The Holes Behind Traditional O2O Transformation

That year Jack Ma When gambling with Wang Jianlin, the concept of O2O was not yet popular. Later, Lei Jun's bet with Dong Mingzhu still helped O2O. However, behind the transformation of traditional O2O, what are the regrets and bitterly "holes"?

　　 Pit one: blindly follow the wind and scratch the roof

　　 Traditional enterprise Jingdong has successfully transformed the electricity supplier. In 2003, "SARS" made it painful to abandon the offline transfer to the online, proving the feasibility of 3C online store. Over the past two years, the transformation of Gome and Suning is underway, especially Suning. It is the courage and courage to take the initiative and take the initiative to do the same. Online and offline prices are at the same price. Even if the profit margins of enterprises have dropped sharply, they are going forward as a strategic loss and a self revolution.

However, in contrast to other traditional retailers, some certain department stores and certain groups are O2O In the process of transformation, only the choice of cooperation with some platforms, through the online and offline transactions, "electric shock" test water. On the one hand, these retailers feel strongly about the impact of the electricity supplier on them, and want to try to break through. On the other hand, because of their own experience and knowledge system constraints, they simply do not know the operation thinking and operation mode of the Internet. Thus, in such a dilemma, a relatively conservative approach was adopted.

For them, it may be called "crossing the river by feeling the stones", but in fact it is blindly following the wind. It is not clear what kind of "net" form is suitable for itself. It is sure that it is impossible to carry out a O2O transformation business model through a simple WeChat account. However, they must know that this is a small experiment, with controllable risk and no harm to follow suit.

　　 Pit two: backward thinking, resistance

In the transformation of traditional enterprises, there will inevitably be a dispute between the new power of the Internet and traditional interest groups. The development of online capacity is bound to squeeze profit margins in the short term, which requires tolerance for traditional enterprises. It may have been anticipated for the head of the transformation industry, but other executives and middle-level cadres are hard to say. Psychological conflicts and negative coping can not be ignored.

In addition, in the process of traditional enterprise transformation O2O, even though it is determined to be fully committed, but constrained by its own experience and understanding of the Internet, in the process of actual transformation, this backward thinking, coupled with a one-sided understanding of the Internet, can not help but give advice to the project. At that time, the Internet gods who had paid high salaries began to wobble and tangled their pain. In the balance between arguing and compromise, a product with high uncertainty will become highly uncertain. Therefore, under the double squeeze of the dispute of interests and the struggle of consciousness, the transformation of traditional enterprises will become more stressful for O2O.

　　 Pit three: talent trap, lose the wife and fold the soldier.

What is the most expensive in twenty-first Century? Of course, talents! The most important problem for traditional enterprises to transform successfully is to introduce excellent Internet talents. At this time, we will see that traditional enterprises such as Wanda, Suning, Gome and so on will begin to recruit large numbers of troops in the process of transformation, and they will be hired with high salary and luxurious lineup. However, there will be risks behind luxury, that is, "moving to money," rather than "getting together because of things". Of course, sand water also dare not speculate on the motive behind this, but behind the traditional enterprise's frenzy of talent acquisition, there is still a high level of staff turnover or a change of fortune. In this way, changes in time and tide are a waste of time in transformation.

If there is a team disharmony between the two old and new atmosphere, there will be room for improvement. But if the electricity supplier talent bubble, leading to their own profit seeking behavior, or even robbing a windfall to withdraw, is this time to make people cool?

Economics says that people are rational and pursue the maximization of interests. This is the best choice for rational people. The IT Internet circle itself is a huge mobility of personnel, and the phenomenon of maximizing their own interests is even more serious. Therefore, Internet equity, options and other means are designed to cope with the loss of talented people and retain people. Traditional enterprises have an inherent blind area in this respect, and will not easily promise options or equity, which to a certain extent increases the "moral hazard" of "professional managers". Sand water is also heard on a dinner board. Once a colleague of a giant, two colleagues, A colleagues are now dug up to do CEO of a traditional enterprise, and B colleagues are still doing their own businesses. A chat, B regrets the difference between the two, A said that this is your career planning is not good, you look at me now. B asked A how he intends to bring the team to a breakthrough and whether there is a corresponding plan. A said, "take a look at it." Then B wondered, "what if something doesn't work?" A said, "it's okay. With my current platform and status, I won't be much worse in the future.

For the above three "pits", there have been many discussions on the former two points, which is the internal cause of traditional enterprises, and perhaps there is no new meaning. But the third point is the introduction of the "talent trap", which is definitely the biggest pit. Sha Shui believes that blindly following the wind and thinking backward are all genes, which can be reversed by their own learning and external education. But if we really recruit a team of "top executives like wolves drinking blood", that is the introduction of the wolf into the room, and the loss of the wife and the army. The so-called "Tao" is different from each other. If we share the interests of the Tao and the interests, we can make up for it through the distribution of interests. But if the road is different and the profits are different, it is a great risk. Without the sense of mission and responsibility shared by the Internet leading team, the transformation of traditional enterprises is bound to be difficult to achieve; even if it is in the same boat, it is also on the road of no return, because future unknowable can only be done and explored and there is no shortcut to it, only patience and determination can be seen.