[Transfer] How to do industrial cluster Internet +?

        In fact, for the majority of SMEs, especially those with fierce competition in industrial clusters, their real pain points are: difficulty in financing, expensive financing, high logistics costs, low logistics efficiency, and imperfect producer services ( Such as research and development, innovation, design, packaging, joint procurement, large-value and bulk trade services, off-site warehousing services, financing services, freight services, export tax rebates and customs clearance services are insufficient). If there is an industrial cluster e-commerce service platform that can solve the pain points and development bottlenecks of these enterprises, such Internet + can explode with huge temptation and power.
        At present, we can see that many industrial clusters have e-commerce platforms, but they only have the ability to match transactions and information services, and cannot get the response of the entire industrial cluster, only those scattered and outside the supply chain. Temporary transactions can be traded on the platform. Therefore, industrial e-commerce has become an embellishment on the industrial cluster, and its transaction scale is far smaller than the original industrial scale. To change this situation, industrial e-commerce platforms must meet the rigid needs of traditional enterprises and solve problems by facing the pain points of enterprises.
        In order for the industrial e-commerce platform to have huge temptation and stickiness for traditional enterprises, it must realize: "Internet + information service, Internet + transaction service, Internet + supply chain finance, Internet + supply chain logistics, Internet + supply chain management, The Internet reform of the ecological subsystems of industrial clusters such as Internet + producer services industry, these changes can truly solve the pain points of traditional enterprises. These changes are concentrated and intensively reflected on the Internet platform, and the Internet "industrial cluster e-commerce service" was born. Platform” or “Industry Internet Service Platform”, no matter whether the industry is complex or simple, it belongs to the downstream or upstream of the industrial chain, and the integration and integration of supply chain finance and supply chain logistics is its core content, not only in industry, manufacturing, The same is true for traditional agriculture, commerce, trade circulation, and logistics.
        That is to say, simple trading platforms and information service platforms cannot meet the rigid demands of industrial clusters at all. The upgrading and re-engineering of local industrial clusters requires at least the complete construction of an integrated and intensive supply chain finance and logistics comprehensive service system, which must be able to be implemented in a timely manner. It can solve the problems of difficult financing, expensive financing and slow financing encountered at any time in the process of enterprise operation, and can also provide efficient supply chain operation management services, such as procurement and sales, goods supervision, goods pledge, financing credit, transportation, warehousing Management and delivery services, etc. The advantages of these online integration services are difficult to achieve in the traditional offline supply chain operation process.
To solve the above problems, it is necessary to establish a suitable e-commerce service platform for industrial clusters, with the first goal of improving and enhancing the overall supply chain competitiveness of industrial clusters. This inevitably requires traditional enterprises to re-understand and understand the meaning and development mode of e-commerce from the e-commerce understanding based on the website model into a more profound industrial e-commerce field.
        However, this brings about another serious problem in the development of industrial e-commerce: traditional enterprises engaged in e-commerce innovation must take improving the competitiveness of the industry supply chain as their first priority, and naturally they must consider the problem beyond the perspective of individual enterprises. Therefore, the lack of funds, technology, talents and top-level design capabilities of a single enterprise will become a serious obstacle to the development of industrial e-commerce for traditional enterprises. In particular, when many traditional enterprises, after exploring and understanding their own situation, it is easy to fall into a situation of pessimism and confusion. Entrepreneurs and e-commerce executives who do not understand this situation, if they are stubborn in Taobao and JD.com models, they will become resistance to enterprise development and motivation for trial and error.