On 20 18, the author focuses on the agency operation of traditional commerce. I haven't made a long speech after "The Only Way for Traditional Pharmaceutical Commerce to Enter E-commerce-Agency Operation" and "Grasping the Three Stages of B2B Pharmaceutical E-commerce Development". However, after attending Hubei E-commerce Salon, I have some feelings, such as the vigorous development of pharmaceutical circulation e-commerce, the conscientious work of many friends in the pharmaceutical industry, and the question of how circulation e-commerce can go on. This article has been invited for a long time, and I didn't have time to sort it out until the Spring Festival. It is also the summary of my one-year medical e-commerce and the prospect of 20 19 medical circulation e-commerce.
At the beginning of 20 18, I set up a pharmaceutical e-commerce agency operation company (Paiyou Technology) with my friends with awe of pharmaceutical e-commerce and initial intention of pharmaceutical circulation e-commerce.
Friends who have been exposed to B2C are no strangers to the word "agency management", but few people in the circulation industry know it clearly. This is also a sentence that I often brainwashed with traditional business leaders this year. Of course, there are too many things in e-commerce technology that they don't need to be familiar with, so they feel that e-commerce is too far away from them.
And when you put it another way-"contracting the e-commerce department", they immediately realized. Then I will ask some explicit words: "can you achieve 5 million monthly sales in three months?" I have money and products are not a problem. "
Of course, people who can ask these questions have realized that if they don't act, they may be eliminated by the industry before being eliminated by the policy. Fortunately, among the three customers I serve, there is no rejection of e-commerce.
There are three types of my clients.
The first category is the municipal circulation enterprises with stable cash flow. Because it is cash flow, the annual sales volume is 200 million. The main types of customers are clinics and small pharmacies. Product types are mainly large circulation and small generic drugs.
The highlight of this enterprise lies in the strong business ability of the procurement staff, the end customers are all old customers, and the customer relationship in the region is relatively good. In fact, from the perspective of existing business, the company is not particularly eager to do e-commerce transactions. First, the customer base is well maintained and there is no hurry to open up markets outside the region. Second, the book cash flow of enterprises is stable and healthy, and the advantages of e-commerce cash transactions are not prominent. Third, the procurement channels are diverse and the products are relatively stable. But surprisingly, the top management decided to "touch the net", of course, without investing too much energy and money.
From the perspective of agency operation, trial and error with minimal risk is the advantage of e-commerce services. In short, the operating company invests manpower and the enterprise invests a small amount of money; Operating companies import resources and enterprises import products. When enterprises enter the field of medical e-commerce, the biggest risk is to recruit and be overjoyed.
On behalf of the operating company, the company put in a team to assist commercial companies to carry out e-commerce business, sort out the internal e-commerce processes of traditional enterprises (financial process, logistics distribution process and first data filing process), and conduct online business management (shelf management, order return, normal order review and activity management). The original purpose is to "measure money", measure the overall profit of e-commerce, measure the categories of goods suitable for online sales, measure whether the overall service system can support e-commerce transactions, measure what platform websites online business is suitable for, and measure whether existing business is suitable for e-commerce.
Although not all pharmaceutical circulation enterprises are suitable for e-commerce, it is gratifying that after the agency operation cooperation of 1 year, the e-commerce business of this enterprise has begun to take shape, and it has opened stores only through 1 e-commerce platform, with more than 100 new customers every month, sales of 300,000-500,000, and net profit reaching 2%, surpassing that of Hubei and Hubei.
The second type of enterprise, with annual sales of 400 million yuan, has a mixed customer base and covers the whole suburb. The boss is born in 1980s. He is quick to accept new things, has both courage and ability, and can actively embrace the Internet. Before he cooperated with me, he had opened stores on several A platform websites, with monthly sales of not less than 1.5 million. His confusion is that sales have gone up, but costs have increased.
We know that the expenses incurred by pharmaceutical commercial companies in online sales can be roughly divided into three parts: transportation expenses (express logistics expenses, material expenses), trading commissions (platform deposit, platform A trading commission) and platform activity fees. In addition, there are some arbitrary charges, such as the first qualification express fee, express insurance fee, return fee, damage fee, taxes and fees. I have calculated that it will take at least 4 points as long as online transactions are conducted and drainage activities are not carried out. This will inevitably lead to some goods being sold at a loss. Therefore, in the case of extensive operation, commercial companies are inevitably afraid to do preferential activities online because of the assessment restrictions of operating costs.
It is necessary to carry out drainage activities strategically under the condition of correctly accounting for cost categories. If there are not many varieties with their own advantages and the advantages of generic drugs are not great, in this case, online sales can be profitable without doing activities. For example, many platforms have online chat tools, such as pharmacists' help. Such a platform can generally track customers' browsing records, and such customers also need to make targeted visits together. For example, if a customer in Heilongjiang patronizes Juripu Zinc in a shopping mall many times at the end of the year, the e-commerce department can mainly promote products such as Juripu Zinc.
At the same time, in product inventory and price positioning. Online sales and offline * * * use an ERP inventory. When the online sales volume is less than the offline transaction volume, only priority delivery can be selected. In this way, once the form of locking inventory is not adopted, the normal inventory of online orders cannot be guaranteed. Even if the system is docked correctly, it will lead to a bad customer experience. Therefore, doing e-commerce is not a sales issue, but a decision-making issue. To be sure, high wool products need to be kept in normal inventory.
Solving the inventory problem is to optimize product pricing. In the 4P theory, price, channel, promotion and product are indispensable. Fortunately, there is evidence to carry out detailed operations, not blind pricing and online 2% pricing. I think the pricing here depends on the product. That is, what kind of products to buy first and then decide what price to order. Not all inventory is blindly online. There are different views on how to choose goods, so I don't need to go into details here. From the point of view of pricing, we need to do some detailed work. Compare the competitive price of the platform with the actual situation, and don't follow the traditional pricing strategy in the region.
For example, the lowest price of Baixintong (nifedipine controlled-release tablets 30mg*7) is 32.8 yuan, and the penultimate price is 33 yuan/box and 33. 1 yuan/box, so the inventory is sufficient. Our bottom price is 28 yuan/box, and we don't participate in promotion. The pricing space is above 28+X yuan/box (excluding tax). This is the basis of pricing. On this basis, it is also necessary to consider whether the goods are in short supply, seasonal, commonly used and replaceable.
The third category is enterprises with regional resources and 90% share. The enterprise has 12000 kinds of commodity inventory, hospital distribution resources and state holding, with annual sales of 10 billion and net sales of 700 million. The company has set up its own e-commerce department, with a maximum of 8 people. For half a year, due to various reasons, the scale of e-commerce transactions could not be improved and remained within1.50,000/month. At the same time, because the profit of e-commerce sales is not enough to support the cost of the department, the number of people in the e-commerce department has been reduced to three. In fact, the problem they encounter in e-commerce is the problem of low efficiency and low stickiness of member procurement.
The problem of efficiency is solved by sending tools to a circle of friends. Entering multiple platforms leads to confusion in the statistical processing of orders and inventory. Some enterprises have to increase manpower to fill the problem of large-scale order invoicing. But in this way, it is like drinking poison to quench thirst, which increases a lot of labor costs and reduces profits. Take the corresponding work, get through the order of platform A and internal erp, from the first registration of new users, to order generation, to order entry and order delivery, one-click solution. Hubei Qiyuan, Qian Ruiming and other enterprises also operate in this way.
At the same time, in the process of commodity pricing, we will encounter the problem of pricing choice of goods for sale. There are 12000 kinds of goods, and there are 8000 kinds of goods that can be sold. If small commercial companies manually compare the prices of competing products on different A platforms, it will definitely cost a lot of manpower. Paiyou also encountered such problems in the actual operation process. Now we are developing a data analysis tool for different platforms, which can capture the price of competing products by matching commodity codes and judge whether to participate in promotion. In this way, an analytical EXCEL is formed, and operators and commodity personnel can realize timely pricing.
To sum it up. This year's agency operation has indeed encountered a lot of miscellaneous things, and pharmaceutical circulation e-commerce is no longer a simple judgment of doing or not doing. The new network channel is a necessary choice for any enterprise. In Puning, Guangdong, Wuhan, Hubei and Chengdu, Sichuan, the first batch of "new pharmaceutical circulation enterprises" have appeared. They seize the opportunity, change the simple buying and selling transactions that rely on Internet channels, join the concepts of capital flow and volume-for-price, get a large number of effective terminals with the fastest capital turnover speed, and "show their muscles" to industrial enterprises, thus gaining more industrial support.
At the end of 20 18, I participated in a sharing salon of pharmaceutical circulation e-commerce held in Hubei. Originally, there were 120 people in the venue that accommodated 50 people. I was deeply impressed by the enthusiasm of the participants. There are so many enterprises that do well in Hubei pharmaceutical circulation e-commerce, and there are more enterprises that want to do and are doing e-commerce layout.
A long time ago, I saw the game of burning money on individual medical e-commerce platforms. The real value of the platform fell below the terminal, commercial services were not reflected, and industrial promotion policies were still blocked. Now I have come out of the confusion. Through the practice of 1 year, I have come to a conclusion that deep agency operation can empower the real value of e-commerce to the whole industry.
20 18 pharmaceutical circulation e-commerce is on the rise, and many brand industries pay more and more attention to the sales and maintenance of online brands; Different A platforms are seeking to increase the quota to increase profits; More and more commercial circulation enterprises participate in the construction of e-commerce channels; The terminal also gradually develops the habit of online purchase and replenishment.
In the process of visiting Fujian commercial companies, an obvious case. A good medicine sold online, such as Xiaoer Xiaoji Oral Liquid (Lunan 10ml* 10), is not widely sold offline in Fujian, and the products are not controlled in the first place. However, when online sales soared in May, the sales areas were concentrated in Jiangsu and Shandong. After complaints from local agents, manufacturers began to control sales, resulting in online sales being banned. Similarly, there are products such as Youlipu zinc. At the end of the year, the products with strong strength in treating gastric acid gastritis were purchased and stocked in Northeast China, and there was a regional shortage. Therefore, the terminal found such products in Fujian through the platform, so the manufacturers also implemented sales control restrictions. There are too many such varieties.
On the one hand, industrial enterprises have more and more strict control over online sales of goods. On the other hand, some industries try to sell new products online. Amdo Huier antibacterial gel is a product aimed at female private parts. From the customer base locking and industry characteristics of the product, there is great room for growth. Dealers hope to take "brand building+online sales" as a way of initial market development. As far as brand building is concerned, new media (WeChat official account+micro-video) is introduced for online education and accurate crowd positioning. In the aspect of sales channel construction, B2C+B2B*** is adopted to build an online channel strategy for individual sales and distributors. This is a case in which traditional industrial enterprises tried to make brands with Internet thinking earlier. Of course, few people in traditional industrial enterprises can do such cross-border work. In this process, industrial brands have played a role in integrating resources. Of course, the effect is also very good.
In fact, as early as a few years ago, when B2C was in full swing, some industrial brands (Yiling and Tonghua Jinma) also had in-depth cooperation with Kang Aiduo and Jianke. com。 Only the all-round integration of B2C, B2B, new media and Internet hospitals began on 20 18.
Let's look forward to such a scenario: the target patient is sick, searching for relevant disease information on the Internet, and understanding and sharing the patient's situation; At the same time, consult professional doctors in Internet hospitals; Next, the doctor understands the condition, recommends some over-the-counter drugs or devices, and instructs patients how to use them and how to get the goods from the designated pharmacy clinic; Patients purchase goods through B2C channel or offline 020 channel; At the same time, the drug distribution and channel construction of B2B channel will be completed ahead of schedule. In this way, a small closed loop of new drug retail is completed.
The new retail layout led by industrial brands is a new change of 20 19, and pharmaceutical brand enterprises can no longer ignore the importance of e-commerce.
In 20 19, the circulation business is more concerned with increment and profit improvement. Therefore, we should get rid of the extensive online operation mode and turn to refined operation. This has been mentioned many times in the last part. Some businesses locate new circulation businesses, some businesses insist on traditional internet sales, and some businesses with resources and strength are more in the whole industry chain layout.
No matter what kind of change, it is not the previous extensive thinking. It is no longer enough to regard e-commerce as a tool and a new channel. It is more rational to integrate the Internet with its own characteristics. Hubei Zhongze Business only wholesales new special drugs and prescription drugs from its own perspective; On the basis of the existing sales network, Chengda Bai Ou added 26,000 kinds of products, developed terminal SAAS tools to lay out the industrial chain, and Shanyi people locked in high-margin OEM products for in-depth marketing control.
In 20 19, pure a platform and pure b business have been diluted day by day. In other words, the platform thinking has the change of regional self-operated shopping malls, and good businesses have the thinking of making virtual platforms.
Platforms such as Pharmacist Gang and 1 Pharmacy City focus on supporting commercial companies with high transaction volume and high terminal activity, and take the form of acquisition, shareholding and merger to participate in the in-depth service construction of the platform, strengthen the controllability of terminals and commodities, and then realize profit growth and sustainable development. Commercial companies that have done well have tasted the sweetness of online trading, seen the value of capital flow to traditional enterprises, and turned to seek cross-regional business alliances to achieve unified management, product inventory enjoyment and controllable commodity profits from the perspective of tools.
It is also suitable for "rationality" to look at pharmaceutical circulation e-commerce from the perspective of pharmaceutical A platform operators. In 20 18, there were two major financing in the industry, one was Ling Gang group's American IPO, the other was 420 million RMB series C financing and 654.38+33 million USD series D financing. As a tripartite platform, the amount of D-round financing reflects the attitude of the market and capital towards the A-platform model. In my opinion, financing is not excessive.
At present, there is no unicorn in the circulation e-commerce industry, which is closely related to the unclear profit model, and the influencing factors of the profit model are related to the platform scale and industrial base. In China110 billion pharmaceutical market, 30% are sold outside the hospital and 70% are in the hospital.
In other words, 300 billion yuan is in the circulation market, and the market penetration rate of 33% in developed countries is the average level of pharmaceutical e-commerce. Therefore, in the future, the e-commerce market of pharmaceutical circulation in China will be about 654.38+000 billion. If the average profit rate is 1.5%, the overall circulation market will generate1500 million profit every year. The medical platform A mentioned here still focuses on the sales of generic drugs.
There is still one trillion yuan in the field of big health, which belongs to the market of health care products, equipment and daily necessities. I believe that in 20 19, there will be some platforms as the main products of this differentiation. I have to talk about Kang's health. Founded in 2005, it has a prescription drug business foundation of more than 65,438+03 years. Its business scope has extended from the initial in-hospital prescription drug market to the out-of-hospital and 2C market today, and its model has also expanded from drug B2B to an integrated supply chain system with disease as the core, DTP+CDC combination, 2B+2C combination and online+offline combination, expanding "medical treatment+disease+drug+"
Pure land grabbing does not mean that the terminal is sticky, and business profit is an unavoidable law. On the one hand, platform enterprises in the form of price comparison have the value of existence, and differentiated category platforms also have a strong impact. I hope that in the near future, there will be a 100 billion-level medical e-commerce unicorn.
In the past two years, the word "empowerment" has often appeared in major Internet forums. In my opinion, only from the perspective of industrial chain can we give more value. In other words, empowerment, on the one hand, is the upgrading of breadth. For example, in the process of buying and selling, one party turns the main attribute of the product into a necessary attribute and the product into a service, thus turning the original behavior into multi-frequency, high-value and irreplaceable. On the other hand, empowerment is a deep value reconstruction. Platform A not only builds a trading environment, but also matches the transactions between commercial companies and terminals, and adds SAAS services to make the transactions more convenient, smooth and economical. Increase supply chain financial products and services to make funds more efficient.
In the process of empowerment, taking the A certificate platform as an example, we pay more attention to the role of big data, which is also the real value of the platform. Massive order data can be used to analyze the sales ranking of goods (by common name, brand name, regional sales ranking, etc.). ). If these data are developed, they can be used by buyers to optimize product structure, prepare goods in advance and reduce commodity prices, and can also be used by commercial companies for reasonable pricing and inventory.
In fact, it is obvious that empowerment is to rationally optimize some links or the whole chain on the basis of the industrial chain. Deep empowerment is to promote the healthy development of the industrial chain.
Unfortunately, due to the pressure of survival, some platforms do not open data, so there is no professional data analysis team to analyze business data. There are also several platforms that are both athletes and referees. The sales staff of some commercial companies gave feedback and settled in some platform malls. After the goods are sold normally for a period of time, some hot-selling high-wool goods cannot be sold. The reason is that on the one hand, the platform consciously controls the traffic entrance of the mall; On the other hand, high-profit goods have no advantage. Because other commercial competitive companies and platforms have consciously obtained products with more price advantages through other means.
Similarly, the industry needs to play an empowering role in the entire medical e-commerce link. In particular, some functional industries and CSO teams that specialize in products, their previous energy was in the hospital, maintaining the doctor's customer situation. With the change of relevant policies and the new opening of internet sales channels, it is necessary to re-examine the market. The practice of some industries is to open up brand areas with the help of internet hospitals, and the industry directly begins professional patient education. If patients need drugs and big health services, they will be guided by doctors to offline channels or O2O direct distribution. This not only provides convenience for terminal drainage, but also provides convenience for patients.
It can be seen that empowerment is not an empty talk, empowerment is the linkage of the industrial chain, and empowerment is a deeper and more professional service.
After 20 18, if pharmaceutical circulation e-commerce wants to have a stronger sense of belonging to terminals, commercial companies and brand industries, it needs to embrace the 2030 strategy with a greater mind and actively respond to market changes brought about by the 4+7 policy, prescription outflow and consistency evaluation.
In the past 1 year, the author has seen various changes in the pharmaceutical market, and combined with the relevant medical and pharmaceutical policies, it is analyzed that the pharmaceutical circulation e-commerce may have the following trends in 20 19 years.
1. Connect upstream and downstream with healthy business data.
Healthy data needs a foundation, which requires massive end-user data, supplier data, commodity data and transaction order data. "Health" here means that the data is true and complete, which can record the transactions of the whole industry. Not the fake data of the platform.
From the perspective of industry attitude, platform-based enterprises need to establish responsibility and responsibility. I have always advocated that the platform should open some data. Of course, business data is also private, such as the transaction data, variety structure and variety quantity of a certain merchant. By the way, from the perspective of agency operation, commercial companies can accept and pay for the finished data of the platform. Data can provide effective settings for new and old member policies for member management; Through data analysis, judge how to obtain new products and how to price them reasonably. It can also provide direct support to operators when planning or carrying out platform activities.
In my opinion, any real data is valuable. When many commercial circulation companies do e-commerce, there is no shortage of data. What they lack are tools and ideas for analyzing data.
The value of data is multidimensional, but the premise is to compare it in a unified environment. For example, the sales data of medical platform A can only represent the online nationwide sales situation, not a small scale. The inconsistency between online and offline buying habits and users leads to the difference in sales data. Under the impact of internet sales, it is meaningless for commercial companies to use regional sales rankings to locate how much online channel sales can sell.
Similarly, the sales ranking of goods in the platform needs to refer to the sales differences of different platforms, sales differences in different regions, seasonal drugs, bidding prices of different drugs and so on. Most importantly, this requires operators to constantly analyze the data and make pre-judgment of purchase.
At present, the strategic focus of medical platforms is on layout, which leads to the lack of analysis tools like B2C platforms (Taobao, Tmall and JD.COM). COM)。 In an immature platform, huge workload can only be completed by commodity data analysts.
In addition, SAAS software can help terminals manage inventory scientifically, reduce procurement risks and improve procurement efficiency. However, due to the confidentiality of terminal data, its function is far from being explored. From the perspective of industry, there is no shortage of tools and channels to collect commodity data. With the change of policies and the choice of marketing ideas, manufacturers will get more real data to guide commodity pricing and sales tasks.
2. Empower the terminal with a big health product sales solution.
At first glance, many people may think that it is to export products and projects. In fact, this practice is the practice of civil society organizations, companies and institutions. However, several other platforms have emerged quietly, one is OEM Mall, the other is DTP Mall, the third is non-drug Mall, and the fourth is specialist Mall. In a certain sense, these categories have got rid of the platform model of simple price comparison. On the basis of ensuring the interests of the terminal, they use services to drive procurement, and the mall is only a tool for exporting products. The bigger difference is that online sales are driven by professional services.
If in the equipment mall, the mall will output a set of replicable home medical equipment sales service scheme for customer drainage, customer unit price improvement and customer education to solve the worries of terminal sales, then the terminal will be firmly locked. A terminal purchased a complete set of household equipment on the platform. When it reaches a certain amount, the platform chamber of commerce will send a small team in the local area to assist the education of the clerk and the display of goods in the special area. At the same time, in the sales stage, relevant service personnel will guide individual users to use and sell other products in association; The platform will also help solve the problem when the equipment is recovered and repaired in the later stage. This service has driven the sales of shopping malls and achieved a win-win situation for many parties.
In addition, when a category is locked, other affiliated varieties will eventually be purchased in the mall. In other words, as the main profit point of the platform in the future, it may be a service platform for multiple professional product solutions. And such a large health care product sales plan is also needed by chain enterprises and terminals.
20 18, "internet hospital" is undoubtedly one of the hot words in the medical circle. From the policy point of view, "Internet+medical health" has finally settled, and a lot of policy support and encouragement have been introduced. Platform-based websites have the ability and need to build their own Internet hospital platform, and the role of Internet hospitals in the whole industrial chain is undoubtedly very important.
First of all, it is beneficial to the drug drainage service between the terminal and the individual. Individuals consult questions through internet hospitals, and doctors guide them to pharmacies to buy medicines. So as to complete simple medical consultation and medication service. Although this part seems to have nothing to do with B2B transactions, it can actually be regarded as a value-added service provided by the platform for terminals. Secondly, for diseases related to chronic diseases, the category sales of terminal chronic diseases can be increased through the drainage of Internet hospitals. Increase the sales of pharmacies. Thirdly, Internet hospitals actually build a "doctor+pharmacist" service system for small chain pharmacies and single pharmacies. Finally, customer education and clerk education of new products can be completed through internet hospitals. As long as industrial brands give Internet hospitals enough support, their new products can be exported to pharmacies through B2B Mall, and then sold to individuals through pharmacies.
There are two factors to make such a judgment.
1. The survival way of platform-based websites: doing business, controlling goods and increasing commissions.
In 20 18, although many platforms have emerged and some enterprises want to make platforms, the market is still in the Spring and Autumn Period and the Warring States Period. First, no platform has more than half of its terminals. Terminals here include pharmacies, clinics and health centers. Second, no platform has an overall sales market share of more than 60%. Third, there is no mature business model in the industry. Overall, the oligopoly phenomenon of medical e-commerce platform has not yet appeared.
Look at Company A on Platform 20 18, and Pharmacist Banghe 1 City. Relying on the scale advantage, they have acquired and participated in a number of commercial companies. In this way, I hope to realize the assembly line with products. In fact, as early as 20 16, Yaoduan. com also tried its own business in Chengdu. The purpose of this is understandable to everyone. Relying on big data to mine high-value goods to realize realization, and then realize the positive flow of funds, self-hematopoiesis, and get rid of the embarrassment of simple capital investment, which can not only focus on supporting core business, but also support a large number of people.
But it is risky to do so. Selling goods on the platform will lose the fairness of platform-based enterprises, both as players and referees. Many commercial companies have complained, because the hot-selling goods of commercial companies on the platform will be poached by the platform if they change hands.
In addition, commercial companies complain about the increase in commissions. Some platforms charge commercial companies a commission of 1% in addition to the deposit and annual fee, and a commission of 3% in other provinces. Although the platform charges are justified, because the platform pays for the system, builds a trading platform, and the promotion team helps promote it. But now commercial companies are basically unable to make money trading on the platform. The previous article has already talked about this profit problem. Therefore, commercial companies are also actively responding to this change.
2. Traditional commercial companies have been upgraded to new pharmaceutical e-commerce commercial companies.
Commercial companies that distribute generic drugs enter the field of e-commerce, and profits are difficult to control. Of course, in the e-commerce sales environment, new pharmaceutical commercial companies have different highlights from traditional commercial operations.
To put it simply, this is no longer the difference between a merchant and a merchant. New pharmaceutical commercial companies quickly realize the accumulation of effective users and the rapid flow of funds through e-commerce channels and means. The purpose is to obtain long-term business value promotion and enterprise valuation promotion.
From the perspective of sales channels, the new pharmaceutical commercial company will try to cooperate with several A platforms, and finally form a stable platform cooperation relationship of 1-3. Although they don't value the net profit of every e-commerce order, they will lose and win, but in order to control risks, many new pharmaceutical commercial companies have begun to establish stable shopping malls that can control their own sales channels. From the perspective of drug online trading policy, there are no obstacles, but from the perspective of healthy operation, the new pharmaceutical commercial companies are still slightly inexperienced.
Judging from the changes in the overall market, I chatted with the bosses of some new pharmaceutical commercial companies, and they were very interested in the attempt of commercial companies to use "B certificate" as "A certificate". In the original words of a boss, "My brothers have set up companies in other provinces and used my mall to sell their stocks."
I don't know the operability of this operation for the time being. Is there any violation of local policies? This idea of taking "B card" as "A card" is in line with the Internet thinking.
What is worth determining is that the circulation market of 20 19 medical e-commerce is still "Spring and Autumn Period and Warring States Period". Perhaps there are still many places in the field of medical e-commerce that we can't see through. But ideologically, the "Spring and Autumn Period and Warring States Period" was the period when many thoughts broke out. Sticking to the rules will make traditional business more and more difficult to do, and peeping at the leopard will lead medical e-commerce into a dead end. If an article is used to fully explain how to get to the medical circulation e-commerce, it will definitely be incomplete, and even a bit of a part. From the perspective of learning from each other and exchanging needed goods, I personally hope to build an exchange platform on 20 19, so that partners who are interested in joining the pharmaceutical circulation e-commerce business can exchange and learn.
So, forget it, do it.