The era of internet enterprise materialization and traditional enterprise internetization is coming!
O2O has just started, but its development momentum has become a prairie fire. There are two basic modes: first online and then offline and first offline and then online, and two epigenetic modes: first online and then offline and then online and then offline. They do not exist in isolation, but transform each other.
Ali built its overall layout of O2O with the strategy of "thousands of troops" and "extending in all directions", and seized the strategic fulcrum of O2O with Tencent and Baidu. The O2O platform car enjoys the network to help SAIC get through and activate its entire industrial chain; Macy's in the United States built a modern department store ecosystem with O2O, and enhanced its consumption experience with "mobile internet+big data precision marketing+community", thus "bringing it back to life".
Grasping the opportunity of O2O innovation is to grasp the new opportunity of strategic transformation!
Four modes of O2O
Online to offline's basic business logic is that users pay in advance on the online platform, and then experience offline consumption, and merchants track their marketing effects in real time, thus forming a closed-loop business service and experience process. It adopts the mode of "electronic market+in-store consumption" instead of "electronic market+logistics distribution".
In China, the concept of O2O(OnlinetoOffline) has been heated up, and some people call 20 14 years the first year of O2O. Generally speaking, the concept of O2O was first put forward by American AlexRampell in 20 10, and was introduced to China in 2010/year. The basic business logic of O2O e-commerce model is that users pay in advance on the online platform, and then experience offline consumption, and merchants track their marketing effects in real time, thus forming a closed-loop business service and experience process. Different from other e-commerce modes, O2O adopts the mode of "electronic market+store consumption" instead of "electronic market+logistics distribution". Some people think that online to offline is an upgraded version of the B2C model, with more emphasis on the consumer experience. At present, the concept of O2O has been generalized in China, and the online and offline modes involved in the industrial chain are called online to offline.
Zhang Bo, self-organizing founder of O2OPark, believes that O2O is not online or offline, but online and offline interaction. Under the business model of virtual and real interaction, enterprises focus on the combination of fragmented channels and personalized content into various interactive and accurate social marketing, and finally form a fan community through interaction, which is the key to O2O. Su Liang, the brand director of Aowei Consulting, believes that online to offline should meet three characteristics: having fully accessible online and offline platforms, operating these two platforms with the thinking mode of the Internet, and taking users as the center. Information flow and capital flow are realized online, while business flow and service flow are realized offline.
However, there is not a fully formed O2O practice case yet. As Wang Jianlin, the boss of Wanda, said, "There is no successful case of online to offline in China and the world. Most of the current online to offline is actually a shopping guide model, and it is not completely integrated online and offline. " It is generally believed that Ctrip.com and others first adopted online to offline in China, which used online information flow to attract tourists and let tourists enjoy travel services through offline travel companies. By 20 13, O2O began to be widely concerned. Classified information websites, review websites, group buying websites and ordering websites all claimed that they adopted O2O, and other enterprises also tried O2O.
Although online to offline is penetrating into all fields, it is still in the early stage of development. According to statistics, online consumption only accounts for 3% ~ 8% of the total consumption in both China and the United States. Therefore, Li Kaifu, chairman of innovation works, believes that once online and offline are truly integrated, huge market power will break out. According to the data of Ai Media Consulting, the size of China O2O market is 56.23 billion yuan in 201/kloc-0, and it is expected to reach 418.85 billion yuan in 20 15.
There are two basic modes and paths in OnlinetoOffline: online marketing and transaction to offline experience, and offline marketing to online transaction completion, which are referred to as online before offline mode and offline before online mode respectively. On this basis, two other implementations and paths are derived: online marketing to offline experience and online transaction, and offline marketing to online transaction and offline experience, which are referred to as online first, then offline and then online, and offline first, then online and then offline.
Zhang Bo believes that only talking about OnlinetoOffline and OfflinetoOnline is O2O, and only stays in the single-channel drainage competition mode of the traditional Internet, that is, the "entrance" theory and the "boat ticket" theory; If you can't deeply understand OnlinetoOfflinetoOnline and OfflineToOffline, you will never know that the mobile Internet has made O2O business enter a multi-channel drainage cooperation mode, so the "fan trigger" theory replaces the "entrance" theory.
In fact, each implementation and path are not absolutely isolated, but interact to form a closed loop of online and offline integration, and then form a continuous and complete online to offline. However, in order to facilitate the interpretation of O2O, it is subdivided into four operation modes.
Mode 1: Online first and offline later.
The so-called online-first-then-offline mode means that enterprises first set up an online platform, with this platform as the support and entrance, the offline business flow will be introduced online for marketing and trading, and at the same time, users will enjoy the corresponding service experience offline. This platform is the foundation of O2O operation, and it should have strong resource flow transformation ability and the ability to promote its online and offline interaction. In reality, many local life service enterprises have adopted this model. For example, Tencent has built an O2O platform ecosystem with its accumulated resource flow aggregation and transformation capabilities and economic foundation.
In terms of O2O layout, Tencent has built a Tencent platform and an O2O ecological chain: WeChat platform as the entrance, Tencent map and WeChat payment as the support at the back end, and integrated local life services in the middle, such as catering being undertaken by public comments, taxi taking by Didi, movie tickets by Gaopeng [Weibo], etc., thus building a closed loop of online and offline interaction.
Wechat can meet the needs of social interaction and games, guide business flow, and create a series of scenes such as WeChat red envelopes, taxis and public comments. Although the transformation from social scene to consumption scene may face challenges, the massive social data held by WeChat can not be ignored, because it provides a rich source for business flow. In the meantime, we mainly face the problem of supply and demand docking in business flow. Tencent's open payment and map API interfaces provide technical conditions for third-party service providers to do WeChat O2O, and let third-party service providers play a more active role in the WeChat ecological chain.
Specifically, it covers the following key links: First, WeChat, QR code and QQ map are the key entrances to online and offline. Wechat scanning QR code has become an important entrance, and the map platform is also the entrance that Tencent has made great efforts to build. In 20 1 1 year, Tencent began to provide street view service, and its street view supports mobile phone applications, while LBS applications can also call its street view and map interfaces. The open API also allows developers to access and call. Secondly, launch the "QQ Caibei" plan, open up the general point system of e-commerce and life service platform, and carry out precise marketing; Deeply integrate with Tenpay to pry open the mobile payment market. In addition, Tencent invested in group buying businesses such as Gao Peng, and cooperated with offline enterprises such as Wangfujing Department Store, Shangpin Discount and Haidilao to build an offline platform. Among them, two relatively formed businesses are e-commerce O2O and catering O2O, and thus integrated their rich merchant resources to boost the development of Tencent O2O.
Mode 2: offline first and online later.
The so-called offline-first-then-online mode means that enterprises first set up an offline platform, relying on this platform for offline marketing, so that users can enjoy the corresponding service experience, and at the same time, offline business flows are introduced into online platforms for online transactions, thus promoting online and offline interaction and forming a closed loop. In this kind of online to offline, enterprises need to build two platforms, namely offline entity platform and online Internet platform. Its basic structure is: first open a physical store, then build an online mall, and then realize the synchronous operation of offline physical stores and online online shopping malls. In reality, most entities adopt this kind of online to offline, such as the O2O platform ecosystem built by Suning Yunshang.
Offline, at present, Suning Yunshang owns more than 600 storefront platforms, including 1600 storefront platforms in other fields of acquisition and cooperation. On-line, its network platforms such as Suning.cn have covered traditional household appliances, 3C appliances, daily necessities and other categories. 20 1 1 year, Suning.cn strengthens the synchronous development of virtual network and physical storefront. The financial report shows that in 20 13, the overall revenue of Suning Yunshang reached105.292 billion yuan, up by 7.05% year-on-year, and at the same time, the online and offline sales increased simultaneously, among which Suning.cn achieved sales revenue of 21890 million yuan, up by 43.86% year-on-year, ranking among the top three B2C companies in China. The offline business also achieved a growth of 6.36%, ranking first in the domestic retail industry.
Suning Yunshang puts forward the operation mode of "e-commerce+store+retail service provider", which seamlessly integrates offline experience and online convenience through stores, PCs, mobile phones and TVs, and establishes a benign development model in which retail enterprises and consumers, suppliers and merchants win. Its roadmap is "one body and two wings": a transformation path with Internet retailing as the main body, O2O omni-channel business model and online and offline open platforms as the two wings.
To this end, Suning cloud merchants have taken many positive measures:
Break down organizational barriers. On February 20 13, the organizational structure was adjusted, and commodity operation headquarters, e-commerce operation headquarters and chain platform operation headquarters were established. Later, the chain platform operation headquarters and e-commerce operation headquarters were merged into a large "operation headquarters", and companies directly under Red Kids, PPTV, Commercial Plaza, Logistics, Finance and Telecommunications were also established, giving them greater autonomy in operation and management, thus forming a "platform * * *.
Break through the price barrier. June 20 13, online and offline parity was implemented nationwide, which marked the full operation of online to offline. Although the online and offline parity strategy is questioned by the outside world, it is a positive attempt.
Build an open platform. In the supply chain, the mode dominated by negotiation game is changed to the commodity cooperation mode driven by user demand. September 20 13, released version 3.0 of the open platform "Suning Yuntai". The open platform provides differentiated choices for upstream enterprises and merchants other than Tmall and JD.COM. It is an online extension of the offline service platform that mainly focuses on stores in the past, and forms a more complete comprehensive service system for the upstream and downstream, including stores, e-commerce, finance and logistics.
Break through the barriers of experience. Comprehensively upgrade the consumer experience from three latitudes: global experience, global experience and all-needed experience. 20 131February, the store layout was oriented to the shopping experience, and the internet-based stores were built in an all-round way. Establish an omni-channel business model of O2O integration and multi-terminal interaction, such as free WIFI, electronic price tag and multimedia electronic shelves in the store to meet the overall experience needs; Establish a core competence system of all resources to meet the needs of users in the whole process of pre-sale, sale and after-sale; Use mobile Internet, Internet of Things, big data and other technologies to meet individual needs. For example, in May 20 13, the mobile terminal also added the search function of "nearby Suning" stores, so that users can quickly locate their own location and search for surrounding stores to meet the all-needed experience.
In 20 14, around the operation of online to offline, Suning Yunshang will open up resources such as mobile communication, socialization, shopping, entertainment and information, and provide users with a series of value-added services such as social leisure, video entertainment, online and offline shopping, financial management and smart home. At the same time, it will seize the entrance of the living room and realize seamless integration with Suning.cn through the hardware products of PPTV-BOX.
Mode 3: Online first, then offline and then online.
The so-called online-first, offline-then-online mode is to build an online platform for marketing, then introduce online business flows offline to let users enjoy the service experience, and then let users go online for trading or consumption experience. In reality, many group buying and e-commerce companies have adopted this kind of online to offline, such as JD.COM Mall.
20 131February, JD.COM identified online to offline as one of its important strategies for future development. JD.COM's O2O ecological chain is: first, self-built online JD.COM Mall, using it as a platform for marketing, offline self-operated logistics system and cooperation with physical store enterprises, so that users can enjoy their offline service experience, and then let users trade in online JD.COM Mall.
Online, the self-operated JD.COM Mall has become a banner in B2C field, which is the starting point and supporting platform of JD.COM O2O. In the first half of 20 12, JD.COM allowed group buying websites such as Manzuo.com, Didi Tuan and Handan.com to settle in its platform. September 20 13, JD.COM invested in a take-away food ordering website for a food party. JD.COM stepped up its own operation of Jingpinhui, and provided users with exclusive stored-value cards with low discounts through the form of huge buyout, in conjunction with many high-end life service brands. Except for 3C home appliances, books and other fields, most other categories are open platforms, such as cooperation with mainstream platforms such as social networking, maps, search and local life services, and introduction of external traffic resources. This series of measures further expand the online platform and consolidate its O2O layout foundation.
Off-line, on the one hand, it has invested heavily in self-built logistics network for many years, and has 1400 distribution stations and more than10.5 million distributors, which has become a late-comer advantage of JD.COM O2O; On the other hand, we will cooperate with offline physical store enterprises to build a "1 hour local life circle" to make JD.COM O2O directly "grounded". For example, in the field of household appliances, terminal stores in the third, fourth and fifth markets will be integrated, so that users can collect orders online in JD.COM Mall, and offline delivery services will be completed by cooperative stores.
In order to lay a solid foundation for offline services and fill the shortcomings of the lack of self-operated offline stores, JD.COM has intensified cooperation. 20 13 1 1 month, in cooperation with a large local Tang Jiu convenience chain store in Taiyuan, Tang Jiu convenience store opened a sales area in JD.COM Mall, and after the user placed the order, the back-office system automatically matched the convenience store nearest to the user's address for delivery. 20/kloc-in March, 2004, JD.COM cooperated with chain convenience store brands such as Quik, Good Neighbor, Good Friend, Everyday and Night, Humanism, Meiyijia, Central Red, One Fire, Today's Convenience and Liker, involving more than 1 1000 stores, covering many cities in China.
JD.COM deeply connects its IT system with the IT system of offline convenience stores, shares online traffic with them, and introduces accurate users to their online stores in JD.COM Mall by region, effectively increasing their sales. For example, JD.COM brings thousands of orders to Tang Jiu convenience store every day. In this process, JD.COM also obtained offline traffic, realized channel sinking, and expanded its own commodity category in disguise.
At the same time, JD.COM constantly improves the user experience through technology. In addition to offline stores, JD.COM also cooperates with ERP software service providers such as SAP, IBM, Haiding, etc., so that the retail ERP system can be seamlessly connected with the JD.COM platform, and the links such as transaction, settlement, logistics and after-sales customer service can be visualized, and its electronic membership card and mobile phone payment functions can be supported, so that online and offline membership systems can be enjoyed. Through the convenience store official website on the JD.COM platform, users can also use LBS positioning to find the nearest store in all its stores for shopping and enjoy a convenient online shopping life experience.
Mode 4: offline first, then online and then offline mode.
The so-called offline-first-then-online-then-offline mode is to set up an offline platform for marketing, then introduce offline business flows into or make use of the nationwide third-party online platform for online transactions, and then let users enjoy the consumption experience offline. In this kind of online to offline, the selected third-party platforms are generally ready-made and influential social platforms, such as WeChat, Weitao, Dianping.com, etc., and multiple third-party platforms can be borrowed at the same time, so that the third-party platforms can be used for drainage, thus achieving their own business goals. In reality, local life service O2O enterprises such as catering, beauty and entertainment mostly adopt this model, such as Papa John.
As a pizza brand of chain restaurants, Papa John has achieved double-digit growth through the O2O online ordering model, of which the take-away volume accounts for 30%. Its O2O ecological chain is: users find offline Papa John's stores through online apps and third-party platforms, pay online, and then enjoy their services at offline Papa John's stores. Specifically, offline, Papa John has opened more than 4,000 chain restaurants around the world, which is the foundation of his start and survival. On the online, on the one hand, Papa John made an APP and opened his own online ordering platform. On the other hand, with the help of third-party platforms, he currently uses WeChat platform and public comment network platform.
After the offline layout is completed, the online and offline will be integrated to create an O2O closed loop. John's approach is to unify the order platform, user experience and supply chain.
Unified order platform. Business flows come from different channels, which may come from store channels, self-owned online ordering platforms, or from different third-party platforms. If they are fragmented, it will easily lead to information confusion and inefficiency. To this end, Papa John integrates the order information flow from offline stores, its own online ordering platform, WeChat and Dianping.com into its own enterprise information system, so as to keep its order platform unified and then distribute it to the corresponding stores in time.
Unified user experience. The service center or call center receives the order information from different channels. If the external service is not uniform, the user experience may be very different. Therefore, on the basis of unifying the order platform, Papa John unified the service center to standardize the external service and make the user experience consistent. At the same time, in order to improve the user experience, Papa John launched an electronic membership card, namely the QR code of mobile phone, which integrates the functions of pre-depositing money, prepaid card, recharging, etc. Users can scan the QR code, and then they can use WeChat to pay, and then they can enjoy a good meal directly as users who queue up to order food.
Unified supply chain. Food and beverage take-out faces the integration of supply chain, especially price data. Because for food and beverage take-out O2O, if we can't know the product price, inventory and other information of the stores near the user's order in time, it may not be delivered within the promised delivery time, so the order and delivery order must be integrated. Papa John integrated the data link to unify the data of the whole supply chain, so that the delivery list automatically generates the user's delivery address, product information and even delivery route, and displays it on the distributor's mobile phone. Every link can be delivered to the user in time according to the process.
With the continuous development and popularization of mobile terminals, the development direction of O2O will become clearer and clearer.