Taobao, Tmall, JD.com, and Douyin e-commerce were originally brand-based ecosystems. In the process of increasing the supply of small and medium-sized merchants and tilting the algorithm towards low prices, the original HE Tuber ecological structure may be affected to a certain extent, and the platform needs to balance the different differences. type of supply.

Both Taobao, Tmall and JD.com are testing the search and price comparison function in internal testing. When consumers search for a product, a "price comparison" function will appear, allowing them to intuitively compare the prices of products in official flagship stores and distribution channels, and may even eventually compare with other e-commerce platforms and even offline channels.

 self-operated stores, cat supermarkets, distribution channels, etc. Generally speaking, the same product will be cheaper in other channels, and the flagship store will charge a premium of 10% to 15%. Use genuine products. and exclusive gifts support this premium.

The possible contradiction caused by the price comparison system is that if multi-channel price comparisons are conducted on Taobao, brands may be forced to keep prices consistent across these channels, affecting the survival of distribution channels.

Judging from the just past 618, Taobao, Tmall and JD.com only added positive price tags to the search results of some products with price advantages. Some practitioners believe that, perhaps due to the handling of channel relationships, there is no final decision on whether the e-commerce platform will fully launch the price comparison function.

 it once focused on order volume regardless of industry and merchant type. This also led to ecological imbalance. For example, some brands began to sell samples in order to gain more traffic, but in fact the brand contribution The value should be GMV rather than low price.

Therefore, Taobao, Tmall, JD.com, and Douyin e-commerce are all trying to achieve ecological coordination through organizational structure adjustments.

For example, Taobao, Tmall and Douyin e-commerce have separated departments that serve brands and small and medium-sized businesses, each focusing on different indicators and playing different roles.

 originally parallel industry operation group and merchant development center and divided them into two groups, A and B.

Group A serves brand merchants, paying more attention to GMV, and conducts refined operations for brands. One of its tasks is to look at brand pallets and price power in more detail; Group B serves non-brand merchants, paying more attention to order volume, and the work direction is to introduce more Lead merchants in multiple industries, and let white brand merchants learn to operate Douyin e-commerce based on industry characteristics.

In addition, Taobao, Tmall and JD.com are gradually opening up the direct sales and third-party ecology on the platform to better control prices. Gather these past businesses from different waiters to the same waiter. The waiter can focus on the price power target, take stock of goods and prices in different channels, promote competition among various channels based on the overall market, and activate the ecosystem.

In summary, these platforms may eventually form such an ecosystem: divide brands + self-operated, small and medium-sized merchants into several different pallets, put forward different requirements for different pallets, and promote brands to achieve "no obvious price compared to other platforms" "Disadvantages" requires brands to provide targeted pallets; it puts forward low-price requirements for small and medium-sized merchants, and allows them to run through algorithms and reduced operating costs.