Labor Pains In Pition: Why Is The Talent Of Shoes And Clothes Rising?

With the development of e-commerce in Quanzhou, shoe and clothing enterprises are competing for Internet sales channels.

It has been reported that Lining, director of e-commerce, Lin Li, Galanz's minister of e-commerce, Zhao Zhi, Joyoung Limited by Share Ltd e-commerce executives and other electronic commerce managers have left their jobs and are heading for new businesses.

This is what the industry calls "the first generation of executives leaving."

In the middle of this year, the "chief executive" of the seven wolves e-commerce director also triggered many discussions in the industry.

First of all, Hu Jun, the former director of the company, left the company to serve as the head of the electricity supplier. Later, XTEP's original e-commerce director Zhong Tao jumped to the seven wolves, and the colleague who was the head of the event, I gave up everything and ran away with the seven wolves.

The jokes of micro-blog are on the same side.

"All professional managers will not shirk their responsibilities."

Talking about the change of electricity supplier executives, Zhong Tao seems a bit helpless. "The company is systematized, and every change needs to be re implanted in a system.

Changes can only be truly decided by decision makers.

He describes that the professional managers of e-commerce are more like "handcuffed dancers".

"You need to get the best balance in the limited space and complete the action to win more space for yourself."

He said that the real "free dancer" could not be bought in this line, "the bigger the business, the bigger the handcuffs."

There are headhunters who say that the first generation of e-commerce professionals basically went out of their own business, leaving the rest of them young and unable to take the initiative.

With the layout of e-commerce market in Quanzhou enterprises, talents will continue to be important.

"In fact, the real sense of" all around "in e-commerce is not really" dug "in Quanzhou.

Su Jing said, for an emerging market, to a certain stage of development, there will be competition for talent.

"Because the areas that have been developed before are new, only a small number of forward-looking enterprises can cultivate talents in this field. When other enterprises enter the market, they will inevitably start with these existing talents.

From the earliest marketing, brand promotion to the present

Su Jing compared this to the "pformation pains" of the e-commerce industry.

"This is normal, but to do e-commerce is not to invite a monk to be a abbot."

Su Jing said that in the 1-5 month of this year, she interviewed many people who came to apply for jobs.

"There are two kinds of people who want to do e-commerce, one is the original advertisers, the other is the original IT people, but they are all defective, and to become a real e-business person, we need to run in and train."

In her view, advertisers lack sales experience, lack of awareness of the overall planning; IT people are strong technology, but are not familiar with the electricity supplier format, at a professional level is much worse.

"What we are looking for is a" grid type "talent who knows all kinds of fields and can adapt to all positions. At present, there are more professional talents in a single field.

All talents must start from the grass roots, and more need training. "

She said.

"In fact, e-commerce can only be regarded as a new department in traditional enterprises, not a strong sector, and the boss wants to see the achievements of e-commerce quickly."

Mr. Huang, a senior electricity supplier, said that many traditional enterprises were "e-commerce" when they appeared "Li Gui" on the Internet. In the enterprise itself, there existed disputes over whether to do business or how to make electricity providers, and there were various interest games within the enterprise, which gave great pressure to the head of e-commerce.

It is not surprising that job hopping happens during this pformation.

"Lack of people, no e-business management personnel."

Many traditional enterprises mentioned the shortage of talents when they talked about developing e-commerce.

The reality is that many enterprises, when setting up e-commerce departments, either draw staff out of the sales department or pfer from the network technology department. The newly established electricity supplier department often has only a dozen or so people, some even less than 10 people.

Some enterprises have extended their e-commerce planning, but also admitted that "a lot of time needs one to one training, which can only be done from grass roots".

"Traditional enterprises can not request the director of marketing as the director of marketing."

Chen Qian, project director of Fujian Tengyi commerce and Trade Co., Ltd. believes that there is a difference between the personnel of the electricity supplier and the traditional industry.

"For example, graphic designers are not only familiar with graphic design and brand, but also have to know all kinds of backstage and activity patterns, familiarity with users' psychology and vision, and have already involved in new fields such as planning, promotion and so on."

Chen Qian said that traditional enterprises and e-commerce software applications are also different, in fact, traditional enterprises must establish their own electricity supplier management system.

In the view of Chen Qian, the current electronic commerce personnel have insufficient control over the format.

"Most people only know more about Taobao, pat on such an integrated platform, and know everything in place.

The same is true for executives. Headhunting companies pay higher salaries, while ordinary e-business people, especially novices, earn very much.

"What we need now is a senior member of the team."

some