A O2O startup team was a bad one but made the mistake ...

Wen/Wang Warm (Product network column author) a few days ago, a friend of Hangzhou told me from the Arrey Department of a pioneering team developed a "food" of the O2O restaurant app and online, said this product done well. I went to the application market to download the application to do experience, found that the application of the O2O model design has several "classic" misunderstanding, and often entrepreneurs in the O2O road into these misunderstandings, often Zhang stepped on the Ray was Doe again, and then Harry Zhao Liu and so on. Today I use this app as an example to enumerate these points for your vigilance. This is a "private kitchen" as the characteristics of the O2O catering platform. On this platform, users can find the surrounding "Private kitchen", check its specialty specialties (including cakes, stir fry, staple food, porridge soup, etc.) and order. At the same time, users can also apply to become a "private chef", their own specialty dishes online, and then wait for the next person to make a single. In the distribution, support from the mention and door-to-door and other means. The platform's intent is to meet the personal "private chef" to share and profit demand and to meet the "cargo" of the pursuit of food, can be seen as a localized catering Peer-to-peer platform. From the product design, this app is very good, user-friendly and operability are very good. However, its immature O2O model design is a mishap, creating a greater risk for the operation of the project. One, the product category many, did not focus on the app "category" menu items, including baking cakes, breakfast, lunch, snacks, dinner, snacks and other 12 categories. However, when you go in, you will find that the number of items in the category is acceptable, but there are few items in the category, the user experience between different categories is not continuous. I think that for a O2O project in the initial stage, due to the initial user flow is small, traffic is precious, the platform should be gathered early users and corresponding to the area of concentration, as far as possible to form heat. This kind of thinking is similar to the electric business in the "burst money" mentality, its core is to use a certain kind of goods to locate user groups, cohesion users and form a certain spread. If the limited customer traffic is dispersed across a variety of categories, not only the loss of user experience, but also will be mentioned later, for the platform-controlled suppliers is also a positive blow. O2O entrepreneurs tend to enter a "all-inclusive" error, that is, can think of or any user proposed requirements are trying to meet, to serve every user. This may also be the original purpose of this app with so many catering categories. However, O2O startups should know that users will demand, but users also refuse to accept bad experiences. In my past experience, users will always say, "If you can provide some xx is better," but increasing the number of products, especially the category requires the team to devote the appropriate energy. O2O start-up team in the strength and capital of the situation (of course, if the team has been a huge amount of investment can be another matter), generally do not blindly follow the needs of users, should focus on their strengths and advantages to focus on a certain type of content (including services and realBody product), try to meet the needs of a certain class of users or some users. Focus on the content, is to focus on the strength of the team, is the process of positioning. Second, the distribution of user location density, is the risk of all O2O projects in many O2O projects, the strong Internet attributes of the team more inclined to focus on line operations, the direct result of the user's location dispersed to the user experience a problem. In this case, we regard "cargo" and "private Kitchen" as users, and do not say that Beijing's "private kitchen" very little, even when I was in the app to locate a few living areas in Hangzhou, the distribution of the supply side "private kitchen" is more dispersed. The direct result is the difficulty of getting the goods increased-whether it is from the self or "private Kitchen" distribution (daily logistics is not suitable for distribution dishes), all make the cost of the distribution link is very high. This brings a problem with the pricing of a dish: hotel pricing as a reference point, if the price is too high and supplier distribution, user acceptance will be reduced, if the price is reasonable, then the distribution costs or the Commission can not be resolved. In my communication with many O2O entrepreneurs, I've found that many O2O underestimate the impact of location density on costs and tend to despise this factor. Many entrepreneurs in order to pursue the user volume, as long as the user wants to fight, and ignore the user's position distribution on the cost impact. My view on this question is, users in the location distribution to do the primary and secondary points, in the target area, the user's promotion position and the desired user experience location as much as possible; outside the target zone, users can be developed but not too active, or even temporarily discarded by users outside the target area. Focus on the marketing force to the target geographic area for online or offline promotion, is to find ways to improve user density in the initial focus of work. The user distribution density is actually a cost problem. Third, relying on cooperative suppliers, there is a huge risk here refers to the cooperative supplier is to establish a cooperative relationship between suppliers, including individuals (in this case) and businesses. Since such suppliers do not rely on the platform to survive, the platform has no control over such suppliers. The supplier is willing to launch the power, depending on whether the platform can bring sufficient passenger flow and income, however, a platform of initial stage is very difficult to do this (make O2O operators embarrassed, suppliers helplessly waiting for the platform to bring flow, but the platform's own flow is not yet known how to quickly obtain). As we saw earlier, this project provides a rich category (reducing user density on a commodity) and an unfocused location (geographically reducing user density), even if some of the user traffic is difficult to converge to the "private Chef", the final result of each "private chef" orders are not up to their expectations. At this time the risk arises: the supplier once found that the platform does not bring so many customers, it will naturally not care for the subsequent customer service quality-direct harm to the user experience, and the platform can only helplessly helpless. In the early stages of business development, it may be helpful to calculate the mathematical model of the reasonable ratio between supplier and consumer, and to operate on this target. BorrowIn the words of an entrepreneur friend, this is a typical "bilateral platform cold start" model, which has a high demand for operational capabilities. Many O2O entrepreneurs generally adopt this model, in fact, by the O2O platform "Light" and "heavy" concept of the impact. This "bilateral platform", seemingly light, has been heavily operational because of the need to take care of the needs of the bilateral community at the same time. But for some unilateral platform, seemingly heavy, but because its operation only to promote unilateral can, so the operating pressure relative to the bilateral platform appears lighter. This is a dialectical relationship, the specific choice depends on the strength of the team. Because of the multi line operation, an important resource of light platform operation is the support of large capital, the initial entrepreneur should do what they want. For many of the O2O projects I have seen, there are few success stories in the current phase of O2O development, such as the success of a taxi app and the e-cost project, but too rare. To ensure a user experience, many projects that do light platforms have to be heavier. This is precisely the ability of the O2O to deeply transform or upgrade the traditional industries-including service levels and various supply capabilities-and to demonstrate that O2O development will show greater strength in the heavily vertical field. In fact, this step is also O2O people helpless choice, because the traditional many industries rely too much on real estate resources (performance of good location stores) and resources (such as production organization and sales of solidified precipitation), or because they are still confined to the inherent business habits and thinking patterns, There is no strong incentive to constantly optimize the user experience. They have only one demand for O2O platforms: passenger flow. If the O2O platform does not quickly bring in the flow of passengers, they will easily lose patience, "abuse" platform users and even the platform to terminate cooperation. In this case, the O2O job content has to be more and more extensive, from the platform's rule-makers role gradually extended to the actual actor role. I had a hands-on experience with the app in this project, and the results confirmed what I thought. The personal supplier's unprofessional obviously impaired the user experience, almost each link and I carry on the short message communication--especially in the distribution question on the distribution and the self to carry on the repeated consultation. And from the product point of view, because the mode of production is the individual economy rather than the scale produced, resulting in the price of goods far lower than the professional supplier--apart from the previous three points, this is also a lot of o2o people easy to enter the misunderstanding, that is, peer-to-peer sharing of economic will certainly reduce production and operating costs of the good wishes. As everyone knows, industrial production is characterized by high efficiency, although it has its drawbacks, but it can not be easily overturned. Whether the O2O mode can improve the transaction efficiency and improve the mode of production organization, but also concrete analysis of the specific problems and observe the angle of O2O to the traditional industries. But in any case, O2O must have a good chance of winning as long as it provides a better user experience, more optimized resource allocations, or more powerful data-support capabilities.