Three tactics of mobile internet breakthrough

How to break through the development of mobile internet "ceiling"?

At the end of 2009, Morgan Stanley launched the mobile Internet report, announcing the advent of the mobile internet era. Since then, a large number of enterprises and teams have begun to focus on and enter the mobile Internet field, but because the mobile internet industry is still in the early stages of development, the enterprises involved in this field encounter challenges from all sides, of which the challenges of business model is particularly prominent.

Why do mobile internet companies face the dilemma of business models? The change of industry pattern and competitive environment of mobile internet is the root cause of these enterprises ' predicament. In order to realize breakthrough, mobile Internet enterprises should start from three aspects of the original ecology, sustainability and ecology of the business model.

Defending the strategic advantage of "original ecology"

The biggest bottleneck for mobile internet companies is that after copying foreign models, they do not consider the localization of the application, which is the so-called lack of "original ecology".

At present, most of the domestic mobile internet companies adopt the practice of "imitating" foreign similar enterprises, and their business model is simply transplanted to the domestic market through Consumer-to-consumer (Copy to China), which leads to the absence or lack of native nature of the business, thus plunging into a typical dilemma of mobile internet business model. For example, the domestic imitation of the United States Check-in service Foursquare large number of mobile internet companies, currently facing the plight of the lack of user size, the fundamental reason is not to consider the domestic mode of interpersonal communication and foreign differences.

In addition to enterprises in the field of mobile Internet needs to pay attention to the original ecological positioning, some before other enterprises into the field of mobile internet start-ups, should also consider strengthening the business model of the original ecology, to avoid being shanzhai. For example, 2G era well-known 3G portal and UC Browser, they in the WAP era to maintain a good lead, but also has a certain nature, but with the advent of 3G, a large number of Internet enterprises to intervene in the field and make their business model was shanzhai, and thus plunged into the market lost, User experience does not highlight the plight of mobile internet business models.

To a mobile Internet enterprise, imitate or construct brand-new business model, should try to keep the original ecology of the business model, should combine own resources and ability, form the difference characteristic with competitor or Shanzhai Enterprise.

Millet mobile phone is to keep the business model of the original ecological success stories. On the one hand, the millet mobile phone imitation of Apple to take its own design and look for the way the foundry, according to the characteristics of Chinese market, the pricing of 2000 yuan has been determined, and a more unique product orientation has been formed. On the other hand, the millet phone gave up the Apple store and online sales, simplifying the mode of online sales, and successfully reduce the cost of the channel Finally, the millet mobile phone in the mobile application layout, launched a mobile phone operating system MIUI and chat tool chat, but it did not venture into the mobile Internet applications, but to adopt a more low-key means of weakness.

If the mobile Internet business model is better, can make the enterprise has a certain difference, leaving a big improvement space, time is also more abundant, but this does not mean that enterprises can wait for the continuation of success, but should be continuous improvement of products and services, strengthen the original business model positioning brings advantages.

Continuous innovation to improve product lethality

But it is not to say that copying a foreign business model and localizing it is a safe place to be, and that a business model wants to continue to be successful and constantly innovate.

When the enterprises involved in the mobile internet have established the basic business model, they should improve the value of the products, provide more elements to keep the business model competitive, avoid the competitors ' involvement in their core areas, and lead to the upgrading of homogeneous competition, which affects the realization of the enterprise's profit.

Apple is the best case for continuous improvement of the product from the core. Apple has also built a software ecosystem to continuously improve the user experience of hardware products in order to enhance the value of its core products after the launch of the iphone and ipad core products. It is through the ever-improving business model that Apple effectively avoids the challenge of competitive low price competition. The traditional handset manufacturers Nokia (micro-BO), Motorola (Micro-BO) and other companies, because of the lack of core product improvement strategy, have plunged into a business model dilemma.

Nokia, which boasts the largest handset maker, has also launched software strategies following Apple's business model, but has dragged the company out of its way because half-hearted's application has not strengthened the competitiveness of its core products. Motorola, America's leading mobile phone maker, also became a subsidiary of Google in the hands of internet company Google last year, as well as Motorola's lack of strategy around core continuous improvement.

Not only are smartphone companies struggling to avoid the plight of mobile internet business models, but the sheer number of mobile internet companies have failed cases. In the WAP ERA in the leading 3G portal has been a lot of investment in IDG, but because the management team did not timely around the core to improve the product, but through a variety of aggressive way to intervene in a large number of mobile Internet domain, making its business model lack of continuity, leading to the 3G portal is now a forgotten mobile

From the 50 mobile internet cases that the mobile Internet labs focus on, the major problems facing most mobile internet companies are how to gain competitive advantage, avoid being stolen by rivals, and weaken their differentiation advantages. Research and practice have proved that the ecosystem of products or services is a viable way to maintain a sustainable competitive advantage.

Making good use of the "ecological" winning weapon

Finally, when a certain market size is obtained through continuous innovation, if you want to be bigger and stronger, you need to cover the whole industrial chain with a single product, and build your own "ecosystem".

Most business operators envy Tencent and other internet companies, hoping to replicate similar competitive advantages in mobile internet and avoid simple price competition. To achieve the similar status of Tencent, mobile Internet enterprises should understand the construction and innovation of the business model from the perspective of ecological system.

Apple is the most typical success story in building a mobile internet ecosystem. By providing core hardware products and software services, Apple has formed a more complete ecosystem, and Apple is still able to avoid competitors challenging its competitive edge with competitors following hardware and software offerings. Apple's tablet ipad, for example, is one-fold more expensive than its rival Amazon's Kindle, but its market share is still far ahead of rivals, thanks to the ipad's fire ecosystem with itunes and App Store.

Apple-like success is still rare, for example, it is not clear to imitate Apple's millet phone can be successful, but the expectation of eco-mobile internet failure cases are everywhere.

China Mobile Wireless Music base has been trying to introduce a community operation model, and also tried to build a wireless music microblogging platform, but ultimately in the company's unified operation of mobile micro-blog contraction strategy.

For China Mobile Innovation Project Mobile mm, flying letter and Wireless city, is now said to be in the eco-transformation phase, the possibility of its success is negligible.

Why Apple's eco-strategy has been successful, and other companies have few success stories?

Two reasons hinder the realization of the eco-business model of mobile Internet. On the one hand, enterprises or business leaders do not have clear ecological awareness and thinking, only perceptual thinking should imitate Apple ecosystem practices, adopt an open model to promote the healthy development of the ecosystem, but the actual operation did not give enough attention, such as China Mobile's wireless city ecological attempt. On the other hand, even if these mobile internet companies have determined the idea of ecological development strategy, but they tend to underestimate the resource capacity needed for the strategy and are too optimistic about the ecological process, which has taken nearly 3 years to shape since Apple's eco-development process began in 2008.

All in all, whether it is the mobile Internet business model Exploration stage or the transition stage of the enterprise, or has determined its own business model of enterprises, should be aware of the mobile Internet business model of the difficult to build, enterprises only according to their own resources capacity, from the original nature, It is possible to break through the dilemma of the development of the mobile Internet business model by accelerating the construction and optimization of the business model in three aspects of sustainability and ecology.