225 |一周小精进（7.15-21）|PDD 的反面成功案例：Quince/ 好的工作流怎样不被打扰？...-CSDN博客

本文链接：https://blog.csdn.net/weixin_43687526/article/details/140630659

1、PDD 的反面成功案例：Quince

1.1 从可持续和环保的角度来讲，这不再是一个零和游戏。我们可以生产更好的款式，但是每个款式的量产度更高。

“It’s not a zero-sum game,” says Gupta. “We do few a styles and huge volume. That drives massive efficiencies for the factory, and they get a lot of benefits out of that.” For instance, they can afford to pay their workers a fair wage. “Finally, our direct shipping to the customer model is in general so much more efficient” versus the typical “zigzag to the customer. This way cuts through.” So, for example, from a carbon emission standpoint, “we think that it’s a better model.”

1.2 现代零售业的4个发展阶段，以及掌控供应链

1.2.1 两个知道原则：过去100年优秀企业的供应链创新和运营能力（提供折扣，如沃尔玛）

“The strategy for this then came from really a few observations. The first observation was that if you look at the last a hundred years, the biggest retail companies in the world had two things in common: One is that they had some supply chain innovation,” and secondly, they were organized and operated “in some sort of way to give people more value or discounts, right? Off what everyone else was selling the things for.

“So, we said, ‘Okay, those are going to be two guiding principles.’”

The pair recognized that society was still in the relatively early days of e-commerce, and the tremendous amount of offline business was about to migrate online over the next 20 or 30 years. “There’s a lot of commerce to be done, multi-trillions of dollars that are going to just shift to online.

“So, we want to build an online retailer. We want to play at a discount. We want to focus on the supply chain,” Gupta says.

1.2.2 电商行业经历了3个阶段

1.0 降低了很多线下门店的成本；

2.0 出现了纯线上品牌；当然他们开始往线下发展了；也就是DTC品牌；

3.0 平台 the Wayfairs and the Amazons 做撮合交易；很多弊端，比如过度生产；

4.0 Quince 诞生，富贵版的PDD，中高端的用户进行量产

<思考> ：消费主义必须改观，拜物主义必须突破，可持续和环保的未来立足点。

They saw e-commerce as having gone through a three-stage evolution. “The first was just the advent of the internet and getting rid of the cost of the store, giving that value back to the customer, kind of e-commerce 1.0. Then the second, e-commerce 2.0, has been a lot of these digitally native brands, the Warby Parkers of the world” that launched and built their brands online “without a wholesale relationship. I think those brands have been mildly successful,” Gupta says. “I think that many of them have realized the limitations of being a single category business and what that means in terms of the cost structure.” Many also discovered that “they can’t remain only online — they’d have to open stores.

“And then the third phase, which I think has been the most interesting,” says Gupta, “has been the marketplace phase, the Wayfairs and the Amazons and those guys. [They found] they already have the buyers and know the sellers and so maybe we just get out of the middle, like don’t own inventory and let these guys connect with each other and we’ll take a piece of the middle.

“And so here they were,” says Gupta. “They instantly removed the highest cost piece of a retailer’s P&L. And then they were able to give value back to the customer again, which was really great.”

The Guptas intended to spearhead phase four of e-commerce with their new business. That would start with challenging a few core assumptions about the marketplace and retail in general. “The first is that all the marketplaces focused on ‘endless shelf’ — Let’s give more and more choice to the customer because that’s going to be better. And what we realized is that’s been paralyzing for the customer.

“You can type in something and you get thousands of results,” says Gupta. “You spend 45 minutes trying to read the reviews and figure it out. The proliferation of this system has also allowed a creeping and increasing amount of bad quality. Anyone can sell, so people can cut corners. Maybe they’re not even selling you a real good. So, what you have is quality going down and so much choice that it’s paralyzing.

Meantime, Gupta says, “the high-quality producers don’t know how to play in a market like that, so the customer is just worse off.” So instead of chasing “the long tail, let’s just focus on the head, the things that are traded the most. And let’s focus that demand on a few suppliers and let’s vet the quality, right?”

“The second thing we really challenged was the supply chain, which today could take months to get from the factory to the distribution center or the store. We’ve pioneered this new direct ship from factory model called MTC — manufacturer to customer — which basically hacks global logistics and builds a lot of technology that lets us talk to the factory in real-time about what’s being produced and to match supply and demand more tightly.” Hence the company never has to destroy overstock.

“Essentially what we’re doing is we are curating high-quality items. We’re shipping directly from the factory to the customer, and we’re saving the customer 50 to 80 percent off the market price.”

《Purpose at Work: How Online DTC Retailer Quince Profits from a More Circular Economy》

https://simonmainwaring.medium.com/purpose-at-work-how-online-dtc-retailer-quince-profits-from-a-more-circular-economy-abc38f477436

2、好的工作流怎样不被打扰？

https://romgordy.medium.com/why-move-from-slack-to-twist-5b9af4ac6afa

《Why move from Slack to Twist?》

这篇文章的重要启发：我们可以代入飞书或者钉钉来理解一下，我们的日常沟通有意义和有效率吗？

“我们被太多的at和打断，缺少了一些自己思考的时间”。

可能有人说没办法，或者很无奈，但是实际上我们却会有很多办法来解决这个职场中最频繁，也是最难的部分。

2.1 怎样把对一件事情的关注连成线？

经常被打断、打散，看似忙碌，其实全是散点。这样的恶性循环，一定会让人崩溃。但是很多人并不关心前因后果，并且只要结果。所以，这样更需要我们可以自己把一些事情能够辨别出其中的关联逻辑，把碎的整合，其实这个就是经常说的“方法论”，异曲同工。

2.2 思考到底有多重要

反思和思考才是成长的本质。