O2O outbreak Year: Sword refers to Community business entrance

It circles many people have a consensus ――it circle Next Generation "Taobao class" volume of the field in O2O, and in the visible future, the biggest opportunity may sell O2O.

In fact, this year, Alibaba, Baidu and other giants as well as hungry, the United States and other groups have sold O2O in the field of Horse Rodeo.

Is the biggest commercial value of takeaway O2O in the "takeaway" for participants? "Daily Economic News" reporter (hereinafter referred to as NBD) exclusive interview is Hungry? Co-founder Kangjia, from the practitioner's point of view to comb the take-away O2O industry development of the past, present and future.

Two kinds of value-added value support takeaway O2O

NBD: Takeout itself is an old business, why this year's take-away O2O industry suddenly erupted?

Kangjia: The first is technology push. Because of the O2O industry, b-side restaurants scattered, and C-end users also dispersed, mobile internet can be both ends of the fragmentation of organic docking. Second, there are start-up companies in the exploration of the relevant business model to make, and foreign peers such as GrubHub, JustEat, etc. in April, the listing, triggering a business, investment both sides of the market's great concern. In this context, Alibaba, Baidu and other giants of the intervention, it helped push the tide.

In addition, the 2010 group purchase on the B-end business market education is also a supporting role.

NBD: Is there a direct relationship between the outbreak of O2O and the nature of the industry itself?

Kangjia: This year, with Alibaba, Beijing-east and other listed, the basic declaration of "buy" the Internet work is completed, under which, we will naturally think about the next wave of internet problems, including "eat" The life level of the industry to become the focus of Internet.

It is worth noting that the largest in the field of O2O is catering, after all, the largest line of Chinese streets and alleys is a kind of online outlets is the restaurant.

Large scale, just need, high-frequency consumption, and we feel that an entrance has a great strategic value, so the takeaway O2O naturally became a military battleground.

NBD: What is the value of online takeaway to B-and C-end to support its sustainability?

Kangjia: Generally speaking, there are two kinds of value added in online takeaway.

The first is the value of information. There is a "custom" process in the takeaway, and there is a natural attribute of asymmetric information. For example, on the client side, the traditional takeaway mainly has the following 4 pain points: In order to call takeout, the user can not find enough of the take-away shop information, the hands of the existing menu did not update the information in a timely manner, the telephone booking is often busy and waste time;

For the B-terminal, there are also many problems, such as the location of the store due to the space limitations caused by insufficient coverage, the relevant preferential promotional information can not be directly and comprehensively delivered to the user side. Through the Internet this information platform, can effectively spread flat B and C end of the relevant information gap, so as to enhance the B-end and C-end communication between the efficiency.

The second is the value of the tool. To put it simply, when online takeout is an alternative to the Internet, users can order meals anywhere, breaking the limits of time and space.

NBD: Can you be hungry for a case, introduce the current customer base structure of the online takeaway market and the future new customer base?

Kangjia: Hungry? The first customers are college students, the second group of mainstream customers are CBD business circle white-collar workers, of which the former accounted for more than 60%. At present, the entire industry's customer base structure is almost the same as the two groups of people mainly.

Are you hungry? Start in the one or two-line city to try to open up the Community market, such as CBD white-collar workers, night will return to the community, and the best business on weekends.

The age structure of the client group was mainly young people, among whom the 18~30岁 age group accounted for more than seven or eight.

The customer base structure may not change much in the foreseeable future. Overall, the proportion of these two major customer groups may fall moderately in the future, there are three reasons: first, the company intends to open up other people; the second is accompanied by the delivery of O2O industry standardization and service promotion, customer base coverage will also expand; third, with the advance of time, the current group of mainstream customers age and the extension of the habit, The customer base for online takeaway will also expand.

For the entire takeaway O2O industry, the most to be excavated customer base may be the elderly group. Now the main barriers to market development is the use of habits, as well as the elderly to sell the category requirements and the two major mainstream customer base is very different.

Three-stage transformation "one kilometer micro-electric dealer"

Nbd:5 months later, hungry? To accept the public comment on the network after the expansion of investment, Baidu Takeout online, the United States and the rapid pace of delivery of the group, why is this node in the industry suddenly speed up?

Kangjia: For example, be hungry. First of all, the industry gradually mature, especially in April GrubHub, justeat successive IPO success, the industry's commercial value really presented; second, including Baidu and other giants such as large-scale entry, increased the competitive pressure; third, May Hungry Mody accepted the public comment net 80 million dollar investment, With financial support, the experience of the public comments also shows that in the industry, the node, if still conservative to go, may miss a lot of opportunities.

NBD: Are you hungry when you expand? What are the criteria for choosing an expanded target area?

Kangjia: The main indicators are the number of target area, consumption capacity, number of restaurants, restaurant service quality, passenger flow, stock market situation, etc.

NBD: In the industry expansion enclosure at the same time, we also note that online take-away competition, there are a number of different voices, such as some restaurants in order to get more subsidies from the platform to organize the brush, the competition brought about by the increase in wages, the user complained that the price of low quality and poor problem, How do you think of the situation, even if a front-line pusher of a foreign-selling company is occasionally exposed to fights in order to rob customers?

Kangjia: Takeout is a highly non-standard industry, practitioners miscellaneous, this phenomenon existed before, but also will exist, but the proportion is very small. In general, this is a problem in development.

NBD: From the perspective of stage theory, in the development, the company must face the problem of constantly repositioning. To be hungry, for example, the development of O2O industry can be divided into what several stages? What are the characteristics of each stage?

Kangjia: The industry ecology can be divided into three stages roughly. The first stage is the restaurant from the distribution stage, is mainly the stage of information value, that is, the main restaurant from the distribution, takeaway platform mainly as a product provider and the flow of the import side.

The second stage is to perfect the ecological system of takeout order. At this stage, the O2O platform will intervene in the offline distribution, to provide distribution to restaurants with insufficient or no distribution capacity, thus expanding the coverage of take-away restaurants, especially in high-end restaurants that are rarely involved in takeout.

Our idea is to do a logistics open platform, including their own logistics as well as third-party logistics companies, through a set of rules of the game to form a short distance logistics "rookie", and open to the merchant, through this short distance logistics will b end and C-terminal organic connection.

The two phases are cross. At present, for the hungry, the first phase of the task has not been fully completed, such as the university market did almost, but not all covered, and now the CBD, Community market is still worth digging vigorously. But overall, hunger is now part of the second phase.

NBD: What will happen to the market after the short distance logistics platform is successfully built?

Kangjia: We may start in the second half of next year to do the third phase of the work, namely ecological construction. By that time, on the basis of short distance logistics, the takeaway ecosystem will be transformed into a similar electrical quotient of community commerce. Whether it is to eat or use, such as driving, home economics can be through this platform to provide one-hour service, thus becoming a kilometer of micro-electric business-oriented companies.

Some ideas for this stage have not yet formed, such as will not replace the convenience store, will not extend a number of new business forms. But it is certain that this kind of capillary company will probably with Alibaba, Jingdong and other backbone network companies to form a complementary overall; at the same time, take-away O2O Company and Community 001 and other community O2O, net and other classified information sites such as the company's business, the intersection will be more and more high.

Match Line Online

NBD: What are the similarities and differences in market size, route selection and so on in domestic online takeaway companies and foreign countries such as GrubHub and JustEat?

Kangjia: In general terms, China's market is bigger, but also more complex. This complexity has two dimensions. First of all, from the category, said China in the "eat" level more diversified, there are cuisines, regions and other differences, relatively speaking, the United States and Europe in the "eat" aspect is more unitary, and secondly, the industrial chain is not the same degree of improvement. Comparatively speaking, the market economy is more perfect in Europe and America, each link is more mature.

In a way, I think this immaturity is a good thing. In the early days of entrepreneurship, U.S. and European counterparts more easily to make money, but when the company developed to the later stage of ecological construction, foreign counterparts because each link is more mature, it is difficult to extend the tentacles longer, and in China, because such as payment, logistics, etc. are not too perfect, this wasteland need to bear more responsibility, of course, the return is greater.

NBD: What is the main profit model of the O2O company which is represented by the hungry now?

Kangjia: The theme of this year's industry is expansion, so less discussion of profitability, as the 2012 platform-type electric dealers in the expansion phase, as Liu said, the current discussion of profitability is not appropriate.

Currently hungry for the profit model, including to the middle and low-end businesses charge annual fees, high-end merchants charge 15~20 Point of Commission and so on. NBD: How do you view the pattern after the World War, when an industry is slowly maturing after the war?

Kangjia: Online take-away platform manufacturers, may end up leaving only one or two, and even the most likely to leave a home. Perhaps by next year, the battle will be largely over.

NBD: In this competition, how to see the competitiveness of hungry?

Kangjia: Hungry now occupy nearly 70% of the market share, but the U.S. regiment of Takeout, Baidu and other sales are also exerting force. Relatively speaking, the industry is hungry for competition pressure mainly from the United States Regiment, not Alibaba, Baidu and so on. American Regiment, Hungry Mody is a kind of O2O ability, is the line and line under the ability to cooperate with each other.

Can NBD:O2O ability be understood as the ability to work online with the line?

Kangjia: Indeed, such as the recent community O2O manufacturers Ding dong Community contraction strategy, the core reason is due to offline ability and online expansion of the gap.

NBD: Imagine, to the industry pattern was set down. If the last remaining is hungry, then ecological, the company's possible maximum competitiveness will not turn to data operations, such as Alibaba now?

Kangjia: So, especially after the ecology, the development of business models may depend more on large data. Are you hungry now? Data sets are also set up below the product department, although the primary task is to collect data in a relatively rudimentary form.