Home >

Founder Of China'S First Maternal And Infant Brand: Xu Peixin

2011/5/25 13:32:00 38

??? 日本語 Fran?ais English 中文

Xu Peixin Founder Of Maternal And Infant Brand

China is reported to be the first.

Mother and infant

Xu Peixin, the founder of the brand: in 2004, with the "catalog + website", he created a new sales channel combination, making vertical segmentation of e-commerce a possibility in China.

Once, he was at the same starting line with the Jingdong ShangCheng Railway Station, which was dangling from the dragon's door and holding B2C bull's ear before long ago. It is also known as the "three carriages" of the vertical e-commerce market, but now it is changing rapidly.

Internet

The industry hasn't heard much more about him and "red kid" for two years.

Two years ago, the brothers who started their own business also called him the boss. Today, the four swordsmen who worked together in the world are left alone.

He carried too many grievances that he could not study carefully.

He has a good educational background and family background. He looks like a professional manager of overseas returnees. He is full of confidence, but he will often burst his mouth when he is excited. He has invested in the "Qiao family courtyard", but also has the nervousness of Virgo. He does not want to appear in front of the stage frequently, and he does not want to use his or her personal efforts to publicize the company.

He is Xu Peixin, founder and CEO of Beijing red children company.

Today, he is bent on unloading his wilderness and leading his "red child" to the path of corporate governance.

Looking back at the company, Xu Peixin thinks that the culture of the company is a bit wrong and belongs to Shanzhai culture.

He reflected that:

Entrepreneurship

In the early days, Shanzhai culture was conducive to the unity of the organization, and everyone had the strength to work together to make the quick reaction ability strong and the process less.

But if we go on, there are at least two disadvantages. First, the bottleneck of the future must be the bottleneck of the company. Second, can the company still operate normally after this culture is broken?

He hoped that the company would go well, not to mention a century old shop or a giant company, but at least it could be an excellent company contributing to the society.