????部署替代推廣戰略

????有些在線零售商希望消費者在想到上亞馬遜搜索產品前，能夠先把自己直接置于消費者眼前。比如像One Kings Lane和The Clymb這種“限時搶購”公司每天都會通過電子郵件向顧客發送一系列限時搶購的產品信息，價格非常有吸引力。另外像Birch Box和Trunk Club等公司還采取了訂閱模式，向用戶發送一份經過高度篩選的產品清單，一般是每月發送一次。

????利用獨特的優勢

????和亞馬遜相比，實體店由于房租、員工、存貨成本等原因而存在一定的先天劣勢。不過有不少線下商家正在試圖化劣勢為優勢，充分利用當地的門店網絡。比如沃爾瑪（Wal-Mart）就允許顧客在上網下單的當天就近前往當地門店領取網購的商品。去年的假日季中，沃爾瑪在美國數個城市試點推出了本地門店網上訂單的當日遞送業務。這兩種辦法都利用了沃爾瑪巨大的庫存優勢和無所不在的地緣優勢。而且沃爾瑪還創造性地嘗試把它的本地當日遞送業務采取眾包的方式包給沃爾瑪的顧客，替沃爾瑪送貨的顧客會在購物時獲得相應的折扣作為回報。

????家居用品零售商Williams-Sonoma也已經利用它的實體店和產品目錄構建起了自己的在線業務。他們之所以愿意建立電商平臺來自己與自己競爭，原因是因為他們相信，如果他們自己不做，就會有別人來做。現在這家公司40%以上的營收入都是來自在線渠道。

????顯然電子商務與實體零售相比存在著高度的競爭優勢，而且電子商務無疑還會繼續增長。因此，更值得考慮的問題是，其他電商企業應該如何與亞馬遜進行競爭。

????亞馬遜的規模優勢可以說無懈可擊，因此今后它仍然能夠繼續在價格和快遞服務上重創其它電商。如果有企業想在與亞馬遜的競爭中獲得成功，就必須采用一些不同的戰略。就像卡修斯?克萊（也就是后來大名鼎鼎的拳王阿里）在大戰重量級拳王索尼?利斯頓之前所說的那樣，他們須得“舞動如蝴蝶，蜇人如蜜峰”。

????本文作者是安德里森?霍洛維茨基金的合伙人，也是AirBnB、Belly、Fab、Circle、Crowdtilt、Lookout、Pinterest、Wealthfront和Zoosk等公司的董事會成員。他在加盟霍洛維茨基金之前曾任OpenTable公司的總裁兼CEO，并于2009年帶領這家公司上市。在此之前，他曾任貝寶總裁，并曾任eBay北美高級副總裁兼總經理。（財富中文網）

????譯者：樸成奎????

????Deploy alternative distribution strategies

????A number of online retailers are trying to put themselves directly in front of consumers before they think to consider searching for a product on Amazon. "Flash sales" companies like One Kings Lane and The Clymb send daily emails that display an assortment of goods at attractive prices. Other companies like Birch Box or Trunk Club use a subscription model that sends you a highly curated selection of products, typically on a monthly basis.

????Leverage unique advantages

????Compared to Amazon, brick and mortar retailers are at a disadvantage because of their higher real estate, labor, and inventory costs. But a number of merchants are trying to flip this disadvantage on its head and put their network of local stores to use. Wal-Mart has allowed consumers to pick up online orders at their local store on the day it was ordered. Last holiday season, the retail giant launched a test of same-day delivery for online orders from its stores in a number of cities. Both take advantage of Wal-Mart's massive inventory in geographically spread out locations. And in a creative twist, the company is considering crowdsourcing its local, same-day delivery to Wal-Mart (WMT) customers, who would receive discounts on their shopping bill in exchange for their efforts.

????Alternatively, Williams-Sonoma has used both its store locations and catalogs to build its online business. They have been willing to cannibalize themselves, believing that someone else will do it if they don't. Over 40% of its revenue now comes through the online channel.

????It's clear that e-commerce is highly advantaged vis-à-vis offline retail and will continue to grow. The more relevant question to consider is how e-commerce companies will compete with Amazon.

????Amazon will always be able to pummel other e-tailers on price and probably on shipping as their scale advantages are virtually unassailable. Companies that hope to compete with Amazon successfully have to adopt different tactics. As when Cassius Clay (now Muhammad Ali) prepared to fight heavyweight champion Sonny Liston, they're going to have to "float like a butterfly, sting like a bee."

????Jeff Jordan is a partner at Andreessen Horowitz and is on the boards of AirBnB, Belly, Fab, Circle, Crowdtilt, Lookout and Pinterest, as well as Wealthfront and Zoosk. Prior to a16z, Jeff was president and CEO of OpenTable, which he took public in 2009. Before OpenTable, Jeff was president of PayPal, and he was previously the SVP and general manager of eBay North America.