First of all, let's explore the status quo, "hard" roughly sorted out as follows:
First, there is no substantial difference in the nature of the user experience.
Many of the property by the person in charge of the development of its supply partners in the process, always do not make a fundamental difference in the user experience, that is, "why owners choose to buy from us can not find a competitive advantage", the question from the supply chain point of view to answer, thinking about the dimensions should be: price, quality, fulfillment. The four mainstream e-commerce model: B2C / C2C / O2O / S2B2C each has its own advantages and characteristics, if this reference for comparison, price and quality has been the Red Sea, property as a latecomer delusion to cut in from here will be a labor of love, but also this is the case, plagued by various property companies, often sighing, "this goods / services do not have the advantage of well". Personally, I think: Taobao Jingdong more than ten years of development, that is, the delusion of comparative advantage with this is unrealistic, and fulfillment is the property from the supply chain dimension to cut, should be concerned about the core points.
Second, the global volume is difficult to integrate into the scale advantage.
Property companies in the process of expansion is difficult to form the urban agglomeration effect, the status quo will continue to exist for a long time, it is precisely this, the dispersed community (i.e., the owner-user) to form an online aggregation, the offline supply chain system will be put forward to the national / regional fulfillment capacity, which is a huge limitation on the innovation of the supply chain fulfillment method or the scale of the development of the supplier, the more characteristics of the goods / services more The more special goods/services are, the more they have regional characteristics, or even "city characteristics" or "street characteristics", such as: flower arrangement, niche food, house-sitting service, home cooking and so on. Often hear the property more partners complain: Chongqing can be done, we really can not do this product in Hunan, the most embarrassing is Chongqing thirty neighborhoods, Hunan, our property is only three neighborhoods, you can not go to the supply side of Chongqing to Hunan it? I personally believe that: forgetting the logic of traditional e-commerce rapid aggregation to form a "supply-side collection", starting from their own strengths and the idea of cooperation and incubation, relying on local resources to develop a "deep bond" of the characteristics of the service clusters is an effective magic door.
Third, the relationship between volume and price constraints on suppliers to run with confidence.
The essence of the Internet myth of the early stage is more capital to change consumer habits, property companies are now operating in the community through, apparently have the ability and confidence to "burn money" to run the scale of many companies are in the early stages of the start-up of the "volume and price traps"! Enterprises (due to property size, channel protection, settlement logic, etc.) to accompany the run, it is difficult to form a long-term advantage, it is also difficult to do to change consumption habits. Often hear the property more by the partner so complained: we operate indicators of pressure, heavy task, but the financial system or no way to pry the release of resources or supply enterprises and our long-term development, our sales scale can often only count on each other the amount of a three-level channel, but to start the amount of the price has to be devolved down, and no way to burn costs, like a dead end logic. I think: the Internet platform ideas can only be reference can not be imitated, the volume of price traps from the initial construction of the product to be avoided, the supplier's confidence in the need for appropriate release of resources to exchange for greater support.
Fourth, the traditional financial system constraints platform development.
Property companies are mostly from real estate background, almost along the financial logic of real estate, which is more than the development of the property, especially the development of the supply chain has greater restrictions. A father's gesture of the account period of two months is very "take care of you", but for the production or circulation of enterprises is indeed high-risk, and even fatal, to the agricultural products, for example, its years and years of "now knot" logic is based on the industry itself high-risk attributes of the formation of the industry, which is not one or two changes in the way of the two. This is not one or two A father to change the ecology. In addition, "invoicing income" is almost a father's golden rule, moving 10 or more points of tax costs for the circulation of the gross profit margins of enterprises is also a bloody squeeze. Property partners often say: GMV is almost useless for us to list the sprint property enterprises, revenue and profit is the key, the supplier must be invoiced, but it is hard for us to find a high-quality goods, in addition to tax costs and various types of fees, the rest is about 3 points of space, even if the transfer to the consumer at this time, is a drop in the bucket of pay no perception. Personally, I think: If you want to adhere to the long-term strategy of multi-cultural, independent enterprises to verify the business strategy and KPI logic needs to be tailored to the business industry itself, the financial management system is the best policy.
In addition to the above four core status quo in my opinion, there are similar to "each individual product / service is an industry ecology needs to go to trial and error", "logistics mode really do not know how to innovate, "The industrial chain of many services is too long, and the middlemen are simply unscrupulous" and so on. Personally, I think this kind of problem can be solved by "personal professional level" or "innovation strategy". I personally believe that these problems can be solved by "personal professionalism" or "innovative strategies", and I will not expand on them as they are not hard-hitting. The four points mentioned above, as well as some other issues, I would like to summarize the following suggestions for your reference.
First, the top-level design of the product needs to be "C2C/SB2BC" as the core business model.
Many property companies in the construction of their own product structure, often "according to the book" of the set, the use of SAAS system or outsourcing the development of a mall, it is hastily on-line, the follow-up is very easy to enter the traditional B2C vortex to go, but also gradually appeared in the supply chain of the above mentioned injuries, there is no MVP, no change in the fulfillment method, and no change in the performance mode, but also the supply chain of the above mentioned injuries. There is no MVP, no change in fulfillment, no penetration of the essence of the business, but also can not see the continuation of the strategy, more than pop-ups + staff recommended the rough way to repeat round-trip, once the discovery of a new model or set of constraints on the restrictions on SAAS systems or outsourcing development, it is difficult to extend or expand the product. Personally believe that the top-level design of the product needs to first stand on a clear business vein, recognize the business priorities, seize the core business for a considerable period of time in the future to frame their own products, but the actual situation is "more important than not", "on the horse first run". Set, coupled with the flow of management personnel, project abortion abounds, which has a genetic problem, there are also institutional problems (not to expand the discussion). I personally believe that C2C and S2BSC is an effective path for the property, build a module based on neighborhood trust, gimmick, flow, integration of community-centered peripheral services for aggregation of characteristics, such as: unused items trading, characteristics of the creators of food, characteristics of the door-to-door family services (elderly care / door-to-door cooking / breastfeeding division / niche maintenance) and other services, to capture the trust of the neighborhood and the characteristics of the service, let the owners! Promote to attract owners and form a base traffic pool for a product. This is the logic of C2C, the construction of the plate need to emphasize the performance of the quality control mechanism and the authenticity of the information. S2B2C is a tried and tested model in practice, the current prosperity of the preferred / food to the home of the community such as the group model are so, property companies in the absence of supply chain support, the need to reach a cooperation with such enterprises (or the corresponding supply chain enterprises), "chain to chain" gradually for the self-supporting chain, "to the chain". Chain support chain" gradually for the self-pickup point / front warehouse to lay the foundation, and ultimately the terminal service system and the cooperation of the depth of the integration of the enterprise, forming an indispensable link in the entire supply chain, and ultimately to achieve the light assets to participate in the chain and based on the epidemic during the exploration of many property companies, the practice has proved that high-frequency attributes of the field of fresh food, the price-for-quantity strategy harvested by the user's habits and The stickiness is far more than a single product explosion, this road can be passed.
The integration of C2C and S2B2C modes can effectively solve the problem of traffic introduction and precipitation, but also clearly builds a tool for featured commodities to reach the net, avoiding the supply chain integration problem of geographical restrictions, and at the same time meets the start-up demand for high-frequency diversion. Personally, I believe that the product design of these two plates is far more effective than the B2C/O2O tools for the operation of property enterprises. Here need to mention another belongs to the technical scope of things, that is, 2B / 2C on behalf of the issue of payment, property companies once their community services positioned as a platform, funds clearing on behalf of the payment must be integrated into the design of the product, put down the posture of the party, you are a need for supply chain to accompany the platform, on behalf of the clearing of the needs of the legal monitoring, but also the supply side of the demand (third-party payment companies and the ecology of WeChat can be This is also a demand of the supply side (third-party payment companies and the WeChat ecosystem can realize this demand).
Due to the top-level design of the product, involving a very wide range of all business models and the integration of their own business ecosystem, is a tool is also the entrance to the user, this focus on the supply chain perspective, the product problem on the point to the end of the follow-up article will be detailed in the "property by the product design recommendations", individuals have to write a number of programs discussed! The product problems of similar fresh food, housekeeping, housekeeping, tourism and other multi-board, followed by sharing.
Second, "innovative fulfillment-style specialty goods", as a revenue grabber.
"God, do the platform, the whole bunch of running water over, how to solve the problem of revenue? There is no invoicing revenue, I can be laid off." I am afraid that this is the first reaction of the property more than the leadership after listening to the above views. Unimpeded, I believe that the property to do platform ecology, the scale will be severely limited by its own volume, ultimately leading to revenue and profit is meager, unable to support the corresponding expenditures, revenue must be grasped, but can not be grasped by the eyebrow and beard. Property has a natural access advantage (discussed in detail in Part II), for the performance of more complex commodities have sufficient space and time to explain, and there is a relatively "safe" trust endorsement, I think the performance is a breakthrough point, this is one. Second, high-frequency consumption, brand preference is not serious, low value-added commodities can be "labeling endorsement", strong push and can divert the market. "Lease mode" to reduce the owners (especially the 90s generation) purchase threshold, such as water purifiers, air purifiers, fingerprint locks, intelligent glass windows and other home equipment, can be used to replace the package repair / lease expiration of free replacement / unlimited extension of the warranty, etc., and at the same time, the use of property owners to pay property taxes. "credit" (follow-up article on how the property system to build its owners credit system) situation divided into service gradient, with the time of the funds for scale. Personally believe that not only this type of goods, and can even be extended to the neighborhood public **** type of service related equipment for lease (to be pushed). Another example: paper towels, commonly used in the family paper towel brand preference for weak, high-frequency, large total size, labeling self-management is in exchange for revenue scale of the effective types of commodities, Greentown property happy granary that is well versed in this exemplary case.
If the revenue problem can not be solved, there must be two problems have not been solved: one is the lack of core competitiveness of the goods/services, and the other is competitive but did not form a cognitive identity. Core competitiveness need to start from the way of fulfillment, from the brand preference identification, from the user base to judge, and then in-depth source can gradually build molding, do not "performance mindset" died on the road to the long march; cognitive recognition of the problem, need to manipulate the trader to dare to give up the stage of profit or insist on building a three-dimensional system of commodities or to make good use of the logic of the long tail, give up the pork to make a fleece! When is the first way to take. Revenue and profit is the basis for survival, the basis of competition, in today's market environment, unchanged or core competitiveness, delusion "user advantage" can be sheared, that is the logic of the businessman, rather than the pattern of the trader.
Third, the "mixed logic" to establish a coalition of property service providers, accompanied by running + and table.
This is an industrial Internet thinking logic, there is no certain volume of property companies, it is very difficult to land, there is no attempt to IPO, the value is also greatly reduced. Property to carry out more than one, the scale of the limitations of their own holdings of the volume of property and the size of the owners, but good in the continuity and stability of the strong, standing in the supply chain business perspective, a sudden super single, not as good as the steady flow of water stable business, this is because the big single often stage breakthroughs up the ability to produce and supply, the process of expanding and shrinking is a disguise of the inputs and losses, and often a long and steady flow of business or gradually Stable growth of the business instead of effective supply chain enterprises to achieve "incubation/growth", which is also "mixed reform" can contribute to one of the important logic, coupled with the temptation of IPO is half the effort. Large IOP road enterprises, may wish to set up a limited partnership, will be all kinds of stable cooperation in the supply chain enterprises into which, the use of cooperation business scale or the scale of the merger table split the corresponding equity, and give the corresponding betting indicators, decentralization of power to let the "professionals run professional things", buckle to the alliance, resulting in a constraints mechanism, to strengthen the quality of service The company's business is to provide the best possible service to its customers, and the company's business is to provide the best possible service to its customers.
We in the traditional thinking under the logic, often ignoring the "business can be equity, equity can be productized", if your business has such integration capabilities, there is such a long-term stable business, it is recommended to stop the press, selection of which high-quality enterprises to establish an alliance *** with the growth of the more mature legal system and innovative equity model and social integrity mechanisms. Innovative equity model and social integrity mechanism, relying on existing resources joint upstream and downstream enterprises to form a new bundle of interests, amplify its economic value, both in the capital road, or in the practical business level is expected. I have used to find fruit fruit of the main body to promote the home management platform enterprises, fruit supply chain enterprises, maintenance platform enterprises to reach a preliminary intention and cooperation framework. This road, difficult, but worth trying.
Fourth, break the vested interests, bundled with the running business.
"Not broken" is the most basic value logic of this paragraph. Often listen to the property more economic staff mentioned: we give the supply chain enterprise support is limited, accompanied by running once or twice on the interruption, do not make money on the sale does not last, the platform once the money is difficult to start the first period of startup. I do not object to this type of understanding, and let's not analyze from the perspective of how to improve the added value / selection of suppliers, here on this issue to solve this problem, there is also a path. To give an example, the property business cafeteria purchase, cleaning and maintenance of office supplies such as purchase is typical of two types of high consumption and stable expenditure items, most of the property business but the long-term project manager or city company to hold, as a possible gray benefit output items, "broken" after the corresponding fresh food suppliers, I am afraid to fight for more convenient conditions! 2C business leverage, why not? This of course requires leadership courage, but also need to break the shackles of the original system. The most daring fear of colorful life, in order to seize the future of the more by, even let the property fee income to stimulate the owners of the more by consumption, this is the design of the top-level strategy, really difficult for most of the property companies. Longhu Property has also given over community advertising resources to its sister company, Chidin, to support the development of Duojing. Regardless of the effectiveness of the program, it is afraid that this boldness is difficult for most of the property companies to reach. Breaking some internal procurement mechanism, and more than by the supply chain enterprises to reconstruct the service model, I think it is relatively easy, just how to "break the gray" and "anti-gray", need to lead the wisdom of the leadership.
When the property by the community economic scene as a latecomer, I often sigh: If it is not the real estate of the high windfall, so that the top decision-making has no time to take care of the property after market, pension / community health / new retail / assets and so on, the industry is afraid to early have a place. When the pressure of property management becomes heavier and heavier, and the owners' awareness of their rights is further awakened, how can the endogenous management mechanism cope with more diversified owners' demands and higher labor costs without operating with a core axis of multi-period operation? The stage to cede the benefits of the ability to cede, bundled with high-quality cooperative enterprises, in the long run do not prevent the "break a break".
Fifth, the front warehouse planning and financial leasing of terminal equipment.
The author mentioned in "Part II", the property space advantage is one of the core values, and will be arranged as the four core values of the third, is based on the need for business front warehouse, service needs offline stores, O2O trend irreversible perspective. Here we need to emphasize, do not easily test the water front warehouse or physical stores, the high cost of trial and error and professional threshold is not just a professional can bear the risk, even if the founder himself is not recommended, the front warehouse needs big data to support the account to be counted. Personally, I highly recommend the self-pickup point model. Have a front warehouse of enterprises abound, the terminal to build a "warehouse transit", cooperation can be. Build warehouse storage capacity, vigorously adsorption of conventional logistics can not guarantee the quality of goods, such as: seafood, frozen products, high timely fruits and vegetables, breakfast, etc., and gradually form a takeaway and express delivery fulfillment model, while strengthening the service difference to play an advantage, such as: door-to-door delivery, extended business hours, sales staff stability and other advantages, and gradually formed and Xing Sheng preferred such as the advantages of the fulfillment of the group. Subdivision of this fulfillment model, is the property gradually build the first test of the front warehouse, but also the beach diversion to avoid the Internet, "a unified community" action.
Here, another terminal equipment investment and maintenance issues. Can not avoid the cold chain inputs, for low gross profit property enterprises really heavy burden, can consider financing leasing, employee crowdfunding, owners of crowdfunding, profit spin-off way to start, I once wanted to a certain property a community for the model of MVP test run, the end of the sigh of relief in the tripartite enterprises, failed to get what they wished for, and often lamented. Financing leasing and owner crowdfunding public **** value-added services equipment and facilities, which has space and owners of the property business, is a long-term backup in the brain thinking mode, can look forward to industry experts more digging, I presumed to determine can make a difference.
Up to this point, on the issue of property integration supply chain, personal views are generally as follows:
First, grasp the service, light assets, heavy joint is the basic guideline for the development of the property supply chain integration;
Second, the product structure can not be imitated, need to be combined with their own resources for the directional construction, especially focusing on the core business;
Third, "running water", "water", "water", "water", "water", "water", "Water" need to take into account the scale, "self-support" is to take care of revenue, both hands are hard;
Fourth, more than the economic environment is not "absolute" A and B relationship, accompanied by each other.
Fifth, financial thinking (credit/financial leasing/asset consolidation) is the direction of innovation under the stable characteristics of the property.
The above viewpoints, I practiced four years after the community economy on the property sector of the supply chain of the investigation, may be subject to personal level and pattern, not all right, hope that friends and partners to leave a message to point out.
Here's the topic of "Part 4":
From "owner labeling" to home data imaging
The digital assets of the property, ultimately, is to know what kind of owner the owner is: assets, behaviors, and preferences, Members of the ------- What will this do for the satisfaction of the property service? And what is the value of this to multiple businesses? If you build a family portrait, where do you start?
"Part IV" Zeng Da to take you from the "housekeeper" perspective to see the owners.
Welcome to the big property / community economy partners to discuss: personal subscription number "Zeng Da's business scripture".