In-house adjustments are under way in Nanjing, and traders are also keeping with the earthquake.

In the east of Nanjing, there was another major earthquake in personnel, with the second being easy. On 11 May, Gindong announced that the current company, CFO, would replace Xue as CEO and report back to Liu. For more than a decade, Xue has served in a number of positions, including in the east of Nanjing, in the CMO system, in the east retail and in the Gindong group. Previously, in April 2022, Xure was promoted as EngCEO, and now one year later, it was announced that he would retire. The new top CEO was joined in Gwk in July 2018 to assist Gwk in completing a series of acquisitions, reorganizations and market openings. She did not, however, have the experience of the company’s first line of business, after which she was an audit partner of PricewaterhouseCoopers. This has been read as a step-by-step assignment by Xue, backed by Liu. The real thoughts of Gink were not known, but since late last year, Liu was indeed active and a series of internal adjustments took place. The most stagnant of these calls for “low-price strategies” and a full-scale price war. In March 2023, the Gwkwon line was “billion subsidy”. Immediately thereafter, in April, Gindong announced the opening of a self-employed shop and a POP shop (all known as the Platform Open Plan, which refers to third-party vendors on the east of Nanjing). Liu Strong also stressed that self-employed and POP shops “who can afford low prices and give some weight to the flow”. The reason behind was speculation that, since 2022, the hard core business of Gink had declined rapidly, and that it was not ideal for the downside market, and that Liu was not satisfied with the current operations of Ginkw. However, as the larger environment changed, it might be the intention of the Gink to move back through low-cost tactics. In recent years, strong Liu has repeatedly referred to “the quality route, which has lost the trust of users over the past few years”, and has repeatedly stressed the need to return to the heart of retailing and to recapture prices. The low-price strategy of Gink has been pursued for some time now, but, in the view of some businessmen, practitioners and analysts, the core users of Gink are not in themselves price-sensitive users, and the lower prices can bring the flow, which is not necessarily established on Gindong. Since then, there has been a greater lack of motivation on the part of traders to lower prices. This is also contrary to the consistent moderation of Gink in cases where the quality and service of the product are discounted as a result of lower prices. Can Gink make a low price and trick its own life? “either the price nor the warehouse”, businessmen have shattered the past few months, internal adjustments are taking place in Nanjing and traders have followed the earthquake. Lee ice is a businessman in the home area, and her brand has a self-employed shop and a flagship shop on the east of Nanjing for more than a decade. In the case of self-employed shops, goods need to be transported first to a warehouse in the east of Nanjing and to be shipped from the east of Nanjing. Lee recounted that “we have lost less good prices in the last two months, and more than 200,000 dollars worth each month’s warehouse have been vacated, a situation that has been very rare in the past. We either increase sales or accept commodity retreats.” She also found that it was now more difficult to adopt a new commodity examination from a self-employed shop on the grounds of high prices, and that the distributor would even follow directly with her that the same commodity was priced on other platforms of suppliers and that they would be reduced. The first time, when Xanung introduced 100 billion subsidies, Lee ice noted that participation in 100 billions of subsidies required price reduction, “the system had an automatic track of prices, as long as the product was put on board, automatically followed up with other electric platforms”. As prices are too low, the ice option is not involved in billions of subsidy activities. This series of operations of the platform has led to the very collapse of Lee. Because of their self-employed shops, the platform has a 25 per cent cap on their commodities (Māori protection, which can be understood as a withholding point) and a national flat price for branding, which has reduced the rate of Māori from the camp to 8-10 per cent. This is also aimed at the moderation of the Kinkong platform, where Lee has chosen high-quality, slightly more profitable products, or has customized self-employed loans to maintain the normal functioning of the shop. “The time has come for us to price the same products as other platforms, and there is only a shortfall of money.” More than self-employed shops, the POP shop operated by Lee is also affected by the latest adjustments in Nanjing. Under the new regulations, traders are not required to pay $12,000 per year for services that are converted to a transaction fee of 0.6 per cent. This initiative is friendly for small businesses with low sales, but Lee’s ice stores are much more than 2 million per year, and if they are charged at 0.6 per cent, expenditure will be far greater than the previous 1.2 million, she has a rough estimate of at least three times the cost of services. Beyond this, the platform’s adjustment is almost good for business like Lee. “I feel that the low-priced strategy is not consistent with the Chinese- and middle-end customers, whose products are of good quality and service, and that the platform suddenly leaves us with other conditions and prices at the lowest prices for other platforms, which we certainly lose.” Lee ice revealed that she was recently in a state of prestige and that she had not continued to apply for garage for products that had been vacated by the self-employed and that she intended to look first at the way forward in Nanjing. Small and medium-sized POPs traders are also not interested in the practice of Gink. The clock was a food dealer and a POP shop was opened on the east of Nanjing, where the brand was not significant and he did not apply for a self-employed shop. This is due to the fact that the categories he operates require a certain amount of time for the preservation period, that self-employment is sacrificed at the expense of small profit spaces, that the goods must be brought into the vanguard warehouse, that the warehouses themselves are expensive, and that, if sold, they will be able to return the goods to their warehouses and, if they have expired, to spend their destruction. Moreover, even if the self-employed are able to give a certain amount of sales, it is not necessarily owned by the merchant to achieve the desired effect. The ceremonies recall a peer-to-peer sharing, a well-known beverage brand, introduced a new product of five yuan at a selling price, but was taken out on a self-contained camp in Nanjing, where the user could receive the beverages with a single yuan renminbi, where the branding of new products with high expectations was low, it was more difficult to sell elsewhere, the branding went to question the distributor, and the other side said that it was “owed to you”. This leads the brand to the view that there is no initiative on the part of business. This time, hundreds of millions of subsidies were not involved. “I am a businessman, the platform wants to compete with his peers, even if the users are lost, and I do not want to buy bills for what the platform fears. It is difficult for our businessmen to make significant changes to the platform.