登陆纽约时代广场后，贝店受路透社关注被称“颠覆性零售模式”

　　美国当地时间4月26日，路透社以Beidian Debuted in Times Square and The Rise of Social E-Commerce In China(《贝店登陆纽约时代广场，中国社交电商正在崛起》)为题，对贝店及中国社交电商模式的发展进行了专题报道，并称“贝店的模式或成为未来颇具颠覆性的零售模式”。这是贝店继登上美国纽约时代广场纳斯达克交易所大屏后，再次被西方媒体所关注。

　　路透社是国际四大通讯社之一，该社经济新闻以商情报告为主，主要为西方大企业服务，为其提供最前沿的经济趋势分析。此次对贝店的大篇幅报道，也代表着海外媒体和企业对贝店独到商业模式和惊人发展速度的关注。
 

　　在路透社看来，中国市场从传统电商向社交电商的转变，其背后是日益完善的社交平台电商基础建设。报道称，在传统电商时代，用户购物方式是基于搜索以及平台的智能推荐，用户处于被动接受的状态;而社交电商平台则基于熟人社交工具微信，通过人与人之间的推荐与分享来买卖商品，好的商品可以基于口碑效应在社群中快速传播。
 

　　同时，路透社分析认为，之所以中国能够不断创新电商模式，其背后是巨头竞争下不断缩小的B2C电商发展空间。虽然亚马逊独占美国电商市场超过43%的份额，但Pintertest、Etsy、Jet.com等平台的电商业务仍有巨大的发展空间;而在中国，天猫和京东等巨头已经占据了超过80%的B2C电商市场份额，新兴平台必须寻找新模式发掘流量来源，才能实现大规模发展。
 

　　中国巨大的社交电商体量也让外媒称道。根据一些公开市场调研以及报告数据，中国社交电商的市场体量是千亿级规模，也有机构认为，随着社交平台的快速发展，社交电商的规模甚至可以达到万亿。也就是说在淘宝、京东等巨头存在的情况下，社交平台的流量红利依旧能促使中国市场诞生新的电商巨头。
 

　　以贝店为例，去年双十一，成立仅三个半月的贝店订单量超百万。中国数据机构易观智库也发布最新统计报告称，在2018年3月移动AppTOP1000排行榜月活增幅TOP20榜单中，贝店3月月活环比增长133.37%，被业内称为“社交版天猫”。这样的速度和成绩，足以让外媒惊讶。
 

　　随着中国高水平的贸易政策和经济新开放的不断推行，中国企业的世界影响力也在持续提升。天猫、京东等电商平台之后，社交电商开始成为全球下一个关注的焦点。
 

　　相信这一切只是刚刚开始，社交电商这一起源于中国的电商新模式，必将成为全球电商行业研究甚至效仿的对象，下一个世界互联网新贵，或将从这里诞生。
 

　　以下为报道全文：
 

　　Beidian Debuted in Times Square and The Rise of Social E-Commerce In China
 

　　On April 25th, 2018, Beidian, the leading social e-commerce platform in China, debuted on the screen of NASDAQ in Times Square, conveying the spirit of “It’s my time”. This reveals the rapid rise of the social e-commerce economy in China.
 

　　In the traditional e-commerce model, people purchase on platforms such as Taobao and JD through searching and intelligent recommendation. In this way, users either search for what they want or browse what the machine recommends
 

　　However, as the social media in China, WeChat for example, is growing rapidly, the infrastructure for e-commerce on the platform becomes more and more mature. It transforms a community into an inclusive place to do business. People trust what their friends recommend and it’s easier to make a purchase in a discussion group. That explains the booming of social e-commerce platform like Beidian. Due to word-of-mouth effect, products would be promoted and become well-known immediately in various communities through recommendation among people from different walks of life.
 

　　The business model of Beidian is different from Pinterest on which users buy products through buyable pins. A user of Beidian could be a shopper and a seller at the same time. That means, He/she could not only purchase products, but also share products to his/her friends, earning commission once the deal closes. The new business model creates a new channel for emerging brands, and also massive entrepreneurial opportunities.
 

　　In the United States, Amazon took up more than 43% of the e-commerce market share in 2016. The social platforms like Pinterest, Etsy and Jet.com still had broad space for growth. In China, however, Tmall and JD occupied more than 80% of Business-to-Customer e-commerce market. Therefore, under the overwhelming edge of these two giants, startups have to get traffic in innovative ways.
 

　　As the “2017 China Social E-Commerce Big Data White Paper" shows, the market size of China's social e-commerce industry is likely to reach trillions of RMB in 3 to 5 years. In other words, due to the bonus of social platform development, there will be more e-commerce giants born in China with comparable size of Amazon, in spite of the existence of Taobao and JD.
 

　　Take Beidian for example. On Nov. 11th, 2017, the biggest annual online shopping festival in China, Beidian received more than 1 million orders, which were totally based on recommendation among users in social platform. Furthermore, China data analysis organization Analysys also released the latest statistics reporting Beidian’s MAU increase of 133.37% in March, according to its MAU Growth TOP20 List of Mobile App in March2018. That’s why Beidian is known as “a Social version of Tmall”.
 

　　With the rapid development of mobile internet and payment technology in China, Beidian is likely to revolute the traditional retailing model. So what we could do next?
 

　　转自：消费日报网

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