Three major principles for cross-border e-commerce product development:
1. Product layout: whether to distribute goods or to produce high-quality products
First of all, you need to look at what model your own team uses when operating cross-border e-commerce. Are you doing wholesale or boutique products?
If you are a seller who distributes goods, there is no product development at all. I think you must focus on operations. In fact, this operation is not really an operation. The main job is to distribute products.
On the contrary, if you are producing high-quality products, you must carefully select the products you are best at, products with less competition in the market, and products with greater market potential. This model of product development is very important. In other words, if you are making high-quality products, I believe that front-end product selection and back-end operations should each account for 50%, and operations must be involved in product selection.
Also, if the seller is relatively strong and has strong control over his own supply chain, and can develop products by himself, or can entrust manufacturers to customize products, I think the development position may dominate at this time.
2. Team Core Competencies
The second aspect, I think, depends on the team and what the core capabilities of your team are. If your own team is engaged in product development, you develop a product by discovering a certain demand of people in the market, and you have core competitiveness in this product. In this case, only you can develop this product, and there is a great demand for it in the market. I think in such a team, the product development position must take the lead.
An operation-driven team is formed by several people who have worked in cross-border e-commerce operations. The core ability of the team is operation, which means selecting better products in the market and selling the products through their own operational capabilities to make money. This kind of team is driven by operational capabilities, and in this kind of team, operations must be the core.
3. Product development and store operations require more communication
The two personnel in the product and operation positions must communicate and contact more often. Those who understand the product must communicate more with the operation position. Ask the operation position what products are selling well in the market recently, and what products have less competition? What kind of products do consumers need? What are consumers dissatisfied with the existing products? The operation position must also ask the product position more about what aspects of our products can be improved? What difficulties may be encountered if these aspects are improved, and is the cost of improvement high?
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