Gong Yitao: Leaving Wanda Venture O2O

Recently, Wanda electricity supplier The news of executives leaving and Wanda's high-profile dug is rampant. The first Wanda electricity supplier CEO Gong Yitao, who had been excavated by Ali for 2 million yuan annual salary, was rarely noticed.

Gong Yitao, who left Wanda in early April 2012 and left early 2014, worked in Wanda for two years. The experience of traditional enterprises has enabled him to discover his entrepreneurial opportunities. O2O In the spring tide, the opportunity of the third party service providers is in the process of traditional enterprises' Internet.

　　 Leave Wanda and embrace opportunities.

"Everyone thinks that I left Ali to Wanda, and I went to do business. Actually, it is not the traditional electricity supplier, but the Internet of traditional commerce. Wanda has already made this clear." Gong Yitao showed his views vividly. It is in two years of Wanda, Gong Yitao found that the traditional enterprise Internet is a huge opportunity, and for him, the commercial real estate Internet let him choose to leave Wanda, embark on the road of entrepreneurship.

At present, Shopping Mall There are several ways to do O2O, one is to build O2O based on WeChat, the second is to make a APP by itself, and to gather its own users, the third is to rely on Ali group. But in fact, shopping centers have their own flow and brand influence. The problem they encounter is how to make incremental use of online methods, that is, to maximize the offline resources by using online technology and operation methods. In the process, shopping centers should focus on themselves rather than relying on other platforms.

"Users of WeChat and Ali are a false proposition for offline shopping centers. There are regional shopping centers under the line, with their own business circles, not the users of this business district will never come." Gong Yitao pointed out that the users of offline shopping centers want to have their own flow instead of online drainage. However, for offline shopping centers, the biggest difficulty is to use the technology of Internet borderless service in a regional shopping center, and enhance the value of users through the technology of big data. In Wanda, Gong Yitao has tried this way of thinking and has seen the effect.

The reality is that Wanda is spending a lot of money to build this system. But in the whole commercial real estate market of the whole country, there are not many commercial developers such as Wanda, who have already thought clearly and are willing to invest huge sums to realize the integration of online and offline businesses.

There are 300 shopping centers in the top four shopping centers in the United States, 1200 in the country, and the top four shopping center groups occupy the major market share in the United States, while the top 25 shopping centers in China account for only 7% of the shopping centers. In these shopping centers, most operators have seen the necessity of interconnection transformation. But they have the ability and determination to invest in huge amounts of money to build O2O platform.

This is exactly what Gong Yitao sees as an entrepreneurial opportunity to provide O2O solutions for shopping centers as third party service providers.

　　 We should start from problems.

At present, there are three kinds of retail related offline shopping centers, department stores and supermarkets. Gong Yitao believes that these three formats are different for O2O play. For the third party service providers, the O2O of the shopping center is relatively easy, because this format basically does not need to manage goods. In the three elements of O2O's people, goods and fields, shopping centres only need to focus on people and venues.

In thousands of shopping centers throughout the country, there are few enterprises that build their own platforms like Wanda. Gong Yitao thinks this is his opportunity. Facts have also proved Gong Yitao's prediction. Six months ago, Gong Yitao traveled around the country and found that he was the shopping center that wanted to be O2O but was in a confused stage.

The Internet has no boundaries. Before Gong Yitao was in the Alibaba international business platform, he was fishing all over the world, and the number of users could be doubled in the short term. But for offline shopping centers, a stream center sells 1 billion yuan a year, which is 300 thousand users at most. Therefore, for mature shopping centers, the way to increase their value is not to pull new users, but to increase the consumption of existing customers. To solve this core problem, we need to use big data collection, mining and other Internet technologies.

Offline data collection is a difficult part of the shopping center O2O process. Gong Yitao pointed out that the O2O platform has three levels, the first level is offline devices, such as WIFI devices, cash registers, etc.; the second level is users; the third level is user contact mode, which includes WIFI landing, mobile phone APP, web pages, SMS and so on. The shopping center needs to connect user data through these contacts, and label and classify the users. A simple example is that there is a user who does not buy much, but likes to share and enjoys playing on the platform. There is also a user who does not like to share, and there is not much shopping in the shopping center, but the cost of shopping at a time is very large, that is to say, this kind of person has the greatest contribution to the profit margin.

The above two kinds of people need label locking, and the former needs to give him preferential incentives to share. The latter kind of person is highly efficient and contributes a lot to the profits. They need special privileges, such as the location at the entrance to the parking lot, giving them the privilege of opening VIP rooms and empty handed shopping. Similar to such user tagging, it is easier to enhance the contribution value of each user if the user service and marketing are more precise.

The increase of user contribution value also improves the sales volume of the whole shopping mall.

In addition, offline data optimization also has a key role, that is, investment optimization. In general, a shopping center has to go through three years from opening to optimization. In this process, we must constantly adjust the business, including brand, location and so on. In the O2O scenario, there is data support for quotient.

"In the future, quotient must be carried out under the support of big data. For example, there are 200 shops in a shopping center, and 40 people need to be adjusted. These 40 places will have 10 different choices in different locations. These 10 different choices of each person's traffic and forecasts are what they need, which requires O2O service providers to give answers." Gong Yitao pointed out. In practice, such an example has already appeared. Sales volume of a shopping center has increased three times after changing a store in the same location.

Gong Yitao pointed out that the basis of quotient comes from the collection of offline data. At present, maps, WIFI hotspots and other ways can be used to collect all kinds of offline data, such as the route that consumers use to walk, how many users a certain shop passes, how many users enter, what kind of stores the consumers like to enter, and the time of residence after entering, whether they produce purchase, purchase ratio and so on. These are the key points of offline data collection. The key is to collect data and analyze the data for daily operation of shopping centers, and effectively enhance the sales performance of shopping centers. This is the problem that shopping center O2O service providers should help enterprises solve.