O2O Incomplete "Evolution" Brand Enterprise Pformation "Determination" Inadequate

Less than p years ago, when I was in the service of a large chain retail group enterprise, I once set up the project of establishing the community convenience service network system. I hope that enterprises will use the community convenience stores that are everywhere in the city, start from the two fronts online and offline, set up online or telephone ordering for the community residents during work, choose the convenience store system of the convenience store near the neighborhood, and pick up the goods on the spot.

At that time, there was no O2O concept.

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P > the rise of O2O in the last two years, especially the improvement of the "last mile" logistics environment and the rise of mobile payments bring new opportunities to this idea.

After observing and studying the O2O practice of some online and offline enterprises, the author found that the whole industry O2O is still at the stage of "small rise", and there is still a considerable distance from the big competition that participates in the full competition market.

Whether BAT or other Internet companies or traditional retailers, O2O has gradually emerged some pressure and problems at the strategic level and tactical level.

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< p > for BAT (Baidu, Alibaba, Tencent) and other large online platforms, different platforms have different genes, and they also face different strategic choices in the implementation of O2O.

From the current situation of BAT's three major platforms and O2O actions, the author uses anthropomorphic sketches to portray them as follows: < /p >

< p > Baidu now relies mainly on search entry to pform traffic into advertising and entertainment revenue.

In BAT three, Baidu is more like a "cultural man".

It is facing three major pressures: the effective pformation of traffic from PC to mobile; effective conversion from text search to LBS and audio services; effective collaboration from mass service to enterprise service; it hopes to achieve effective integration after diversification through horizontal mergers and acquisitions, but the practice in O2O is only in a hazy state, floating in the cloud.

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< p > the foreseeable future is that the space Baidu can display is to rely on technology integration and big data integration to provide the synergy effect of mass Oriented Innovation and value-added services. But for the O2O business that people are talking about now, Baidu may go further and further away.

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< p > Alibaba still relies heavily on the accumulated resources of Taobao and Tmall's e-commerce providers, and continues to carry out traffic distribution and paction pformation.

In BAT three, Ali has a natural "businessman" trait.

But Ali is also facing difficulties: Taobao's growth dividend gradually deplete; Tmall's sports marketing driven trading growth has shown weakness, many businessmen on the platform paction costs continue to rise and effective returns may calm down judgment will directly lead to the growth of GMV in the future.

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< p > in addition, the massive acquisition of mass life service enterprises inevitably encounter the pressure of internal resource integration and a large number of intangible and visible hedges. Especially in the operation of O2O, there is a constant conflict of interest sharing under the line. There is a lot of trouble between the various entities of the line and the interface of the information system, and the cultivation of mass consumption habits.

Although Ali hopes to build himself into an infinitely close to trading and consumer in the future, he will make use of big data service giant, but reality and dream are a bit far away.

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< p > Tencent has become the most close to the masses of users by WeChat. However, the gene of "a href=" http://www.91se91.com/ "WeChat" /a is still an exchange and communication tool, so its revenue source is more dependent on advertising and games.

In BAT three, Tencent has a natural "media man" gene.

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< p > from the recent Tencent action, it is eager to turn to the innovative resources and innovative service providers for mass consumption.

And the biggest pressure it faces is how to pform the daily consumption demand of hundreds of millions of information gamers into their own income. Therefore, Tencent is constantly creating a mass consumer service atmosphere through its own micro innovation through merger and acquisition service tools enterprises.

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< p > similar to Alibaba, Tencent is conducting trial cooperation with O2O in different industries. From the perspective of Tencent's business service based on WeChat, its approach to business and services seems to want to build itself into a WeChat business service provider in different industries. However, due to the natural defects of "micro", it can not provide solutions for enterprise service users with replication capability and coverage capability, and it is more difficult to meet the needs of commercial and manufacturing enterprises in the overall and classified display and promotion.

If you want to form a closed loop paction through service numbers and WeChat payment only, it will be unrealistic to open up the O2O paction channel and really support the scale trading needs of the enterprise. WeChat has a considerable distance from fully satisfying the needs of consumers in multi category, diversification and multi location purchase.

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< p > < strong > determination and realm decide a href= "http://www.91se91.com/" > O2O < /a > go far away < /strong > /p >

< p > like the large chain retailers that I have served before, big RT, Suning, Yintai and Wanda all have to touch the net, but there are few successful cases. What is the reason? < /p >

< p > I always believe that tradition does not mean backwardness. Traditional retail enterprises are more qualified than other types of sales enterprises to do well in O2O.

Because they have adhered to the current round of business competition and elimination, they have solid commodity, logistics operation capabilities, supplier management capabilities, and sales promotion capabilities based on physical store sales.

Some enterprises also have many years of information system development and management experience and team. These advantages are never obtained quickly by recruiting international technology teams and recruiting a group of Internet cattle. The industry threshold can only be cast through experience accumulation and time accumulation.

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At present, O2O is still in the stage of consumer habits, consumer groups, consumer credit and consumption locations. The layout of traditional retailers' outlets has just become the biggest O2O dependence of P.

This is why Ali and Tencent spared no effort to cooperate with all kinds of entities.

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< p > I believe that the core reason why such enterprises have not yet made obvious breakthroughs in O2O is whether the decision-making level has enough determination and two entrepreneurial mindset to start and support O2O.

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< p > chain retailers' management levels are being plagued by all kinds of daily operational indicators, store operating pressure, purchasing pressure, sales pressure, consumer complaints, open shop investment, logistics system operation and so on. They can not be distracted from the O2O mode of operation and are not willing to break through the existing situation to face new challenges.

Although the decision-making level has the pressure of pformation and innovation, even for managers, even if they want to make a breakthrough, they will be overwhelmed by various jobs and internal relations, and will not have the will to break the traditional situation of the enterprise and find themselves unhappy.

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The business of < p > O2O can not be effective immediately. Especially at the beginning, O2O's < a href= "http://www.91se91.com/" > Sales < /a > capability is not comparable to the sales ability of a single store.

In the traditional retail business, the performance of the vice president of O2O is even less than that of a physical store manager.

If the traditional performance appraisal method is adopted, the O2O department may be cut down immediately.

Another key problem is that most chain enterprises already have a mature purchasing system, logistics system, business process, manpower system, promotion system, supplier system and information system. The O2O department can not avoid the feeling of being under the fence. If we want to break the existing mature system, it is better to start a new system which has nothing to do with the original system.

The result of such practice and thinking is that the O2O practice of retail enterprises can not avoid the cycle of "experimental parasitism envy embarrassment - repeated improvement - fall".

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< p > I believe that the determination and ideological level of the decision-makers of the traditional retail enterprises determine how far O2O can go.

Of course, whether there is sufficient financial support, the O2O team's understanding and integration of enterprises, whether the O2O leaders have pioneering spirit and perseverance, and tolerate the initial downturn of O2O performance, whether O2O operators can play a good role in the integration of Internet thinking and daily operation, and whether O2O's business can get the necessary, but not disorderly support, these factors will also affect the O2O practice effect of chain enterprises.

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