的糖分逐渐缓解了小伙伴们的工作压力和消极情绪。Helen团队原地复活，再次充满战斗力，最终他们以远超目标销量的好成绩完成任务。 奶茶增进了Helen与小伙伴们的情感，加强了团队凝聚力，团队内部没有上下属，只有并肩作战的战友。这可能是95后独有的管理方式。 一个月，日销量从10到3000 Helen对打造品牌有自己独特的想法。她认为，每一个卖得好的产品，都是精细化运营的结果。 什么样的卖点真正吸引到用户？图文描述是不是像利剑一样准确插入消费者心里，吸引他们购买？这都是运营者需要思考的问题。产品卖点挖掘精确了，自然转化率就高，同时不断根据市场趋势调整优化，这才是持续不断的好的运营。Helen运用浩方集团完善的生态及营销资源，为产品量身定做品牌策略，快速打开海外市场，销量爆发式增长。 Helen团队曾运营了一款零知名度日用类产品，最开始每天销量只有10个。Helen带领团队仔细分析该品类市场情况、调研消费者真实需求并仔细挖掘产品卖点后，运用浩方集团强大的营销资源，仅一个月，产品日销量从原来的几个到几千个，远远超出了客户期待，成功打造海外品牌。 如今，这款产品日销量稳定3000以上，在亚马逊大品类排行名列前茅，这是前所未有的事情，而Helen做到了。 在泉水的滋养下，大树亭亭如盖。Helen在浩方集团自由的文化环境中快速成长，从毫无经验的运营助理到现在拥有丰富打造海外品牌经验的销售合伙人，变化巨大，这也是浩方集团才能给予的成长空间。 浩方集团完善的生态及营销资源与客户的研发生产资源达成完美的互补，其所具备的强大销售渠道和营销能力以及配套的供应链，可持续为客户塑造、提升、巩固、打造一流的海外知品牌。

创业：始于初心，发现未来 时针定格在8年前，那是一个春天，Kaisar 怀着梦想踏上了南下深圳创业的征程。 “如果说创业是始于初心，那么发现未来则是更远的一条路，比如跨洋出海。” —— Kaisar (刘明)，深圳市讴旖科技有限公司创始人 彼时在茶桌前，Kaisar 一手拿着他的潮牌耳机，一手指着心间，“我的初心是搭建一座发烧友和时尚潮牌耳机之间的桥梁，把性价比高、体验感极致的游戏耳机卖到全世界。” 想要了解用户真实的想法，就必需离他们足够近，要有同理心。通过用户访谈、角色扮演等形式能够了解他们的想法和需求，刚开始接触专业论坛发烧友的时候，Kaisar 还只是模具设计专业刚毕业的学生，对游戏耳机领域，他既陌生又熟悉。渐渐地 Kaisar 喜欢上了听发烧友们讲体验故事，请他们开吐槽大会，把对大牌耳机的槽点都记录下来，颜色设计Low、单品价格高、使用寿命短等不爽之处。Kaisar 自认有一大特长：善于归纳总结，并在此之上提升自己对品牌和服务的认知，在他的笔记本上全是他对产品的点评。虽是企业的创始人，但 Kaisar 更像一个技术控，谈吐专业，做事踏实，在他的领域，他就是王，全能王——从生产设计到销售推广，一手掌控。 “和不同层面的人聊天，时间长了思想就会沉淀下来，接着对商业模式的理解就透了，再动脑筋打破行业内的竞争壁垒。” Kaisar 的理想模式是把心血、能力和时间专注在用户身上，了解用户群体真实的需求、服务好用户，而不只是局限在赚钱这件事上。简单来说就是做两件事：第一件事，服务好用户，建立信任感，死磕产品到极致。第二件事是拓展市场，做强做大品牌，做“网红”。 一、服务“发烧友” 建立信任感 中小企业做加工制造，为他人做嫁衣，赚取的利润微薄，做自有品牌势在必行。因为对品牌的共同价值观，讴旖和浩方集团建立了合作。双发都认同：要围绕用户价值打造品牌，而不是围绕产品打造品牌。 “消费群体年轻化，90后、00后对个性的追求等会导致新品牌对老品牌的冲击，而我们中小企业的优势就是灵活，我们可以打造多种爆款新品尝试引导消费潮流。”Kaisar 说。比如年轻人喜欢的时尚潮牌耳机是色彩鲜丽的，那么色彩迭代就能解决用户的审美疲劳；又比如，电竞发烧友苦于耳机线的缠绕，讴旖就用无线/蓝牙技术去解决用户的痛点；再者，把耳机做成模块化的设计，提升产品的可玩性，这可能是一大服务亮点。 对讴旖来说，用户成交并不是结束，在面向海外市场的 to C 销售渠道中，合作伙伴浩方集团与终端用户保持紧密互动，第一时间将用户反馈汇总给到讴旖，讴旖因此得以快速改进产品，从而让用户需求更加融入到服务体系中。未来，丰富自有品牌产品线，用户将不止是发烧友，还会有音乐爱好者、游戏玩家成为 Onikuma 品牌的粉丝。 就产业形势来看，全球电竞热度暴增，配件产品每年翻倍增长，特别是游戏耳机类在亚马逊线上每年近10亿的销售市场。把这个细分市场做好、做强就是王者，至此，讴旖信心满满敲定了2019年的战略目标，重点将打造无线和蓝牙系列耳机，预计将有20款新品推出。 讴旖的愿景是让全球的游戏发烧友用上极致的耳机。“我们付出了很多，当然要主打自己的品牌，就和笔记本上贴着微软的LOGO一样的道理。我们要让用户理解，这是我们的心血。” Kaisar 再次强调他对自有品牌的期待。 经过讴旖和浩方集团共同梳理和优化， Onikuma 品牌运营效果惊人：销售额持续稳步增长，而品牌知名度显著提升。对于中小企业而言，在出海的过程中并不像大企业那样有钱、有经验和资源，如何加大品牌建设和推广，讴旖告诉你该怎么做。 潮牌出击 势不可挡 瞄准电竞细分市场快速突围，借助供应链优势切入并占领游戏市场。Kaisar 对自己的海外品牌战略非常有信心。“我们一开始就是做内贸品牌起家。对于品牌的跨洋出海，可以说我们的潮牌耳机能击败市面上90%以上的时尚产品。”他笑着说。 目前，讴旖的年出口额中，已经有超过30%是在亚马逊等海外电商平台出货的。浩方集团辅导过上百家制造企业的转型升级，负责人雷平认为：在转型过程中要做好海外品牌，一是要做好价格管控，线上线下的价差不能太大；二是销售渠道要统一，才能杜绝“串货”的风险。 仅用了一年时间，通过线上平台推广品牌，浩方集团就帮助讴旖成功将 Onikuma 品牌包装推广到了海外市场，并获得了巨大的品牌效应。 “现在是做品牌最好的时代。” 出海一年的 Kaisar 信心满满地认为。2019年，讴旖预期将在美国、欧洲建立分公司，同时在东南亚、中东、南美洲的巴西等地区建设渠道推广，线上/线下同时去做。 二、品牌赋能 制造先行 浩方集团认为创建自主品牌是一个系统工程，不仅需要具备加工制造能力，还要有配套的供应链，并且需要具备强大的销售渠道和营销能力。而浩方集团的生态及营销资源恰恰与讴旖的研发生产资源做了完美的互补。 在讴旖，从研发到注塑、开模、成型，再到成品制造、半成品加工、检测，已经做到一条龙控制，能够比较好地管控产品品质。“研发出来的样品，我们会先检测它可靠不可靠，然后才拿出来做成耳机，或者小批量试产，先验证一下，再大批量公试。公试后，等消费者建议反馈回来，我们再改善。最后，这个产品才可以量产。”Kaisar 对产品的态度就是死磕到底，追求极致。 讴旖的业务原来基本上都是代工，后来慢慢减少到百分之七十、六十，到现在，OEM的比例逐年减少，而自有品牌的销量一直在上升。“讴旖要做百年企业，当竞争对手退出市场的时候，我们还存在，所以我们把自有品牌当作一个长期的工作来看待，不急功近利。” 通过和其他品牌的比较，浩方集团认为讴旖的优势是懂产品、懂制造、对产业链有足够深入的了解，此外能够管理供应链，优化生产工艺和流程，控制成本投入，再加上浩方的运营经验，品牌扬帆出海是水到渠成的事情。 升格：从OEM到品牌出海的四大转变 Kaisar 始终认为自己创业至今一直在转变，这个转变是多层次多维度上的，有四个方向值得创业者深度思考。 第一个是企业领导者思维的转变。浩方集团一再强调要建立风险管控意识，“海外运营，核算成本再行布局。讴旖未来要通过海外仓，在深圳建立研发供应链支持。” 第二个是用户定位的转变。做品牌后我发现用户有B端也有C端，制造商要考虑终端消费者的需求是什么，需求的转变导致产品也要跟着变，于是，差异化竞争就非常有必要，如何寻找价格切入点，如何在配件上下功夫都是学问。 第三是产品设计的转变。找准用户定位后，产品设计一定要跟着这个细分市场消费人群的需求去做。现在的市场不缺产品，想要消费者选择你，要做到位的事情很多。定制化/个性化 DIY，都能够提升产品设计。 第四是品牌营销玩法的转变。海外品牌推广，一定要结合当地的大环境。“海外众筹、海外推广活动都要展开，西甲联赛在欧洲的影响力非常大，我们已经开始了投放。”

作为一名浩方集团的优秀合伙人，娜娜工作出色、业务能力强、带领运营团队，不断为客户与公司创造价值，每月销售业绩超额完成，这样自信的娜娜与刚来浩方集团时有天壤之别。 新手妈妈的艰辛合伙人之路 “刚入职3天我就不想干了。”娜娜回忆起来笑道。 作为一名新手妈妈，她一边照顾2个月大的宝宝，一边适应工作带来的新挑战，她成了公司里最晚下班的人。因为工作家庭两头奔波，心理压力大，担心自己不能胜任，她曾产生放弃的念头。幸好家里人分担了部分育儿家务，工作上娜娜也得到领导的理解和肯定，她坚持了下来。 “不要慌，遇到问题可以随时来找我。”这是试用期时领导经常对娜娜说的话。 如果说领导的悉心指导让娜娜感受到了浩方团队的凝聚力和向心力，那么同事的真切关怀，则让她体会到了温暖和窝心，作为回报，她加倍努力地工作，并开始展现独属于她的能量。 现在，接受了系统全面的个人职业技能培训后，娜娜已经成长为独当一面的综合型人才，她既是运营高手，又能外出洽谈客户，她所运营的产品长期占领亚马逊该产品类目排行榜前几名，常常受到领导和客户高度赞赏。现在的娜娜，自信、充满魅力，与刚入职的她相比，宛如脱胎换骨。 从游击队到正规兵团 “我来浩方集团之前从没接触过联合运营模式，它与我以往遇到的运营模式有很大差别。”娜娜说。 联合运营模式不是简单的采买，它需要获得客户毫无保留的信任和支持，并与客户建立长期稳定的合作关系。 为了更好地服务客户，浩方集团的销售合伙人在制度上给与娜娜丰富的资源与足够的自主权。“公司提供资金池，合伙人完全独立运作团队，公司还会提供产品规划、资源整合、品牌推广、跨境销售、物流仓储、供应链管理、融资服务等全方位支持。”娜娜补充。作为合伙人，娜娜独自承担整个项目，自己挖掘客户、引进有潜力的产品，负责亚马逊平台运营，与招商同事一起跟进前期市调工作，把控每一个环节，娜娜忙得像个陀螺一样。但她觉得异常充实，合伙人的格局和全流程追踪，让她每一天都在成长。 以前娜娜所在的小公司就像游击队，公司实力弱，天花板明显，无稳定产品源。现在在浩方集团就像加入了正规兵团，内部系统完善、平台广阔有实力，她很庆幸当初选择了浩方集团，实现了从游击队到正规兵团的转变。 现在，娜娜收入增加、个人综合能力提升、职业道路也越走越宽，已经成长为一个优秀的合伙人了。 为客户带来收益，推动品牌出海 娜娜曾接手一款品质出众、销售量一般的产品，由于该产品厂商缺乏品牌意识，以传统卖货思维与同行打价格战，没有充分挖掘产品自身优势。 娜娜与团队经过前期市场调研，初步判断这款产品市场前景广阔，她以专业角度为客户分析市场情况、分享运营经验、制定销售策略，包括从站外推广到站内营销的精细化品牌出海实操战略，获得了客户信任。 最终，该产品一上线，就冲上亚马逊品类排行榜前列，月销售额不断翻倍，为客户开辟新渠道、带来可观收益的同时成功打造品牌。 目前该品牌在海外知名度高。随着品牌出海成功，该客户也成了浩方集团忠实的合作伙伴。 “浩方集团的Logo方方正正，就像浩方集团倡导的原则一样，做人要方方正正。”浩方集团承载着娜娜实现人生事业目标的希望。她立志未来在浩方集团这个的大平台上做到比现在多十倍、甚至百倍的业绩增长，帮助更多的企业实现品牌出海。

“工匠精神不是摆拍出来，而是用青春和汗水浇灌出来的。摆拍的终有一天都会褪去，而真正的工匠精神则生生不息。” ——深圳壹秘科技有限公司CEO陈文明 重新出发 陈文明曾经在TCL消费电子领域工作了十余年，在那里，他掌舵着一个500人的研发团队。辞职后，陈文明创立了深圳壹秘科技有限公司。面对高速变化的外部环境，他希望做这样一家企业，不必大而全，只要小而美，轻盈且灵活。 当得知陈文明的创业计划，一批来自华为、Harman、TCL及Anker志同道合的伙伴迅速聚拢而来，组成了壹秘的创业团队。有了团队，有了技术，接下来就是“拿着锤子找钉子”，寻找一款好产品。 开辟新赛道 在一次异地的商务会议中，陈文明和他的团队通过电话与供货商沟通，电话扬声器声音小，信号不稳定，时断时续的沟通体验糟糕极了，但也正是那次糟糕的体验给了陈文明以灵感，一旦意识并验证这是一个具有共性的痛点，陈文明和他的团队就锁定了企业会议系统的产品方向。 自从2014年亚马逊Echo智能音箱面世以来，智能语音产品快速崛起，大量玩家进入，有的专注音乐场景，有的聚焦整体会议解决方案，还有的针对家庭C端消费者，而壹秘的智能音箱产品则聚焦在会议场景。这一精准的具有差异化市场定位让壹秘避开了竞争激烈的主赛道，开辟了一条新的赛道。 死磕技术 智能音箱领域的技术早已没有低垂的果实可以采摘，任何至小至微的突破与创新都需要攀爬至无人抵达过的高度。 壹秘的产品研发之路充满了坎坷与艰辛，虽然团队成员都是音频视频行业经验丰富的技术大拿，但这一次，他们需要跳出之前单一的工程师思维，全盘考虑产品的应用场景、用户需求、市场定位、方案设计、以及由之引发的冲突和技术难题。与此同时，市场竞争态势快速发生改变，毫不夸张地说，产品研发的每一天都是在和时间赛跑。在创业第一年的新年致辞中，陈文明就曾对他的团队传递切身的紧迫感：“没有时间了，我们真的该出发了”。 技术研发容不得半点侥幸，壹秘团队就是用最原始的方法，研读论文、调试代码、攻坚克难，一步步做出了自己的核心技术。在经历了无数次彻夜不眠的测试后，壹秘的首个产品移动会议宝M1终于问世了。在京东的众筹项目中700台M1共筹集了29.94万元资金。 品牌先行 M1首战告捷，成为了市场上的明星产品，为壹秘带来了良好的口碑，也带来了“生意机会”，包括京东、钉钉这样的大平台都向壹秘递出了橄榄枝，希望可以请壹秘做贴牌产品。背靠大树是一种诱惑，壹秘面临着一次关于未来业务模式的选择：是做品牌，还是做代工？ 在这一问题上，壹秘的合作伙伴浩方集团坚定地倡导企业一定要拥有自主品牌，否则只能停留在价值链的最底端。浩方集团被业界誉为“中国企业品牌的孵化器和加速器”，为科创项目提供早期创投、生态赋能、产业加速并完成品牌化进程。在壹秘的创业路上，浩方集团给予了大力支持，除了资金，还提供了包括渠道、营销、供应链等多方面的专业辅导与资源牵引。 陈文明因此更加坚定了信念：不仅要在国内，还要在国际上打出壹秘的品牌。也是在浩方集团的协助下，壹秘的品牌在海外市场逐渐建立起影响力，扎根生长，eMeet M1被海外媒体评为NO.1 OF THE TOP10 BESTSPEAKERPHONE, 也收获了BEST SELLER，AMAZON’S CHOICE等荣誉，影响力甚至已经赶超了像Jabra这样的国际知名品牌。 构筑技术护城河 有了一定的品牌知名度，陈文明更加有信心了，他加大技术投入，除了硬件的迭代优化，还在算法上深耕细作，壹秘的专利VoiceIA™语音算法不断推陈出新。应用这套算法，壹秘的音频产品可以非常理想地去除背景杂音，让对方听到高清晰的声音，而这点恰是用户最看重的产品特性。 2018年1月，壹秘发布了eMeet APP — 商务智能办公秘书服务，通过产品加APP的软硬件组合，繁冗的会议流程变的更加智能与便捷，除了集成多方电话会议、视频会议，还可以实现人工智能速记、人工智能翻译、人工在线实时同声传译。随着语音识别技术的快速发展。经过多轮的迭代，eMeet APP的输出精准度不断提升，日臻完善。 即使拥有专利算法和AI这样的技术护城河，壹秘也没有止步于已经攻下的城池，在接受采访时，陈文明透露即将推出结合音频与视频的下一代智能会议产品，配合APP， 新产品将提升企业会议的听觉视觉体验，进一步消除空间带来的沟通障碍。 今天的壹秘已经是一个横向辐射销售、研发、供应，纵向覆盖技术算法、产品和服务的全栈型团队，陈文明将壹秘的2018年总结为八个字：低调储能，蓄势待发。对于即将到来的2019，他绘制了一副宏大的业务版图，用三个关键词来归纳就是：生态，布局，品牌。

12月7日，在雨果网的组织下，泉州市跨境电商企业高管游学团一行来到位于深圳南山智园的浩方集团总部参观学习，并围绕品牌出海、跨境电商运营和互联网营销与浩方代表展开深入交流。 被业界誉为“中国企业品牌出海的孵化器和加速器”的浩方集团创立于2006年，始终致力于中国企业品牌化、互联网化和全球化的战略转型。对于本次参观之旅，泉州市跨境电商企业高管游学团表示非常期待学习浩方的经营理念与实操经验。 参观浩方“孵化”及“加速”产品 在浩方产品展厅，游学团饶有兴趣的参观了crazy baby磁悬浮音箱 、爱咕噜啤酒机、汪峰Fill耳机 、猫王音箱等创新产品，新奇独特的产品以及每一个产品背后“不平凡的故事”都令参观代表有所感悟，久久驻足。 学习浩方“道”与“术” 在随后的交流会中，浩方集团代表为大家分享了浩方集团的品牌出海理念、业务模式以及成功案例。之后根据大家的兴趣所在，又分享了包括众筹、引流等站外营销“干货”。生动而有共鸣的内容迅速激起大家的热烈反馈，游学团成员纷纷提出各自在业务当中遇到的实际问题，热烈讨论，现场取经。 会后，参观代表对浩方集团企业运营高度评价，游学团成员一致表示本次“浩方之旅”收获良多，对跨境电商行业有了更深层次的理解。

在刚刚过去的G20峰会上，中美达成贸易战暂时休战的共识，中美贸易的困局似乎迎来了柳暗花明的新一站，然而，从随后发生的事件不难看出，各方角力仍然在暗中涌动，在诸多不确定的国际因素下，唯一能够确定的是“中国制造”已经步入了一种贸易新常态。 这对中国制造意味着什么?如何梳理新的应对思路?日前，浩方集团副总裁雷平在“中美贸易破局——从思路到出路”研讨会上分享了面对贸易新常态，中国制造企业应当如何布局并寻求突破。以下内容节选自研讨会内容。 面对不断变化的大环境，我们怎么看？ 从这些年情况来看，企业价值链核心发生了明显的转移，从过去的以供应链、渠道为主，到现在的用户主导，决策权逐渐向终端倾斜。因此企业家必须学会在这种大环境下主动感知并把控终端消费者的需求与反馈。如果无法把握终端用户，企业将很难找到未来的需求点。 与此同时，企业还面临成本上涨的问题，原料、人力和管理成本都在不断上涨。在管理方面，企业的核心团队会面临人员老化，团队革新也会带来机会成本的挑战。所以从企业内部来看，所有企业的成本都将上涨。 面对这些困难和压力，我们该怎么办？ 坐以待毙显然是最不明智的做法。我们不能等环境改变、国家政策改变、更不能等竞争对手给我们带来偶然的机会。企业家应该趁此机会思考用怎么样的架构、思维和视角重新看待环境、机会和空间。“ 企业可以从四个方面来布局未来 早布局，很多企业当下的问题不是由眼前的问题所引发的，而是前几年没做好规划，给当下带来了压力，所以提前布局是为企业未来的发展披荆斩棘； 多点布局，我们要在行业、销售区域和技术的跨度上进行多点布局； 多层级布局，比如客户群是否有区分高中低端？这些客户群有没有成长的空间？ 多形式布局，明确自身是技术型公司还是产品型公司？有没有进行行业上下游关联？通过这种方式自我检醒，我们可以发现一些问题和机会。 布局之后，便是深挖 一、挖技术，企业要创新，以技术作为企业发展的基石。未来如果企业没有技术根基没有积累，发展将非常困难； 二、挖成本，成本永远是企业的主旋律和生命，成本的最后是在比较之间，也就是只有让自身成本比别人低才能在激烈的竞争中胜出； 三、挖管理，在贸易新常态环境下，企业希望通过组织变革和团队创新发展自身，也将面临更多的挑战和压力。 深挖之后，接下来就是高举 除了布局产品方面，还要加强企业的无形资产价值，高举品牌价值，比如品牌调性和企业与外部资源结合能力。我们提出品牌出海，是希望中国制造企业能自主掌握命运、拥有定价权、自行布局和争取未来。 最后，通过渠道突 进在这个时代，企业更应该建立一个全球化的布局。当接入一个服务或产品的时候，企业要想想应该用什么样的路径完成全球化的布局。有了明确的路径，品牌落地就有很多机会。 目前，浩方集团已经为100多家企业提供了品牌出海服务，他们当中有不甘于一直代工的传统制造企业，也有志在国际舞台的互联网原生型初创企业。通过与浩方的深度合作，这些企业有的已经实现销售额倍增，有的企业品牌在全球市场崭露头角，有的因为与用户的触达，不断优化迭代产品，对未来的发展更具信心。 作为“中国企业品牌出海的孵化器和加速器”，浩方集团聚焦“中国制造”的品牌出海业务，立足产业生态资源，秉承“彼此成就，价值分享”的理念，为企业提供综合性的解决方案。通过市场分析、数据挖掘帮助企业寻求到新的市场机遇；通过多渠道互联网营销帮助企业扩大海外销售，并达成“中国制造”的品牌出海战略实施。 未来，浩方集团希望携手制造商一起腾飞、一起发展、一起壮大。

逗爱的Dogcare品牌训犬器产品在亚马逊上销售仅三个半月时间，就做到了training collar类目中排名第一，在宠物用品大类中名列第四。 比起产品排名， CEO倪循阳更加引以为傲的是逗爱在亚马逊平台上高达50%的自然营销转化率，也就是说每10个浏览了逗爱产品的用户就有5个会最终购买他的产品。 逗爱科技，非常六加一 深圳逗爱创新科技有限公司创立于2015年，一直保持着小而美的规模，公司有6+1名员工，6个人加1条狗。团队的成员有一个共同特征，他们都养宠物，宠物对于他们来说是陪伴，也是家人。 中国宠物市场庞大，为什么选择美国市场？ 美国的宠物市场更加成熟，而成熟的市场意味着用户更加难取悦与满足，竞争也更加激烈。举个例子，一款宠物饮水机，宠物的毛发会掉落在饮用水中，在国内，由于产品的新颖性,用户对这种问题会更加包容，并不妨碍产品迅速成为爆款，而同样的一款产品，在美国市场会被视为产品缺陷，收到大量的用户差评。 倪循阳当然知道美国市场意味着更加激烈的竞争和更高的产品要求，但是三年的潜心产品研发与领先的技术实力让他对逗爱的产品充满信心。他更愿意选择一个成熟市场作为起点，接受用户严苛的检验。他相信，高端市场是检验品牌的最佳标准，高端市场攻下来，全球市场就都尽在掌握了。之后的实践也印证了他的市场定位选择，Dogcare 产品在美国市场如鱼得水，亚马逊效应也为它后来回到国内市场、实现国内和国外全渠道互联奠定了基础。 跟美国同行竞争，逗爱凭借的是什么？ 宠物行为心理学无国界 倪循阳一再强调逗爱产品的底层逻辑是宠物心里行为学，逗爱的所有产品都是基于这个底层逻辑研发的。在他看来，东西方人存在种族差异、文化差异，而宠物心理学则是超越国界。每一款产品的开发，逗爱团队都对产品使用场景进行了专业级还原，依据专业级驯宠师的行为，对每个场景进行放大和挖掘。 做产品，用照顾家人的用心与执念 逗爱科技成立有三年的时间，前两年，逗爱一直专注在产品研发。在一个追求速度和效率的时代，如果不是热爱，是很难耐得住寂寞坚持下来的。倪循阳也坦言，不是他不想加快产品开发，而是快不了，比如宠物饮水机这款产品，为了解决活水过滤赃物的难题，他们花了整整一年的时间研发测试，单单模具就修改了16次，而大部分同行只要三个月的时间就能出一款“看起来差不多”的产品。他的团队有一种执念，他们不能容忍产品有缺陷，因为产品的用户是他们的家人，给到家人的一定只能是最好的。 做营销，比美国人更懂美国人 倪循阳是做营销出身，他曾经获得过第五届中国策划大会金奖、华文杯最佳营销案例奖。海外营销，他秉持着本土化的沟通理念，他要做的是到比美国人更懂美国人。还是拿逗爱的饮水机来说，倪循阳解释，它的外形设计灵感是来自于诺亚方舟的造型，取自于西方的圣经故事，诺亚方舟拯救的是地球生物，而逗爱的产品拯救的是地球上的瞄星人和旺星人。逗爱的营销视频也是全部经由国外团队打造，地道的美式生活场景再现，用倪循阳的话讲，逗爱是用东方的细腻抚慰美国宠主的柔软。 成功归因，生态系统观的建立 “对于科技型创新企业，如果你有生态系统观，创业成功的几率大概是30%，而没有生态系统观，成功的几率只有1%。”谈到与浩方的合作，倪循阳心怀感激。与浩方的合作让逗爱置身于生态系统中。 逗爱与浩方的合作始于2018年初，倪循阳将逗爱今年取得的成就归功于海外市场营销的数据模型，而数据模型的建立正是来自浩方集团： 首先是用户数据，浩方为逗爱提供了大量的数据分析，还在产品设计阶段，浩方就曾手工检索3000多条的产品review, 整理归纳出用户反馈意见问题（比如接收器和遥控器掉线的问题），有了这些明确的用户反馈，逗爱集中精力解决了其中的top痛点，而逗爱的产品也因此迅速跃升至亚马逊top榜。 其次是海外仓储物流数据，对于产品的外观设计，浩方从运输端给与细致的修改建议，经过外观修改，逗爱的每件产品的运输成本节省了大约10美元，大大地提升了产品的市场竞争力。 最后是综合服务数据，浩方的客服团队与用户保持高频互动，收集了大量的用户反馈，这些反馈快速汇总给到逗爱团队，反向牵引了逗爱产品的迭代升级。有了2018年品牌出海的战绩，倪循阳对逗爱的明天充满信心，携手浩方集团，逗爱将进一步扩大海外品牌影响力，2019年，他也定下了一个小目标 — 海外销售过亿。

2018CCEE（深圳）雨果网跨境电商选品大会于10月19-20号在深圳大中华国际交易广场举办。本届展会集结了诸多行业专家、全球知名服务商、电商领域中精挑细选的智囊团、以及来自全国各地的电商佼佼者。 浩方集团作为品牌出海服务商受邀参展，为跨境电商企业品牌升级与战略转型提供思路与具体的实施方案。 本次选品大会不仅有海量热销 SKU 直供年终旺季，还有全球主流电商平台畅谈旺季趋势，更有行业大卖家献上绝密旺季打法。 从受邀参展的各类电商从业者聚焦中国品牌出海的背后，也映射出中国制造企业转型升级新的机遇。在中国制造企业布局海外市场的过程中，打造品牌具有重要意义，传统外贸正在向新贸易转型。 两天的展会中，浩方集团的展位迎来了络绎不绝的跨境电商和制造企业，大家热切地交流行业中的热点及难点问题，浩方不断为企业品牌出海提供专业的建议： 跨境电商市场变化莫测，在中美贸易摩擦不断升级的新态势和环境下，可以说，这是最坏的时代，也是最好的时代，因为更多的中国企业因此被迫探寻新的出路，也因此意识到“品牌出海”的重要性，而这条路，恰是中国制造的未来之路。

危中见“机”，如何在贸易战的冬天里布局跨越？ “关于中美贸易战的评论，外界已经说了很多，我就不再赘述，今天主要想谈谈这些评论对大家情绪的影响。”浩方集团副总裁雷平接受原南方媒体人书一采访时谈道。 雷平在制造业沉浸了20多年，目前在浩方集团负责品牌出海业务，为企业的品牌出海提供综合性的服务解决方案。两年来，他洽谈、走访的企业超过了200家。 贸易战一开打，国内制造业的情绪随之分化：坚定者更积极布局，徘徊者观望等待，悲观者则收缩战略。 接受采访前，雷平刚刚送走一位华东的厂商。该厂商已经占据北美线下市场。在市场恐慌情绪弥漫时，他们反而大胆出击：收购高端品牌，布局线上，一口气在海外电商平台上了40个SKU。他们要趁势打造品牌影响力，目标是成为北美细分领域的NO.1。 在贸易战笼罩的冬天下，雷平担心，如果不是持有一种变革创新、积极布局的心态，而是消极等待，未来，这些制造企业将面临更大的生存压力。 不再“盲人摸象” F2C 精准对焦海外消费者 从宏观上看，全球化经历了一轮快速扩张后，受贸易战影响收缩，但势不可挡。这是国内外经济学者的共识。 中国的制造企业在全世界最活跃，产品也最丰富。雷平强调，“企业更应该看到自身的成长性和潜力。”尤其是现在，叠加了移动互联网的全球化正在带来新的机遇。 对比以前，制造企业触达海外客户的方式更加直接。 传统贸易里，产品在出口商、境外渠道商、零售企业等众多环节周转，最后才抵达消费者手中。制造企业接触不到客户，缺乏对产品定义的能力，不可能演化自己的品牌基因，就只能止步于低成本竞争中。 但跨境电商发展起来后，尤其是移动互联网端的发展，各类数据的抓取效率惊人。 “F2C模式（从工厂到消费者）建立，制造企业可以直接对话海外消费者，时时掌握最新的需求变化，建立起品牌影响力。”这在浩方集团服务的企业中很常见。 一家老牌家电企业，多年来都为欧美企业做贴牌生产。近年来受国际经济环境影响订单萎缩。面临生存困境的老板找到了浩方集团，从零开始，在亚马逊上培育起自己的消费社群，打造自己的品牌。到现在，线上的月销售额已超过100万美金。 企业做自己的品牌，除了收获销售利润，更重要的是，这个过程中他们听到了客户的声音。比如，用户购买体验后投诉产品太重了、电线太绕等各种细节。客户反馈与投诉直接传导到生产端，启发企业不断优化改造，增强产品和技术的竞争力。“这些声音，企业以前做OEM时不可能听到”。 为了快速响应海外消费者的需求，企业的供应链管理、物流管理都在提升。 曾有商业观察人士批评，国内制造企业只会来料加工：“我叫你缝七针就缝七针，缝六针我就拒收。我们中国的制造业就是残疾人，根本不懂消费者！”言语尖锐。 雷平却看到了积极的一面：中国制造在经历了海外客户的多年锤炼后，在产品、技术及供应链、品质控制领域都累积了相当丰富的经验。 通过跨境电商交易，这些企业不断提升对海外消费社群的数据梳理能力，并依此改造产品的设计、生产、营销等各个环节，“我们服务的企业就是在这个过程中完成了品牌出海，甚至实现弯道超车。” 打破思维惯性 制定多维度品牌出海战略 还应看到的是，受互联网和智能制造的影响，制造业的竞争环境也完全改变。 行业跨界“打劫”成风。做手机的小米切入智能家居，打造生态链：电饭煲、智能门锁、视频监控……无所不包。阿里巴巴做起了AI音箱天猫精灵。专业机械制造商开始侵入生活消费领域。 雷平强调，企业必须打破思维惯性。原有的认知，包括产品、组织、路径等都可能重塑。在贸易战中固守一隅，反而错失了自我突破的可能性。 制定品牌出海方案时，“我们对企业的提问与引领会越来越大胆：能不能跨界做新产品？能不能创造新的营销模式？能不能把资源重新规整？”开始为企业制定更立体的战略规划。 比如，国内一家企业多年来都在代工蓝牙耳机。在浩方集团的引导下，介入了更细分的游戏耳机市场，避免和原来的客户直接冲突。游戏耳机的设计、体验要求更高，企业不断调整，也更加熟悉电竞玩家的消费偏好。最近，他们不再局限于耳机，而是基于玩家的生活场景来制定新产品。 即使在线上形成规模后，优秀的企业还会考虑布局线下市场，将品牌植入到当地消费者心中。在这个过程中，企业会面临文化差异上的诸多挑战。“举个例子，美国人拍的产品视频和我们中国人拍的就完全不一样，从故事情节的设计、到营销点的植入、画面的表现力都不同”，雷平分析，但就是在这个碰撞、煎熬的过程中，出海企业才真正完成了本土化战略，品牌竞争力不断提升。 传统的制造企业出海，单打独斗，局限于自身。而浩方集团在为企业品牌出海规划时，会立足于产业生态为企业赋能，通过提供股权设计、资本、供应链金融服务等手段，组合优势资源，为企业集聚更大的优势参与到全球竞争中。 制造企业不断打破原有认知，延伸入新的领域，“肌肉”也在这些考验中强壮，逐渐打出一套品牌出海的“组合拳”。浩方集团的服务方案越来越细。“方方面面，我们要考虑的太多了”，雷平感慨。 试错成本下降 中小企业也能做品牌 贸易战一来，企业战略收缩，是担心不确定性带来的投入风险。但雷平提醒，借助互联网营销的新方法，试错成本在大大降低。 最明显的感受是，跨境电商平台输送给企业的数据越来越快，也越来越精细。再加上企业生产端的柔性改造，产品变得小批量、多款式。这意味着，市场风向稍有不对，即可进行产品调整。不再像传统贸易那样，后知后觉。 这从新成长起来的跨境电商可见一斑。以前，大众熟悉的出海企业多是华为这类巨无霸。但现在，细分行业的隐形冠军也占据了海外市场的山头。“中小企业专注在更细分的领域里，快速、专注、灵活，不是重装部队，没有包袱，反而更有优势。”雷平分析，探索创新，出海做品牌，不再只是大企业的烧钱游戏。目前，浩方集团服务的主要是中小制造企业，已经有100多家，集中于电子消费领域。这就是说，即使资源有限，中小企业也能在全球化中分一杯羹。 国内经济学家周其仁就公开呼吁：困难是困难，转型是转型，但根据过去的经验，越冷的时候越是要调整预期。 雷平也认同。中国制造业要升级做精益制造，要开发国内外更大的市场，要推进品牌战略，都还有很大的开拓空间。 跨境电商在新兴市场的发展，让F2C模式能够更精准的聚焦海外消费社群。线上的精细化运营，可以将各类数据、信息反向传导到企业的生产、设计和营销中，帮助企业快速建立品牌影响力。而且对比以前，试错成本更低。企业要做的是，在这个过程中，不断打破自己的思维惯性，重塑对产品、路径等各方面的认知，延展自己的竞争力。

11月22日下午，由区委统战部主办，宝安新阶联、文体协、浩方集团协办的中美贸易破局-从思路到出路研讨会，在F518创展中心举行。 区委常委、区委统战部部长郑新强、区委统战部科长曾惠峰、，宝安新阶联会长李代伟、轮值会长刘小青、名誉会长林建莲、副会长杜舒寒、黄光辉、廖睦群、监事长蓝秉理出席活动，新阶联会员连同文体协、企业骨干代表共60余人参与活动。 研讨会邀请市委党校王冲教授、浩方集团副总裁雷平、谷仓学院投资总监郭奕、逗爱科技CEO倪循阳，共四位嘉宾从自身领域分析中美贸易大环境，分享应对策略经验。 区委常委、区委统战部部长郑新强致辞。他表示：宝安新阶联是一个有深度、有温度的组织。宝安新阶联能把握形势，通过专题走访、问卷调查、专题沙龙等多种形式，积极扩大公众参与，凝聚共识，产生广泛的社会影响，这是一个很好的开始，值得肯定。 王冲教授以《中美贸易战格局走势与中小企业的发展》作为主题，从政治角度进行分享。宏观经济，贸易战对中国的影响很恶劣，中美贸易战加剧了中小企业的困境，这种困境，并不仅仅是中美贸易战带来的，这正是中国崛起的战略。中国也不会被动和消极地等待着美国这轮大规模税改政策造成的严重冲击，许多政策也会跟随甚至主动推出。和平与发展仍是时代的主题。企业要服务和服从于国家战略的大局，把握企业在对外开放新格局中的寻找商机，要和国家整体的国家战略放在一起来理解，中央最高层密集表态给民企派定心丸，相信未来政策会有大突破，民企要做的就是坚定信心，撸起袖子加油干。王教授分析，企业转型必须要要创新、要有独特性，“打铁必须自身硬”。 并称这过程是一个“化蝶”的过程. 浩方集团雷平副总裁，则以《贸易新常态下企业怎么看 怎么办》为主题作为分享。贸易战的新常态下，用户主导了价值链核心的转移。向内看，产品本身成本、迭代、沉没等要素是关键；向外看，贸易环境充满着不确定性，中美关税问题只是导火线，还有当地法规、行业技术壁垒等。雷平分析，贸易要破局，就要主动把控大势环境。前瞻性布局很重要，另外企业须加强从质量到技术的提升，并调整心态、加强自身驱动、稳定资金流、开放合作渠道，必能度过寒冬。 谷仓创业学院郭奕投资总监分享，从产品出发，通过产品运用场景细分化和产品功能极致化升级产品，从而使消费升级，带动并刺激国内消费水平，并分享《小米生态链战地笔记》的九个要素，在产品思维方面让企业获得启发。 逗爱科技倪循阳CEO，从自身产品出发，分享从产品设计到包装运输，比美国更懂美国去开发国外市场。 最后会长李代伟发表体会：大环境始终在变，关键还是企业自身，并引用了王教授的观点：” 打铁要靠自身硬”。

11月21-23日，ICEE2018第三届中国跨境电商展之深蓝计划暨中国优质出口选品工厂卖家对接展于广州琶洲保利世贸博览馆隆重召开。 展会受到政府、国内企业和海内外观众的广泛关注，有来自30余个国家和地区、以及国内20余个省市的企业参展参观，浩方集团作为品牌出海服务商受邀参展，为跨境电商企业品牌升级与战略转型提供思路与具体的实施方案。 研讨会上，浩方集团招商总监潘捷受邀演讲，她阐释了中国品牌出海背后面临的问题，尤其在中美贸易战背景下，跨境电商市场变化莫测，制造企业该如何把握机遇布局海外市场，打造品牌。演讲内容抓住了制造企业痛点，获得业内一致好评。 三天的展会中，浩方集团展位陆续迎来跨境电商和制造企业，大家热切交流行业热点话题及疑难问题，浩方不断为他们提供专业的品牌出海建议，打造跨境潮流品牌。 在中美贸易摩擦不断升级的新态势和环境下，越来越多中国企业被迫探寻新出路，也因此意识到“品牌出海”的重要性。 浩方集团聚焦“中国制造”的品牌出海业务，立足产业生态资源，秉承“彼此成就，价值分享”的理念，为企业提供综合性的解决方案。 通过市场分析、数据挖掘帮助企业寻求到新的市场机遇；通过多渠道互联网营销帮助企业扩大海外销售，并达成“中国制造”的品牌出海战略实施。 我们相信，品牌出海，恰是中国制造的未来之路。

11月22日下午，“在中美贸易破局——从思路到出路研讨会”上，小米生态链谷仓学院投资总监郭弈作为嘉宾现场分享了打造爆品的9条产品逻辑。以下内容根据本次研讨会内容整理得出 小米生态链谷仓学院投资总监郭弈“目前国内正处于消费升级阶段，而且中美贸易战格局加快了消费升级进程，让大环境充满不确定性，我们要在不确定中找到确定性。对于所有产品创业者来说，唯一确定的是，能不能做出一款好的产品，给用户创造价值。这是所有产品创业者应该思考和解决的问题。” 好的产品容易成为爆品，这些好产品是如何打造出来的？且听郭弈讲述小米生态链定义产品的基本法则： 1. 先有产品和用户，后有品牌我们认为，在这个时代，唯有用心做产品，才有好收获。小米虽然是互联网企业，但与用户交互的是产品，每一次买卖，都是一次产品交互。优质产品可以为企业建立品牌忠诚度和搭建粉丝文化。用心经营用户，让用户替小米做口碑。 2. 少做，才能做精做产品的结果是什么？产品一定要好到超预期，如果只做出及格分的产品，用户不觉得花这钱超值，自然不会主动传播。把产品细节做到尽善尽美，不将就，这样用户自然成了产品的推销员。 3. 满足80%人的80%需求做产品不能只为少数人服务，例如行李箱，很多品牌定位小众、潮流、女士，而小米只做核心的基本功，满足大部分人的大部分需求，男女大众都能接受。 4. 小众产品大众化产品不能把用户做窄，比如平衡车，我们不认为这是特定场景下的生产力工具或代步工具，我们更倾向把平衡车定义为年轻人的酷玩，是年轻人的大玩具。这样一来，平衡车就不限定场景，而是年轻人爱玩的工具。就像滑板车一样，年纪稍微大一点的小朋友家里都有。通过这样的定义，我们把原来的小众产品变成一个大众都感兴趣的东西。 5. 大众产品高质化高质化产品不代表定位奢侈品，奢侈品为金字塔尖人群服务，而小米是为注重品质的大多数人服务，并且能够大规模生产，效率与品质同时提升。 6. 看不见的地方下功夫小米对产品要求非常严格，如青米科技的插件版，市面上插件版产品非常多了，但我们依然坚持内部零件全部重新研发、重新定制，花了一年零3个月研发生产，才把这款产品推出市场。在这些看不见的地方，小米都下了狠功夫，从内到外，追求完美。 7. 守正方可出奇回归产品的本质，基本点就这么几个，我们要保证产品的核心功能。我们都清楚，有很多产品的附加功能没那么重要，我们只需把核心功能做到极致，再考虑添加其他功能，先雪中送炭，再锦上添花。 8. 相由心生颜值即正义，外观非常重要，这是眼球经济时代，小米注重内在，更注重外在，对外观设计要求同样严格，目前小米生态链产品已获得100多项工业设计大奖。 9. 战略寓于产品之中做产品是战略第一步，比如小米旗下智能产品都可以连接手机，通过用户数据优化商品模式。这样一来，它不再是一家单纯的产品公司，还是一家科技公司、互联网公司、大数据公司、甚至是精准渠道公司，所以说，公司发展战略寓于产品之中。 用不妥协的态度做出高品质产品只有100分产品才有机会成为爆品.

2018CCEE（深圳）雨果网跨境电商选品大会于10月19-20号在深圳大中华国际交易广场举办。本届展会集结了诸多行业专家、全球知名服务商、电商领域中精挑细选的智囊团、以及来自全国各地的电商佼佼者。 浩方集团作为品牌出海服务商受邀参展，为跨境电商企业品牌升级与战略转型提供思路与具体的实施方案。 本次选品大会不仅有海量热销 SKU 直供年终旺季，还有全球主流电商平台畅谈旺季趋势，更有行业大卖家献上绝密旺季打法。 从受邀参展的各类电商从业者聚焦中国品牌出海的背后，也映射出中国制造企业转型升级新的机遇。在中国制造企业布局海外市场的过程中，打造品牌具有重要意义，传统外贸正在向新贸易转型。 两天的展会中，浩方集团的展位迎来了络绎不绝的跨境电商和制造企业，大家热切地交流行业中的热点及难点问题，浩方不断为企业品牌出海提供专业的建议： 跨境电商市场变化莫测，在中美贸易摩擦不断升级的新态势和环境下，可以说，这是最坏的时代，也是最好的时代，因为更多的中国企业因此被迫探寻新的出路，也因此意识到“品牌出海”的重要性，而这条路，恰是中国制造的未来之路。

浩方创投：助跑创业加速度 太阳 | 《世界经理人》杂志 2018-09-27 00:00:00 “浩方创投为智能硬件提供叠加流量和服务，我们的作用是让产品更具有影响力，给产品做扩音器，做护栏，为其赋能。”深圳市浩方创投发展有限公司及云丝路基金合伙人雷平在接受《世界经理人》采访时说。 作为一家投资机构，浩方创投成立于2014 年，依托于浩方集团的强大实力，浩方创投在渠道建设、品牌营销及供应链、互联网、咨询领域拥有丰富的行业经验，同时拥有完整的产业创投服务链，积极搭建企业与企业之间、企业与投资机构之间的交流合作平台，致力于帮助中国创新项目在全球范围内快速成长，最大化地实现中国创新的价值。 据了解，浩方集团主营跨境B2C 出口业务，12 年来一直致力于将自身打造成“中国制造品牌的互联网成长加速器”，努力推动“中国智造”产品国际品牌化。集团旗下的浩方创投设有三支基金，其中云丝路基金主要关注智能硬件设备、移动互联网应用、新兴市场新兴行业跨境电商卖家和周边服务团队、物联网等跨境电商生态圈的相关项目。 近些年，所投部分明星项目如保宏、坚果投影仪、Crazybaby 磁悬浮音箱等，回报率已逾20 倍。截至目前，浩方创投已助力近40 余中国制造项目顺利孵化及出海。 　　 “三看”发展潜力 “智能化、物联网是大势所趋，但它还在等待一个引爆点，需要时间。在这个过程中，要找到好的单品，好的场景，好的需求。总的来看，我们还是希望找到一些新特奇的产品，因为现在智能硬件同质化的现象越来越明显。”雷平提到。 猫王音响是浩方创投其中的一个投资项目，这款产品不仅“好玩、好用、好看，而且有情怀、有故事、有IP”，融合了科技和人文，因此在销售量上成绩十分可观。另一个投资项目水下无人机是目前市场上实现大规模量产的小型ROV 之一，创业团队不仅解决了主要的技术难题，还保证了产品的稳定性，最终实现了大规模量产。 在投资行业浸淫多年的雷平认为，判断一个项目是否具有价值和发展潜力，除了像上述投资项目那样“产品要性感”以外，最重要就是创业团队的执行能力。“因为产品的背后，其实承载的是创业团队的想象力、扩张力和延展力，这也很重要。”雷平补充。 从产品定义的角度来看，执行能力主要体现在创业团队对产品的定义是否清晰，定位越精准则项目后期落地越快越稳；而定位模糊则容易陷入产品不断迭代、推翻的循环之中，往往会导致开发周期过长，成本消耗过多。从项目管理的角度来看，不同创业团队的管控能力差异较大，而实力越强的团队更能保障产品成果的输出。而从资源链接的角度来看，假设产品能够快速嫁接一些稳定成熟的技术以及成型适配的部件，开发周期也会大大缩短。 据了解，浩方创投投资的一个项目，为了在前期确定产品定位，浩方团队与创业团队进行深入交流，并以丰富经验助力其解决问题，诸如高配版和低配版产品的未来方向和未来场景如何确定，以及不同版本的产品怎样做到合理设计等。 “如果资源衔接能力欠缺，往往需要创业团队自己去按部就班地开发。而假设一款创新产品的核心部件、核心模块、核心技术等，创业团队在产业方面有足够经验和积累的话，就能够快速找到相应的标准产品组合出来，这样可以大大节约成本和时间，有利于创业团队快速‘跑出来’。”雷平解释。 总结而言，对较强不确定性的早期项目来看，雷平的投资经可以概括为“看产品、看团队、看资源”。在通过初步的“三看”后，浩方创投便会形成对项目的大致判断，以确保提升项目后期落地成功的可能性。“通过对这三方面的大致了解，就能初步判断得出这个公司产品的机会点、成长点和爆发点够不够。”