Post by account_disabled on Feb 24, 2024 3:48:13 GMT -5
The strategic selection of Wu Hao SaaS is concerned-comment browsing the Favorites B-side product manager needs more in-depth user interviews, research, and analysis, and the C-side product manager needs more and more fast user testing, feedback, iterative iterations, iterations, How can the SaaS industry choose under the conflict between the market environment of "profit -making and multi -selling" and SaaS's high gross profit? This article discusses this. "Strategic Strategy" and "indirect strategy" may be our only way. I. When China ’s“ thin profit -making ”big business environment wrote the article in China SaaS two years ago,
of China SaaS cannot re -engraved Silicon Valley SaaS except for superficial reasons (inconsistent demand and low willingness to pay ... …), What is the reason for the bottom layer? Until the end of last year, I bought a dollar drone for my Jiangsu Mobile Number List son in JD.com; the moment I got it, I realized it ... such a remote control, video, and very exquisite workmanship with mobile phones can be. Control the cost within one dollar? I'm afraid the core logic in the middle is "thin profits and more". Let's talk about "more sales." China has a huge population scale, so if a product can be sold more, even if each customer only makes a few dollars, it is worth doing. Roughly compare, the Chinese population is double the British;
the development of the same new product, the gross profit of euro in each product in the UK, can make the euro in China. Looking down, if you want to "sell more", what is the easiest way? It's a low price. Making brands and high -level functions, these have not responded fast. JD.com, who has adhered to the ten -year consumption upgrade, is currently a market value of 100 million US dollars, far less than the rising show, Pinduoduo (100 million dollars) on the low -cost route. Therefore, "thin profits" are the creeds of China's big market. For SaaS in the Chinese market, the situation is even more embarrassing -we are a high -gross business model。
of China SaaS cannot re -engraved Silicon Valley SaaS except for superficial reasons (inconsistent demand and low willingness to pay ... …), What is the reason for the bottom layer? Until the end of last year, I bought a dollar drone for my Jiangsu Mobile Number List son in JD.com; the moment I got it, I realized it ... such a remote control, video, and very exquisite workmanship with mobile phones can be. Control the cost within one dollar? I'm afraid the core logic in the middle is "thin profits and more". Let's talk about "more sales." China has a huge population scale, so if a product can be sold more, even if each customer only makes a few dollars, it is worth doing. Roughly compare, the Chinese population is double the British;
the development of the same new product, the gross profit of euro in each product in the UK, can make the euro in China. Looking down, if you want to "sell more", what is the easiest way? It's a low price. Making brands and high -level functions, these have not responded fast. JD.com, who has adhered to the ten -year consumption upgrade, is currently a market value of 100 million US dollars, far less than the rising show, Pinduoduo (100 million dollars) on the low -cost route. Therefore, "thin profits" are the creeds of China's big market. For SaaS in the Chinese market, the situation is even more embarrassing -we are a high -gross business model。