Innovation of Digital Economy: Cases from China (Management for Professionals)

Review Committee Foreword Preface Contents Contributors About the Authors 1 Rooted in Medical Skills, Came Out of Benevolent Hearts: The User Growth Strategy of DingXiang Doctor Platform 1 Introduction 2 From Targeting a Niche Market to Creating Value for the Public 2.1 The Arrival of “Imperial Doctor” 2.2 The Potential Energy of Professionalism 2.3 The Escalation of Products 3 From Market Segment to Creating Value with Consumers 3.1 Segmentation 3.2 Breaking Through 3.3 Co-creation 4 Value Expansion: Platform Empowerment 4.1 Nurturing New Opportunities in Crisis: Dingxiang Doctor's Responses to the COVID-19 Pandemic 4.2 Breaking New Ground in Changes: Platform Empowerment and Innovation in the Value Chain 5 Epilogue References 2 Sootoo Network: Technology-Driven Business Model Change of New Media Enterprises 1 Introduction 2 Development and Current Situation of the Company 2.1 Born Unique: Vertical Media Era (2009–2012) 2.2 Riding the Wind: Social Media Era of Tencent (2012–2016) 2.3 Breaking Through the Block: Diversified New Media Era (2016–2019) 2.4 Self-innovation: New Marketing + New Consumption (2019—Present) 3 Industry Background 3.1 Vertical Media—Text Contents 3.2 Social Media is Coming—Image-Text Contents 3.3 “Blowout” of Multi-media—Video Content 3.4 Digital Technology to Drive the New Consumption—Live Broadcast Content 4 Problems and Solutions 4.1 Increased Difficulty in Maintaining User Stickiness 4.2 High Employment Costs 4.3 How to Advance the Business Transformation Smoothly and Steadily 5 Epilogue 3 “Cloud Matching Promotes Trade Investment”: The Breeding Road of Jutong Talent Network 1 Introduction 2 Gather Strength and Draw a Blueprint Together 3 Digital Empowerment and Bridging 3.1 Planning Investigations to Dig Deeply into User Demands 3.2 Extract Demands and Design Service Architecture 3.3 Innovation and Design of Business Model 4 Begin with Steady Operating 5 In Full Bloom, the Future Can Be Expected Case Appendix Appendix 1 WeChat QR Code of the Platform References 4 Crossing the Gap: Kang Nai Xin Reconstructed the Closed Loop of Its Business Model 1 Introduction 2 Background 2.1 Background of Enterprise and Founder 2.2 Industry and Market Background 3 Good Start and Excellent Development 4 Crisis 5 Exploration of a Secondary Industry 5.1 Exploration in High-End Jewelry Customization 5.2 Aiming at Wine 5.3 Synchronous Operation Offline and Online 5.4 Marketing Upgrade 6 Crossing the Gap Reference 5 Codoon: The Gamification Experience as the Cornerstone of Consumer Loyalty 1 Introduction 2 Development and Current Situation of the Company 2.1 Development Process of Codoon 2.2 Development Status of Codoon 2.3 Creating the Ultimate Experience for Consumers Based on Gamification 3 Industry Background 3.1 Industry Macro-environment 3.2 Industry Development Status 4 Confronting Problems 4.1 Advertising Revenue is the King: Dig Deeper into Data Assets to Enhance Accurate Matching 4.2 Focusing on E-commerce Business: Using Technological Empowerment and Abundant Products to Meet Diversified Needs 4.3 Dig Deep into the Value of the Sports Events, Enhance the Delivered Value Form the Users’ Experience, and Focus on the Stock Market 5 Epilogue Case Appendix Appendix 1 Honors of Codoon Appendix 2 Diagram of Codoon's Product Function Structure References 6 ZongTeng Group: Fighting Against the COVID-19 Pandemic, and Being the Hero in Harm's Way of Cross-Border E-commerce Logistics 1 Introduction 2 Company Background 3 Measures of ZongTeng Group During the COVID-19 Pandemic 3.1 Early Development Stage During the COVID-19 Pandemic (Late January to Mid-February 2020) 3.2 Situation Deterioration of the COVID-19 Pandemic (Mid-to-Late February to Mid-March) 3.3 Global Spread of the COVID-19 Pandemic (Mid-to-Late March to Early May) 4 Outlook of ZongTeng Group in the Post-Pandemic Era 4.1 Enhancing Capitalization Barriers 4.2 Improving the Construction of G2G Network 4.3 Enhancing the Ability to Withstand Supply Chain Risks Case Appendix Appendix 1 List of Quarantine Measures for “Goodcang” Appendix 2 List of Logistics Modes and Policy Changes of Each Country under the COVID-19 Pandemic Appendix 3 Suspension of Global Flights (as of March 27, 2020) Appendix 4 Global Airport Closure (as of March 27, 2020) Appendix 5 Research Report Released by Imperial College London Appendix 6 Growth Rate of Confirmed COVID-19 Cases per Million Population by Country from April 5 to 9 Appendix 7 Confirmed COVID-19 Cases per Million Population from April 5 to 9 Appendix 8 Confirmed COVID-19 Cases per Million Population from April 1 to 5 Appendix 9 Infection Rate per Million People by Time Point from March 16 to April 1 7 Digital Marketing Transformation of Down Clothing Brand Under “New Retail+Live Broadcast” 1 Introduction 2 Development Status of the Company and E-Commerce 2.1 Market Positioning of Down Clothing and Home Textile 2.2 Digital Technology Empowers the Enterprise Development 3 Industry Background 3.1 Macro Market 3.2 Micro Market 4 Problems in the Development of Enterprises 4.1 New Retail Era for the Garment Industry 4.2 Rise of E-Commerce Live Broadcast of Clothing Brands 4.3 Digital Marketing Transformation and Upgrading in the Industry 5 Digital Marketing Strategy of Down Clothing Brand Under “New Retail+Live Broadcast” 5.1 Building Online and Offline Omni-Channel Marketing Centered on Consumers 5.2 Precision Marketing Relying on the Big Data Analysis 5.3 Content Innovation Marketing with E-Commerce Live Broadcast 5.4 Building Flexible Supply Chains According to the Response Speed 5.5 Product and Service Innovation Based on Terminal Consumption Demands 6 Epilogue References 8 Value Co-creation of Community E-commerce Platform: How Does Bilibili Balance Between Content and Commercialization? 1 Introduction 2 Small Website 2.1 Standby Website—A More Stable Sharing Website for Bullet Screen Videos 2.2 Value Co-creation Activities in the Beginning Stage 3 Develop from Nothing 3.1 Put Users First 3.2 Value Co-creation Activities 4 Breaking Through 4.1 All the Videos You’re Interested in are on Bilibili 4.2 Value Co-creation Activities in the Rapid Growth Stage 5 Epilogue References 9 Shanghai APCOM: The Transformation of Traditional Foreign Trade Factories to Cross-Border E-commerce from 0 to 100 Million 1 Introduction 2 Industry Background 2.1 The Domestic Market is Growing, but the Growth Rate is Slowing Down 2.2 Large Export Scale with Low Added Value 2.3 Global Industry Competition Pattern 3 Open Up Cross-Border E-commerce 4 Facing a Failure 5 Going into Battle in Person 6 Braving Winds and Waves 7 Epilogue 10 Lin Qingxuan: The Way to Survive in the Dark 1 Introduction 2 Making a Prompt Decision When the COVID-19 Pandemic Hits the World: Dying to Survive 3 Seizing the Opportunity to Develop Online: Actively Carrying Out the Network Marketing 4 Regaining Confidence from a Desperate Situation: Initial Success in the Sales Performance 5 Epilogue 11 Can Digital Agriculture Realize the Sustainable Development of Rural E-commerce? 1 Introduction 2 Digital Development Process of the Nut Industry in L County 2.1 Market Expansion Stage of Network Marketing (2007–2014) 2.2 Scale Growth Stage of Processing Automation (2014–2018) 2.3 Ecological Operation Stage of Digitization of Farming (2019–) 3 Sustainable Effect of Nut Industry in L County 3.1 Impact from the Perspective of Economic Production 3.2 Impact from the Perspective of Environmental Ecology 3.3 Impact from the Perspective of Social Governance 4 Conclusion 12 Moses: Digital Intelligence Empowers More Than 10,000 Express Outlets to Solve the Last 100 M Delivery Problem 1 Introduction 2 Overview of the Last 100 M Delivery Problem of Terminal Outlets of China’s Express Delivery Industry 2.1 Status Quo of China’s Express Delivery Industry 2.2 The Last 100 M Delivery Problem of Express Terminal Outlets 3 Digital Empowerment to Solve Last 100 M Delivery Problem 3.1 Development of Parcel Managing Software and Hardware and Service Quality Improvement 3.2 Development of Mixed Sorting System to Improve Personnel Efficiency 3.3 Integrated Centralized Distribution at Terminals to Reduce Distribution Costs 3.4 Expanding Value-Added Services for Users to Increase Diversified Revenue 4 Future Prospects 13 YI Group: Three Sectors to Create an Internet Medical Ecosystem 1 Introduction 2 Birth of “1 Drug Network”, and Exploration of Pharmaceutical B2C E-commerce Development 2.1 Online Retail Channel 2.2 Full-Channel Retail 3 With the Establishment of “1 Drug City”, B2B Business Suddenly Rises 3.1 Cooperation with Upstream Medicine Suppliers 3.2 Cooperation with Downstream Drug Retailers 4 Epilogue 14 The Rapid Rise of Social E-commerce Pinduoduo—An Analysis of Its Business Model 1 Introduction 2 Case Background 3 Pinduoduo’s Business Model Canvas 4 Analysis of Pinduoduo's Business Model 4.1 Analysis of Important Partners and Key Activities Choices in Pinduoduo 4.2 Analysis on Core Resources and Value Creativity of Pinduoduo 4.3 Analysis of Pinduoduo's Customer Segmentation and Customer Management 4.4 Pinduoduo's Promotion Channel Selection 4.5 Analysis of Pinduoduo's Revenue Sources and Cost Structure 5 Suggestions for the Stable Development of Pinduoduo 5.1 Increase the Proportion of R&D and the Number of Patents. 5.2 Pay More Attention to Talent Development and Employee Growth. 5.3 Promote Self-operated Business and Reduce Cash Flow Risk 5.4 Refine the Value Proposition to Better Serve Users 15 From the Peak to the Mire, How Should the Straggling TuNiu Break Through? 1 Introduction 2 Development and Current Situation of the Company 3 Industry Background 3.1 Macro Environment 3.2 Internal Environment of the Industry 4 Confronting Problems 4.1 Strengths 4.2 Disadvantages 5 Epilogue References 16 The Remarkable Transformation of Cross-Border E-commerce Service Providers Named Cifnews 1 Introduction 2 Cifnews 1.0: A Cross-Border E-commerce New Medium with Content Empowerment 2.1 Accumulation of Content Users 2.2 Accelerating the Layout of Content Business 2.3 Gaining Multilateral Recognition 3 Cifnews 2.0: Aggregate Resources to Empower the Whole Industrial Chain of Cross-Border E-commerce 3.1 Launching a Cross-Border E-commerce Intelligent Service Platform 3.2 Building a Global Cross-Border E-commerce Center 3.3 Forming a Pool of Resources 4 Cifnews 3.0: Building an Ecosystem to Empower the Cross-Border E-commerce Brands for Going Abroad from Every Aspect of the Value Chain 4.1 Content Ecology, Resource Ecology and Service Ecology 4.2 Building the Cifnews Model of Brands Going Abroad 4.3 Growing Together with Many Cross-Border E-commerce Practitioners 5 Epilogue: Can Cifnews Achieve Its Ambitious Dream? Appendix 1: Segmentation Industry Mode of Cross-Border E-commerce Appendix 2: Cross-Border E-commerce Service Providers that Received Financing from January 2020 to June 2021 Appendix 3: Cifnews’s Development History and Milestones Appendix 4: Cifnews’s Business Process of Brands Going Abroad Appendix 5: One-Stop, Full Life-Cycle Support for the Growth of Chinese Cross-Border Enterprises References 17 POP Mart: How to Maximize IP Value in the Field of Art Toy? 1 Introduction 2 From a Lattice Store to an IP Brand Operator 2.1 Survival from a Desperate Situation 2.2 Toy Collection to Become the Success Secret 3 User Group 3.1 Consumption Features of “Generation Z” 3.2 Pop Mart Meets the Needs of “Generation Z” 4 Competitive Barrier: IP Value Maximization 4.1 IP Resource Accumulation 4.2 IP Value Maximization 5 Epilogue References 18 Looking at the Life Cycle of Koala, Where is the Next Breakthrough for Cross-Border E-commerce? 1 Introduction 2 Industry Background 3 Beginning of the Company 3.1 A Self-operated Mode 3.2 One-Stop Service 4 Ride the Wave and Rise 4.1 Stabilize the Status 4.2 All-Round Expansion 5 Gridlock 6 A Matter of Life and Death 7 Conclusion 19 The Innovative Development Road of Wenzhou E-commerce Park: The Practice of Xingdao E-commerce Industrial Park 1 Introduction 2 Introduction to the Industrial Park 2.1 Brief Introduction 2.2 Development Course 2.3 Development Background 2.4 Development Significance 3 Operation Plan of Industrial Park 3.1 Operation Mode 3.2 Functional Orientation 3.3 Service Scope 3.4 Support Policy Overview 3.5 Profit Model 4 Dilemma of Development and Countermeasures 4.1 Fund Source of Subsidies 4.2 Promotion Effect of Investment Attraction 4.3 Long-Term Stable Development of the Park 5 Conclusion 20 KZTON Enables Cross-Border E-commerce Export with Intellectual Property Services 1 Established in Response to the Pain Points of Cross-Border Enterprise Exports 2 Systematic Layout and Construction of Multi-disciplinary Knowledge Service System 3 Multi-dimensional Empowerment for Chinese Manufacturing Going Abroad 4 Epilogue References 21 Stitch Fix DTC Business Model Innovation Path Based on Data Driven 1 Introduction 2 Overview of DTC Model 2.1 DTC Model and Its Characteristics 2.2 Data Driving Force and Operation Process of DTC Model 3 Company Profile 4 Stitch Fix’s DTC Model and Composition 4.1 Elements of Platform Business Model 4.2 Customer Value Proposition 4.3 Key Resources 4.4 Key Activities’ Processes and Models of Stitch Fix 4.5 Summary Diagram of Stitch Fix’s Key Activities’ Processes 4.6 Profit Model 5 Analysis of Advantages and Disadvantages of Stitch Fix 5.1 Advantages 5.2 Problems with Stitch Fix 5.3 Problem Solving Strategies 6 Inspiration Brought by the Case References 22 Charity Blockchain: The Practice of the Public Trust by China's No. 1 Public Welfare Digital Platform 1 Introduction 2 Being Prepared: Public Trust is in Trouble 2.1 Struggling with Difficulties 2.2 Identifying the Root Cause and Solving the Problem 3 Preparations: Model Innovation Draws the Blueprint 3.1 Getting Rid of the Stale and Bringing Forth the Fresh 3.2 Keeping Detailed Records Step by Step 3.3 Many a Little Makes a Mickle 4 Forge Ahead: The Value is Clearly Visible 4.1 Keeping an Eye on the Situation to Break the Ice 4.2 Playing a Leading Role and Keeping Pace with the Times 5 Conclusion 6 Case Appendix Appendix 1 Appendix 2: Project Implementation Process (Material Category as an Example) Appendix 3: Statistics of Charity Blockchain Projects Appendix 4: Platform Service Functions References 23 Zall Smart Commerce: Intelligent Link Ecology Leads the Transformation Towards Industrial Internet 1 Introduction 2 Business Background 2.1 Enterprise Introduction 2.2 Development History 3 Intelligent Link Ecology 1.0 (Platform Empowerment Stage) 3.1 Platform Empowerment—Integrating Resources to Get Through “Three Flows” 3.2 Business Model Innovation—Breakthrough in Single Category Extended to Advantages in Multiple and Full Categories 4 Intelligent Link Ecology 2.0 (Data Empowerment Stage) 4.1 Data Empowerment—Digital Technologies Driving Value Creation to be Extended to Upstream and Downstream of the Industrial Chain 4.2 Business Model Innovation—Digital Technologies Driving Business Innovation 5 Intelligent Link Ecology 3.0 (Industrial Integration Empowerment Stage) 5.1 Industrial Integration Empowerment—Breaking Down Industrial Barriers and Promoting the Coordinated Development of Industries 5.2 Business Model Innovation—Open Ecology Guiding Industrial Value Co-creation 6 Outlook 24 FOMDAS FOODS: Digital Marketing Pioneer 1 Development and Current Situation of the Company 1.1 Company Profile 1.2 Service Object 1.3 Main Business Related to Digital Commerce 1.4 Shareholding Structure and Business Relationship with Subsidiary (Parent) Company 1.5 Product Category 2 Present Situation of Company Digitalization 2.1 Introduction to Main Systems 2.2 The Company Operates Independently to Build a Digital Supply Chain 2.3 The Company Uses Big Data Technology or Cooperates with the Platform 3 Confronting Problems 3.1 Adjustment in the Proportion of Domestic and Foreign Sales Structure Due to the Impact of the COVID-19 Pandemic 3.2 Digital Marketing Channels Need to Be Expanded 3.3 Lack of Professional Digital Marketing Talent 4 Digital Marketing Helps Enterprises Get Out of Difficulties 4.1 Use New Media Marketing to Expand Sales 4.2 Expand the Market with “Cloud” as the Media 4.3 Actively Introduce Digital Marketing Operation Talents 25 Xiaomi: How Do the World’s Top Enterprises for Product Ecosystem Layout the Internet of Things? 1 Introduction 2 Start with “Born for Fancier” 2.1 “Born for Fancier” 3 Unstoppable Momentum: The Birth of Xiaomi Empire 3.1 MIUI Community: The Source of Follower Economy 3.2 From Connection to Intelligence 3.3 “Turning a Stone into a Gold” 3.4 New Start: 5G + AIoT 3.5 The Next is Xiaomi Eco-Empire 4 Internet of Everything: How to Realize Through Technology? 4.1 Connectivity Technology of Smart Home 4.2 Speech Recognition and Natural Language Processing Technology of Mi AI 4.3 Cloud Computing Technology of Product Ecosystem Operation 4.4 5G Communication Technology for Data Computing 5 Epilogue 26 Pimax: How to Subvert VR Industry and Break Through Record of Kickstarter Crowdfunding 1 Introduction 2 Focus on Technical Performance Breakthroughs and Seize Differentiated Advantages in International Competition 2.1 End the Confusing History of VR Development 2.2 Create a Pimax Technology Focused on Technical Performance Breakthroughs 2.3 Establish the Industry Position with Differentiated Competitive Advantages 3 Accumulate Experience Through JD.COM Crowdfunding and Cultivate Foreign Seed Customers Through Multiple Channels 3.1 JD.COM Crowdfunding Accumulates Experience 3.2 Cultivate Foreign Seed Customers Through Multiple Channels 4 Crowdfunding Breaks Guinness World Record, Steady Progress in Delivery 4.1 Promotion of Online and Offline Crowdfunding 4.2 Steady Progress on Delivery 5 Epilogue References 27 Mixiaojiu Wine Industry: “In Virtue of the Opportunity, I Will Go up in the World” 1 Introduction 2 Source of the Flavor 3 A Recipe for the Flavor 4 Outline the Shape of the Fragrance of Wine 5 Aroma of Wine 6 Epilogue 28 “Here Comes the Cat” Quietly Became Popular: Content Marketing in the New Media Era 1 Development and Current Situation of the Company 2 Confronting Problems 3 Solutions to Problems 29 SHEIN: How Does the Most Mysterious 10 Billion-Dollar Company in China Achieve Overseas Growth? 1 Make a Breakthrough to Achieve Rapid Development 2 Achieve “Greater”, “Faster”, “Better” and “More Economical” Results to Create Core Competitiveness 2.1 Extreme Fashion, Big Data Makes Popular Products 2.2 Extreme Speed, Flexible Supply Chain Maximized the Desire of Purchase 2.3 Extreme Cost Performance and Low Price Create “Addictive Consumption” 3 Flexible Adjustment Creates a Fashion Kingdom 4 Accurate Marketing and Establish Multi Traffic-Drainage Mode 5 Conclusion References 30 Yimidida: The Road to Upgrade the Business Model of LTL Industry from “Block” to “Plane” 1 Introduction 2 Yimidida Creates Three Networks Through “Self-built Headquarters + Regional Alliances” 3 Background, Target Market and Orientation of LTL Industry 3.1 Background of LTL Industry 3.2 Target Market and Positioning 4 Business Model Upgrade of Yimidida 4.1 Business Model Upgrade of Yimidida from “Block” to “Plane” Through the Alliance 4.2 Top-Level Mechanism Design, the Core of the Alliance Operation 4.3 Innovation of Alliance Networking of Yimidida 5 Digital Operational and Management Innovation 5.1 Unification of Information Systems for the Digitalization of Network-Wide Operations 5.2 Digital Empowerment and Three-Network Integration 5.3 Improving the Management by Digitalization and Innovation of Performance Appraisal 6 Epilogue 31 Lvwochuan Farm: How Does Traditional Agriculture Realize the Digital Transformation of the Whole Industrial Chain? 1 Introduction 2 Development and Current Situation of the Company 2.1 Development Stage 1: Successful Transformation and Upgrading of the Enterprise 2.2 Development Stage 2: The Marketing Mode of “Three-Line Integration” 2.3 Development Stage 3: Digital Transformation and Upgrading of the Whole Industrial Chain 3 Digital Transformation Practice 3.1 Internet of Things: Superposition of Technologies and Connection of All Things 3.2 Big Data: Precise Data Control for Decision-Making 3.3 Digital Intelligence: Intellectualization on Numbers, and Turing Intellectualization into Power 3.4 Traceablity Codes: Full Supervision and Product Traceability 4 Digital Transformation: How to Achieve? 4.1 Relevant Theoretical Basis 4.2 Digital Transformation Empowerment Before the Production 4.3 Digital Transformation Empowerment During the Production 4.4 Digital Transformation Empowerment After the Production 5 Epilogue References 32 The Value Chain Construction of Cross-Border E-Commerce Platform “AliExpress” 1 The Rise of Cross-Border Retail as a Business Model 2 Development of the Cross-Border E-Commerce Platform “AliExpress” 3 Build an Enterprise Value Chain to Enhance the International Competitiveness of Cross-Border E-Commerce Platforms 3.1 Partnership 3.2 Cross-Border Logistics 3.3 Customer Service 3.4 Marketing 3.5 Cross-Border Payment Case Appendix Appendix 1 Alibaba-AliExpress Cross-border Supply Chain Appendix 2 Four Kinds of Logistics Services Provided by Cross-border E-commerce Platform “AliExpress” Carefree Logistics Appendix 3 Business Layout of AliExpress in Target Market Countries (Taking Women's Wear Industry as an Example) Appendix 4 Promotions of AliExpress References 33 Quality-Oriented and E-commerce-Empowered: Entrepreneurial Practice of Wangxianji Hairy Crab 1 Introduction 2 Wangxianji was Built Along the Beautiful Gaoyou Lake 2.1 Speed and Passion in the Community of Food 2.2 Difficulty in Starting a Business 2.3 Learn Lessons and Rally 3 Adhere to High Quality and Good Reputation 3.1 Good Crabs are Inseparable from Good Water and Seedlings 3.2 Unique Crabs as Gifts in Golden Autumns 3.3 Adhere to the Integrity and Quality, and Establish the Concept of Quality 4 By Virtue of the Internet Celebrity Economy and Empowered by E-commerce 5 Stay True to the Original Aspiration and Drive Common Prosperity 34 Kylin Plan: Building a Cross-Border E-Commerce Service Ecology, Empowering the Transformation of Chinese Manufacturing to Go Abroad 1 Introduction 2 Kylin Plan was Born 2.1 Setbacks Encountered by the Cross-Border Distribution Mode 2.2 Industrial Clusters Resort to Cross-Border E-Commerce 2.3 The Kylin Plan was Released, Together with the First Kylin Pavilion 3 A Basic Service Ecology Provides Operation Conditions and Talents for Manufacturers 3.1 Operation Conditions: Build an Incubation System for Operation 3.2 Talents: A Talent-Corbelled System 4 Professional Service Capacity Drives Manufacturers to Go Global and Develop More Normative 4.1 Focus on the Building of Brands Going Global 4.2 The Building of Compliance System 5 Expanded Kylin Plan and Territory 5.1 Expanded Kylin Plan: A $100 Million Accelerator Launched 5.2 Expanding Kylin Territory: Develop Across the County 6 Epilogue 35 GOFANS E-commerce: Make the Down Lighter, Make the Supply Chain Softer 1 Introduction 2 History of GOFANS E-commerce 3 Make the Down Lighter 3.1 Dual Pressure at Home and Abroad 3.2 Layout in Light Assets 3.3 The Model of E-commerce and Live Streaming 3.4 Brand Upgrade 4 GOFANS E-commerce’s Flexible Supply Chain Management 4.1 Demand-Driven Flexible Order System 4.2 Strict Supplier Management 4.3 Standardize Supply Chain 4.4 Coordination Between Sales and Supply 4.5 Logistics and Distribution System 5 Conclusion 36 JACK: How a Manufacturing Enterprise Transforms Digitally? 1 Introduction 2 Bottleneck of Digitalization 2.1 Information Island—There is Data but Usage 2.2 Output Limitation—Know How to Use but not Well 3 Digital Road: From Traditional Manufacturing to Digital Intelligent Manufacturing 3.1 Four Precisions 3.2 Internet of Everything 4 Methodology of Digital Transformation 5 Epilogue References 37 Joint Efforts for Mutual Development, Collaborative Innovation for Future—National Undergraduate E-commerce “Innovation, Creativity and Entrepreneurship” Competition 1 Introduction 2 Guided by Government Policies, and Well Prepared for Competition 2.1 College Students Need Higher Abilities of Innovation and Entrepreneurship in the New Century 2.2 ICE Competition is Intended for Quality-Oriented Education of College Students 3 E-commerce Industry Development Boosts the Integration of Industry and Education 3.1 Booming E-commerce in China 3.2 The Industry-Education Integration of E-commerce Needs a New Mechanism for Cooperation 3.3 The Building of IEEAC-NIEA 4 Continuous Growth After 12 Sessions of ICE Competition 5 Favorable Development for Cross-Border E-commerce, and Building Competition for Innovation, Creativity, and Entrepreneurship 6 Talent Training Support Excites the Development of High-Quality E-commerce 6.1 Outstanding Results Made in Talent Training of E-commerce in China 6.2 ICE Competition Promotes the Innovation of Industry-University-Research Cooperation 7 Conclusion