Jet.com wants to be a dynamic pricing electric dealer

An electric dealer called Jet.com today got a $25 million trillion in funding, completing a round of financing of a $80 million trillion. Marc Lore, the founder of Jet, then affirmed the claim on his own Tumblr. The 55 million-dollar financing was received in July, with the investors including new Enterprise Associates, Accel, Bain Capital Ventures and Mentortech Ventures.

However, all this is in the site has not been online, the situation is expected to come on line time is next year! At present, I can not query more information about jet.com, the only thing I know is: First, this is a dynamic pricing of the electricity quotient, it will be based on the distance between the distribution of the dynamic pricing; second, its founder Marc Lore had created Diapers.com. Speaking of diapers.com may not be unfamiliar, this is a vertical class in the United States, to sell mother and child supplies and household items mainly, and grow rapidly. In 2011, Quidsi, the company it belonged to, was bought by Amazon for 550 million dollars. Today, Marc lore with the idea of Amazon's retreat.

Well, the madness of the capital world I do not understand, but this 80 million dollars is not without reason. I guess what investors are looking for is nothing more than two points: first, Jet.com's "dynamic pricing based on distribution distance" model, which is still a new concept in the current Electronic business site, and there is room for imagination; second, the successful history of its founders Even if Jet.com is not the second Amazon, it will not be allowed to be on Amazon again, right?

Tell me what I think of dynamic pricing. The dynamic pricing method has been tried in the electric business, which can certainly play a positive role in adjusting the market demand and the enterprise's own supply ability. The existing dynamic pricing strategies are based on the following dimensions: First, based on the time base, such as the new product price will be higher, at the peak sales of commodity prices will be higher (in booking tickets, hotels often happen); second, based on market segmentation, that is, the consumer divided into different price tolerance level, They then design a different product mix for sale.

Jet.com Dynamic pricing model is a pricing method based on market segmentation, and its subdivision dimension is "distribution distance". In other words, jet.com in the sale of goods at the same time, the distribution of logistics as a service to sell. If your distribution costs are lower, why pay the same distribution costs as other users with high distribution costs?

Further, I think Jet.com can derive the "dynamic pricing based on delivery time" model, and in this way better meet the user's "timely delivery" service needs. To solve the "last kilometer" distribution is a hot spot recently. Foreign Instacart as the representative, the domestic community 001, the love of fresh bees are in the attempt. But these community O2O services are through with the ultra, community shops and other retail channels to complete the real-time distribution services, by the upstream retail channel constraints, the profit space is relatively limited, and the flexibility of pricing does not have much room to operate (unless willing to operate in a loss-free manner).

If jet.com oneself butt supply chain, can control cost, in commodity price will be more advantageous than above O2O platform. and jet.com than the General Electric dealers in the "on-demand service" and further. Amazon now can only do "on the day", for those who want to get the goods immediately after the users do not seem to have the electric business platform to docking their needs. If a user is willing to pay a premium for such a service, why not do it? Conversely, for those who are not sensitive to the distribution time, it may be more desirable for them to lower the price of the courier. Moreover, the user's demand for delivery time is often directly related to the attributes of the commodity, if it can integrate the information of the goods and the demand of the distribution better, there will be more imagination space. This is a "last kilometer" on-demand service.

In order to achieve on-demand services, how to more reasonable resource scheduling is the next problem. Since it is not clear what mode the jet.com will be (Amazon's retail model or the platform model of the Cat Class), what is the docking resource, so there is no way to give more answers. I'll keep my eye on it. If you are interested in this type of model, welcome to discuss with me: zhangyuxin#36kr.com