Dilemma 1: Policies are becoming stricter and there is a lack of plans

Cross-border e-commerce policies are frequently adjusted and there is a lack of timely response plans. Cross-border e-commerce has postponed, changed or introduced tax policies many times since the 4.8 New Deal. The turning point was the promulgation and implementation of the E-commerce Law in 2019. The industry tends to be standardized, but with the adjustment of policies, there are also many uncertainties. Cross-border import merchants in the early stages often lack solutions. Dilemma 2: Three orders collide and docking is difficult

The link between the three customs orders is complex, the cycle is long, and it is difficult to coordinate and coordinate multiple systems. Cross-border e-commerce retail imports require Sunshine customs clearance, which involves three-item verification. The merchant's e-commerce platform is required to be able to connect to the customs system, bonded warehouse system, and payment system to push orders, waybills, and payment orders respectively, and must meet 179 Announcement, real-time docking of customs opening of original payment data. This entire process is very complicated for start-ups, and the construction period from process sorting to docking is long. Dilemma 3: Difficult system selection and complex management

Cross-border e-commerce systems are a mixed bag, difficult to select and complex to manage. Cross-border e-commerce involves the use of online malls, OMS systems, distribution systems, store POS, and back-end ERP. If it is not a highly mature and stable system, it will be difficult to meet business needs. With the number of cross-border pilot cities increasing to 59, the requirements for system openness and docking capabilities are stronger. Dilemma 4: Single channel, blocked sales

There are few sales channels, online and offline are not integrated, and intelligence is low. In the initial stage of cross-border e-commerce, most of them were start-up companies, or the traditional supply chain was converted from B2B to B2C, and they were required to face the C-side or small businesses directly. Therefore, the expansion and management of sales channels are crucial. The core is to formulate a profit sharing system and build online sales channels and offline cooperative stores through profit rules to form an omni-channel closed-loop integration and connect products, members, inventory, and transactions. , orders, services, distribution and other links.