Pain Spot: O2O With Chinese Characteristics, Crossing The River By Feeling The Stones

Cooperation with e-commerce enterprises.

As mentioned above, as the leading business enterprise, therefore, the development of O2O basically depends on the products of Ali and Tencent. The core is the scenario and business settings with the main goal of passenger flow introduction. The operation contents usually include preferential, diversion, mobile payment, membership and management, and some enterprises extend to CRM management, data analysis and member precise management.

For example, top quality discounts, rainbow and others have been working with WeChat in succession. Tang Long convenience also cooperates with Jingdong. However, from the specific results, the promotion of O2O strategy mostly focuses on the marketing level, rather than the real online and offline interactive channel operation, which has obvious deficiencies and personalized design in customer experience, and it is difficult to sustain.

Strategic investment and acquisition of e-commerce websites.

In 2012, suning.com purchased the mother child B2C platform red child company for $66 million, and promoted the landing of red children in Suning shop. It became an important measure to promote the strategy of "de electrification".

In the same year, WAL-MART increased the shareholding ratio of No. 1 store from 20% to 51% through the way of increasing capital and expanding shares, and realized the total holding of shop No. 1.

Amazon is also planning to acquire Sears, a large department store.

For domestic retail entities and business enterprises, whether online penetration or offline pformation to online, the two are

In practice, they are crossing the river by feeling the stones, facing various aspects such as channel conflict, cross-border management, logistics delivery and so on.

Especially for the passive pformation of physical retail enterprises, the reality is even more brutal.

On the whole, whether it is

As for retail entities, O2O sales need to be optimized through a series of links such as presentation of merchandise information, pre sale distribution, payment in sales and after sale logistics distribution.

Therefore, the most difficult and painful point of O2O practice is that the two parties are able to get through the online and offline supply chain and logistics system.

This problem first manifests itself as inventory management and order management.

Just imagine, under the full channel sales mode, customers' orders can be generated anywhere from retail, and can point to any stock point for goods to go out. This requires a unified arrangement and coordination of orders and inventory.

In addition, we need to ensure the consistency of all channel customers' data so that customers can get the corresponding services and experience in any channel.

At present, whether it is an electric business enterprise or a retail entity enterprise, the entity store of the electric business enterprise can only experience, has not established the supply chain system, and the existing supply chain system of the retail entity often can not cope with the pressure of the massive electronic commerce order.

That is to say, the supply chain and logistics system of the two party are still completely independent systems, which are not enough to support their full channel operation.

In addition, the business enterprises and retail entities will inevitably cause the following labor pains in the process of moving towards the dynamic balance of convergence.

Online to offline

Generally speaking, the offline layout of e-commerce enterprises is mainly achieved through two ways, one is self built, the other two is cooperation.

However, judging from the current layout of the electric business enterprises, the operation and management of the experiential shop is the biggest problem for the way to build the own stores, and the way to cooperate with the retail entities is often faced with the problem of insufficient ability to control the partners' resources.

There is no way to get both fish and bear's paw. The electricity supplier enterprises have to face the dilemma.

Experience store operation management.

From the point of view set up by the current electricity supplier, most of them are located in the experiential shop.

However, due to the characteristics of domestic electricity supplier driven by investment rather than profit driven and the rising operating costs of offline stores, it has been a long time since the "experience shop" positioning of e-commerce entities has been difficult to sustain.

From the current expansion of the e-commerce entity store, the experience shop profit pattern is unclear, which has become one of the difficulties of O2O.

In addition, because the experience store is different from the warehouse, once the massive implementation, its image design, decoration, spatial layout and other traditional retail enterprises are very familiar with the problem will become another problem facing the electric business enterprises.

Partner resources control.

Compared with the control and mobilization of the enterprise and brand resources on the e-commerce platform, the e-commerce enterprises are obviously inadequate in controlling the resources of the partners in the process of cooperation with the offline enterprises.

Taking Taobao mobile Taobao festival held in 2014 as an example, as an important activity of Taobao's O2O test, its activities are not inferior to "double eleven", but its effect is obviously insufficient.

During the event, Taobao mobile App's ranking in the free iPhone rankings in China did not show a significant upward trend. The main reason is that compared with Tmall's ability to control businesses, Ali has a weak ability to control and integrate resources under the line.

Therefore, the complexity of local resources and its regular maintenance and continuous expansion become one of the painful points of O2O.