Technology Driven Access To Online And Offline Social Networking Services

The key points of community O2O include information, technology, logistics, service and supply chain, but the development paths at home and abroad are quite different.

O2O analyst Huang Yuanpu told reporters that Ding Dong District and Nextdoor were cut from the social concept, aiming at still behind the service aggregation. However, due to geographical background differences, community interaction is not strong demand in China.

Influenced by the cost of human resources and the development background of social logistics, Instacart is a technology driven company. The domestic community electricity supplier, such as community 001, is a human powered company.

As for retail businesses, the distribution density of stores is the key to whether they can get through online or offline.

So what are the patterns of the British and American community O2O platform? Is there any similar pattern of survival in the Chinese market? If there are similar models, what similarities and differences do they appear in the development? Why?

Nextdoor: neighborhood social service

In recent years, the business line has been shrinking back to Shanghai's Ding Dong District, which has attracted users through social networking.

There is a view that because Ding Dong District simply accumulate merchant information, later information maintenance and service links can not keep up with users.

Looking at foreign countries, the Nextdoor, which is the main source of neighbourhood social networking, has accumulated more than $100 million in financing. Currently, it has covered 44 thousand communities in the United States and is continuing to expand.

Reporters browse, contrast Nextdoor and Ding Dong District PC terminal website noticed that Ding Dong District mainly has brief introduction, APP download two-dimensional code, contact ways and so on several contents, does not provide login, registration channel, website page is relatively simple.

The Nextdoor home page highlights the address search box, and provides information such as login, registration and downloading of mobile terminals.

In addition, from the slogan, Ding Dong district emphasizes convenience, and Nextdoor emphasizes privacy.

Aside from the contrast of the shallow level, Huang Yuanpu believes that the American community background is totally different from China's, and it is scattered and dispersed. The concept of Community refers to the surrounding streets or a small plot. The tenants have strong demand for all kinds of quality service providers.

China's community refers to a certain district, a few properties, the geographical distribution is relatively concentrated, social interaction in China is not strong demand.

From this point of view, Nextdoor is more similar to China's local community forums. The value of existence is to let users gather for finding peripheral services.

In other words, Nextdoor cuts in on the social concept and actually does the community service integrator.

It can be seen that the value of neighborhood social interaction is not to solve empty and lonely chatting, but to find various kinds of reliable services around the community.

For Nextdoor's profit prospects, he said, first of all, it is a social gathering of people, and in a long period of time, it will develop by advertising mode.

Specifically, including the local advertising and the national brand advertising, the development path is similar to the public comment website in the US, Yelp.

The future direction must be "walking on multiple legs", integrating all kinds of quality service providers, creating platform based recommendation, booking or even group buying business, 2B (business oriented) and 2C (user oriented) charging at both ends.

Instacart: technology + concept driven crowdsourcing

In addition to the platform development mode, the electricity supplier type representative community 001 has the similar benchmarking platform Instacart in the United States -- a grocery electricity supplier who uses crowdsourcing to complete the procurement and distribution.

The 001 founder of the community, CEO Shao Yuanyuan, told the daily economic news that future community shopping will be a global topic.

The community 001 will be similar to Instacart in some stages, but the difference between the platform and Instacart is reflected in the supply chain and distribution links.

In addition, from the geographical background, the characteristics of China's community clusters are outstanding.

Shao Yuanyuan bluntly said that in the post service era, we must solve all the users' pain points, so that we can truly create "TotalSolution (overall solution)".

The goal of community 001 is to use the "electronic means to arm the community". As the platform itself does not become a supplier, it is necessary to strengthen the construction of terminal service channels.

At present, there are three major problems to be solved in order to achieve this plan: platform, service channel and payment.

In the future, when the community 001 is upgraded from the electronic business platform to the comprehensive community service provider, it is planned to divide the Commission of a certain proportion of the property belonging to the community with good cooperation and form an interest alliance.

In Huang Yuanpu's view, the main difference between community 001 and Instacart is that Instacart is technology driven, and community 001 is human driven.

Why do we say so? Instacart was founded by ApoorvaMehta, a former Amazon supply chain engineer.

From the background difference, American manpower

The manpower cost of China is relatively low.

Specifically, Instacart can support the socialization of personnel through technology and seamlessly link up with products. Many large enterprises in China can not do this.

In the three-dimension docking level between platform and system, users and service providers, at present, there are not three parties in China to get through.

In addition, the crowdsourcing idea in the United States is more popular than in China. Similar examples include Uber and Airbnb, including Instacart's social logistics, which all need to have the spirit of contract.

Unlike Nextdoor and Instacart, which carry the Internet gene, some traditional retail businesses in foreign countries have developed the online ordering and offline picking mode. This mode often runs into the wall in China.

For example, the British retail companies Argos now uses offline directory sales + warehouse store + online ordering mode, and WAL-MART has also made great success in online ordering and offline stores.

Reporters noted that

He worked with Haier for a short time and entered the Chinese market.

Reporters browse the Argos official website found that the site's distribution list page is very long, shops provide detailed address, business hours and maps and other information.

According to last year's report by the billion power network, Argos opened only 8 entity stores in Shanghai, with limited coverage and relatively concentrated Pudong New Area.

For the online ordering and offline picking mode, the crux of the problem is not available in China. Huang Yuanpu told the daily economic news reporter that the success of the model largely depends on the intensity of the distribution of stores. Argos can even reach a 5 store level in the UK.

The United States WAL-MART can do this pattern as well as enough stores, and now it has started a community point.

On the other hand, the hindered development of the model is determined by the overall development of China's retail industry. "Chinese retailers have only regional brands and few national brands."

In short, physical stores such as coverage is not enough, this mode is difficult to continue.