Shun Feng: Reality Is Always Too "Skinny".

Platform logic: the line has Shun Feng to optimize the goods, pport is the advantage of Shun Feng, the line is extended to the community terminal of hey guests, Shun Feng to build an online shopping and offline investment platform, trying to build a new shopping model.

Possible trap: Shun Feng naturally lacks the genes to deal with customers directly, and fails to grasp the psychology of consumers correctly, and wants to fit too many businesses into customers.

As a result, hey customers are the most eye-catching and the only reliable business.

In business, in May 2014, SF launched the "Hi" customer, in addition to hosting the functions of the Shun Feng site, as well as digital, clothing, pre order, water and electricity payment, telephone recharge and other convenient services, online shopping line under the experience of O2O, and even a mysterious financial services.

The location of SF is obviously not a multi-functional site, but a logistics center for community activities.

Such a huge monster, layout O2O, let the whole market in an uproar, imagine the strategic layout, seems to let other families have no way to go.

Everyone can't help asking: Hey, what are you going to do? Hey, hey, hey, after a half year's walk, everyone suddenly discovers that hey customers don't seem so horrible. Many consumers don't even know how to use the electricity terminal at home.

To study HSF Hayes, we must first look at the business development and layout of Shun Feng, which is in line with its development.

In 2012, SF chose to formally launch the whole category distribution in Beijing, and accumulated data.

In 2013, from three cities in Shanghai, Guangzhou and Shenzhen in the beginning of the year to the normal temperature distribution throughout the country, we also integrated the base to build a direct supply platform and build a channel for fresh products to directly supply the electronic business platform.

In 2014, we entered Jingdong and implemented multi platform strategy. We began to seek incremental and reduce our marketing costs.

In 2014, the HSF Hakka started, and the whole community of convenience stores was arranged at the end of the community. From the point of view of the function of hay customers, both O2O and terminal delivery are all part of the strategy for SF to optimize this strategy.

Therefore, it is more appropriate to understand the hacker as a very important node at the end of the cold chain.

In the second half of 2014, hey customers launched an open platform in succession, launched a new cold store, and strengthened the development in the three or four tier cities, arranged the whole network cold chain, built "Shun Feng cold pportation", continued to seek incremental, trying to make more business volume profits to support the early hardware investment.

Li Dongqi, chief executive of Shun Feng, pointed out that the real intention of the company is to create the experience of the fresh cold chain and extend the industrial chain.

Shun Feng relies on a large number of orders from fresh distribution, accumulated and developed the experience of cold chain distribution, invested a lot in the capital of temperature control, and provided cold chain delivery services for itself and other electric providers.

In the logistics industry, there is a dilemma of "chicken first or egg first": whenever the operation of high quality logistics is needed, a lot of assets support (quality equipment and operation management) is needed, and huge initial investment requires large volume of business and profits to support it.

In the developing stage, Chinese logistics enterprises often do not have enough quality equipment and facilities to support enough orders, so it is difficult to generate enough profits to maintain capital investment.

Without a good user experience, Chinese consumers will not develop the habit of relying on logistics. How to break this dilemma will test the wisdom and courage of all logistics enterprises.

Obviously, SF has been trying, never interrupting.

Shun Feng is a courier company who doesn't want to work for an electric provider. It always wants to take advantage of its absolute superiority in confrontation and integration.

The current approach is to create demand first, generate enough business to feed their own cold chain business, and then mature and high quality cold chain pport capabilities to support the pport needs of themselves and other electric providers.

The timing of SF's parcel business is unique in China, whether it is local or foreign express and logistics enterprises.

With this core advantage, Shun Feng can collide with the electricity supplier at the level of logistics and depend on each other. In order to avoid completely losing its advantages in the business with the electricity supplier, Shun Feng has begun to integrate the electricity supplier industry from the order source.

The future buying pattern is likely to be like this:

Instead of consumers, billions of consumers are integrated into scattered, random hours and manpower on the way to shopping malls and on their way home. They are arranged and arranged with the power of express companies to complete the "store home" pportation.

Shopping malls are no longer places for physical pactions and logistics exchanges, but only for display, trading, exchange of information and cash flow, and cash flow can even be exchanged online.

All of this comes down to the topic of hey guest.

Obviously, from the overall layout and development of HSF, hey customer is a node in the whole big ring, a node delivered at the end of the SF cold chain business.

SF has made many attempts to find solutions to nodes.

In 2011, it began to cooperate with existing convenience stores (7-11, thousand benefits, etc.) to accumulate certain terminal node operation experience.

However, due to the dependence on others, the ability of autonomy is very limited. In addition to reducing the terminal delivery cost and reducing the last mile distribution problem, SF can not create additional value through this mode, such as temperature control and product promotion.

In 2012, in order to get more terminal node control capability, SF tried to operate its own convenience store, which is the predecessor of HSF Hayes.

But the project belittled the difficulty of the retail industry and was unable to meet human and management requirements.

After a small trial, it will either be closed or become a pure express delivery point.

Finally, Shun Feng simply cuts out the retail section.

Hey, there's a customer.

The whole hey inn.

There is no need to consider a series of energy involved parts such as loading and replenishment. It only displays, orders, product promotion, and some of the previous end logistics service functions. Hey, customers have become an entry end of SF, providing a certain volume of business for the SF, and leveling the cost, so as to provide hardware support for the "SF" lt operation.

"Shun Feng Leng Yun" is now open to provide professional cold chain pportation for other electronic business platforms, ensuring the pportation quality of fruits and vegetables in the same industry.

In China, such scale and standard, and timeliness service, can only be provided by SF.

Layout of the end of the hey guest Let the original excellent cold chain is a little better, so that the quality of the terminal delivery more controllable.

Compared with the two stage service of "trunk line temperature control + landing match", we have the HSF cold pportation of Hakka, and are responsible for the whole process, creating a one stage service, and all the links have corresponding temperature control equipment, so there will not be any blank links in the temperature control, so that the overall effect is difficult to overcome.