The article's core argument is: the essence doesn't need to change, but tools and efficiency must keep up—just as the essence of live streaming is a TV channel, and Uber's essence is calling a ride. What changes is efficiency and experience, not the service itself.
For traders, several practical transformation directions are worth considering:
First, move from a single window to an integrated service provider—systematize the ability to coordinate multiple factories and multiple product lines, so clients get results at lower cost than managing it themselves with equal or better outcomes. This is the most direct differentiation.
Second, establish market expertise—accumulate sufficiently deep knowledge about specific markets and industries so clients come to you when they need judgment, not just when they need to place orders.
Third, digitize your processes—quotations, POs, tracking, communication records all have systems for reference, rather than relying on email and memory. This stabilizes service quality and lets clients feel the difference in professionalism. Centralize your current quotation, PO, and shipping processes so every sent document has version control, and when clients make changes you can directly compare them. This approach itself demonstrates your rigor to clients.
Fourth, actively develop new customer channels—you can't rely solely on existing relationships. Make new potential buyers able to find you and understand what you offer.