The economic and geographical differences between China and the United States determine that Amazon logistics is more attractive to C-end than Jingdong logistics

Providing omni-channel logistics services through third-party flexible supply chain suppliers, establishing an integrated logistics system integrating online and offline, and improving the comprehensive utilization efficiency and response speed of inventory, warehousing and transportation will become a more cost-effective way for brand owners.

(2) A preliminary study on the path for JD Logistics to obtain the right to speak in the upstream supply chain

From the perspective of enterprise genes, Jingdong Logistics was born out of Jingdong Mall and aims to serve Jingdong's online retail, which naturally has the attributes of second-party logistics. Therefore, Jingdong Logistics from the C end to the B end of the extension of the road, and SF Express such a typical third-party logistics service provider development path is not the same.

First of all, in the previous article, we have described the development status of the manufacturing industry in China and the United States, and we will not repeat it here. We believe that as the source of goods in the US retail industry shifts from domestic to foreign countries, the core node of the industry gradually shifts to the channel providers, and the channel providers lead the process of cost reduction and efficiency improvement in the supply chain. That is, American retailers actually play the role of "supply chain service providers" in the industrial chain.

We take Amazon as an example to analyze and observe its development path, and we find that Amazon has continuously strengthened its external interface capability during its solid development process, and AWS has also indirectly benefited from this: Amazon's early system capacity is configured in accordance with the peak demand, Americans shopping concentrated before Christmas, after Christmas the utilization rate of the system is low, internal suggestions will be idle system computing power and storage space rental, this is the earliest concept of cloud, Amazon through e-commerce, step by step to touch the entrance to the cloud.

In other words, through the development of nearly 15 years, Amazon has summed up its own high-speed growth momentum: customer-centric flywheel effect - better user experience brings more sales, thereby reducing costs and providing lower prices; Secondly, by opening up the mature capabilities of internal standardization, we gradually build a strong platform service capability.

Similar to the United States, China's e-commerce platforms are also seeking ways and means to speak upstream. Liu Qiangdong once used the "ten sugarcane" theory to compare the division of labor system of consumer goods and retail industry - there are ten sections of the industrial chain division of labor, each section represents a type of economic interest entities, but this will cause low efficiency - when the connection of various links (benefit sharing) conflicts with their own interests, each entity will inevitably be guided by their own interests, resulting in layer upon layer of price increases. Ultimately, the user pays; The reason why Jingdong does heavy (warehousing, distribution, after-sales, marketing and other links are self-operated in the early stage) is that he believes that the more sections in the industry, the better the connection to the user experience, the fewer times of moving goods, and the stronger the cost control; In the long run, the final result of the competition is that the profit of each link is fixed at a reasonable level; If you stick to only one link, the source of profit will tend to be single.

From the distribution of bargaining power in the upstream and downstream of the industrial chain, we believe that the incubation of private brands may be a feasible path for channel operators (i.e., second party logistics such as Jingdong Logistics) to deepen their understanding of the upstream manufacturing end and thus achieve the empowerment of the manufacturing end. In fact, the digitization degree of China's factories is relatively low, which is about 1/2 of that of Europe and the United States, and the advanced manufacturing technology reserve, the intelligent level of equipment, and the cloud degree of factories are all constraints on the realization of digital processes and factors in factories. We see that the digitization trend of factories has been initiated by the consumer side and has gradually entered the stage of forcing upstream reform.

However, the layout of Jingdong's own brands, although relatively early (2012), but the development is still lukewarm. At present, Jingdong has developed and is still operating its own brands involving food, maternal and child, home and other categories. The supply chain model of private brands determines that the factory directly connects the terminal through reducing the intermediate (circulation channels and advertising, etc.) costs, and the retailer directly obtains the pricing power, so high gross profit is also a natural attribute of private brands.

We believe that the core of brand incubation lies in delivering differentiated brand value and building brand trust; The embodiment of brand value lies not only in the simple import of traffic accumulation, data feedback and auxiliary quality control (which is actually the service provided by most of the platforms that propose brand support plans), but also in the transformation based on the deep supply chain running in, which will also accumulate experience for Jingdong Logistics to develop the growth curve of B end. Only from the upstream point of view, deep into the manufacturing end, with digital transformation to improve the factory large-scale production efficiency, in order to empower the industrial chain at the same time, to provide consumers with cost-effective goods.