New business segments emphasize the word "new." In the editor's view, putting new wine in old bottles also counts as innovation. Take the recently concluded "Double Eleven" as an example. Before 2009, November 11 was just an ordinary day. In 2009, Alipay's transaction volume on "Double Eleven" was about 100 million yuan; in 2010, it grew to 936 million yuan; in 2011, it grew to 5.2 billion yuan; in 2012, Alipay's transaction volume achieved rapid growth, reaching 19.1 billion yuan; in 2013, the figure was rewritten as 35 billion yuan. "Double Eleven" is no longer a novelty, but how to continuously extend and innovate it is what matters most. Industry insiders say that the unprecedented spectacle of "Double Eleven" is a major test of the internet's social maturity, health, and sophistication. Rich goods, attractive prices, and reliable supporting services including transaction systems, bank payments, and logistics must all perform at maximum efficiency on that day. Back to the construction machinery industry: e-commerce is no longer unfamiliar to the construction machinery industry, and for construction machinery dealers, many enterprises are already on the path of trying it. But how to make e-commerce "innovative" and "profitable"? In this e-commerce era, how can dealers more effectively use online business opportunity information to save themselves? Many dealers deeply involved in it are probably still confused.

　　For the construction machinery industry, the first to enter e-commerce were complete machine enterprises. At that time, e-commerce applications were not yet fully developed, and the challenges, opportunities, and risks brought by this emerging productivity coexisted. Now, when e-commerce is mentioned again, many people think the overall situation is settled, but actually it is still early; this is only the first wave. The keywords of this wave are cheapness and convenience, and the effect is eliminating the psychological barriers to online shopping for hundreds of millions of people. The next wave of e-commerce will revolve around the mid-to-high-end market, online-offline interaction, and personalized experiences. The essence of business is: products, services, and marketing. At present, construction machinery dealers have also begun brand management, and tapping product benefits, innovating business models, and resisting and controlling risks are closely linked with brand awareness, recognition, and reputation. As Zhou Chijun, chairman of Hefei Xiangyuan, said, "business model" is the driving force for enterprises to climb step by step. As the construction machinery market continues to mature, competition will become increasingly fierce. At a time when enterprises are seeking differentiated development, building different business models will become the core of differentiation. At this point, actively exploring new e-commerce models and comprehensively improving operational performance, thereby leveraging the industry's greatest resource integration advantages, may be the only choice for dealers to achieve win-win results.

　　The development of e-commerce and mobile commerce has already brought tremendous changes to traditional sales models: from single-store direct sales to multi-channel models; from direct-to-consumer models to direct-to-channel-partner or service-provider models; from focusing on operations to focusing on distributor management, price control, consumer data management, marketing resource allocation, and product inventory depth; and from going it alone to integrating the ecosystem with one's own online and offline resources. With the network upgrades of 3G and 4G, as well as the accelerated development of new-generation information technologies and mobile hardware such as smartphones and tablet computers and their trends toward integration, intelligence, and cross-industry boundaries, the full arrival of the mobile internet era is being announced. This means that e-commerce sales are entering a stage of fragmented sales across the entire network, with data volumes soaring dramatically, bringing fundamental changes to the logic of business operations. Management within traditional enterprises and collaboration between enterprises are one-way and linear. But when data is generated in all directions and in real time, management within enterprises and collaboration between enterprises increasingly resemble the internet, requiring networked, concurrent, and real-time collaboration. Interaction and data collection between customers and manufacturers, between customers and customers, and between customers and service providers can all be achieved with zero distance and timeliness, enabling decisions that best meet customer needs and manufacturer interests. All of this is precisely the technical foundation for enterprises to achieve online-offline integration.

　　For construction machinery dealers, the most important thing in operating innovative e-commerce and mobile commerce is to overcome stagnant thinking while avoiding the blindness of "getting it done in one step." All innovation carries risks. The best approach is overall planning, step-by-step implementation, and promoting innovative e-commerce and mobile commerce from point to area and from the shallow to the deep.

　　The rapid popularization and development of e-commerce and the disruptive revolution brought by mobile e-commerce are not all crises for dealers. If dealers accurately identify their positioning and business models, it may well be an opportunity for a second major development of their careers. Agents and distributors should avoid the red ocean of low- and mid-end users, improve the comprehensive competitiveness of their teams and systems, and focus on mid-to-high-end user groups with strong demand for personalized solutions, service levels, and response speed. Every small market may contain big opportunities. Refine, deepen, specialize, and develop your own characteristics! Every business transformation has beneficiaries and those eliminated. For construction machinery dealers, actively embracing change is the only choice!