Yu Gang: Debate On O2O To Subvert Itself

Until now, P has shared an office with CEO Liu Jun Ling, shop 1.

Two office desks and the distance between them is less than two meters.

When Liu was not in the company, he would be interviewed in his office, otherwise he would have to look for another conference room.

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< p > this is not inconvenient. It has never been thought that what he needs is a quick and pparent decision. Many times after two people discuss, the new plan can be pushed immediately.

Yu attaches great importance to the efficiency of this discussion and decision making.

If he does not agree with Liu's opinion, the two can communicate immediately and even pull the third party in to clear up the train of thought.

"There is no estrangement between us," he explained. "In Internet Co, the speed of decision making is often more important than the quality of decision-making."

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< p > further, Yu Gang hopes that shop No. 1 can always maintain the innovation and vitality of a start-up company, respond quickly to the changes of the outside world and make quick decisions.

Although Shop No. 1 has begun to move towards the "big supermarket" in the dream, Yu Gang and his team are experiencing the "two start-up" - the rise of the mobile Internet. The 1 shop, which has been working on PC end shopping, needs to "subvert itself" to meet the challenge. His judgement is that he only left himself for two or three years.

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< p > "one thing is for sure. We have to use mobile thinking mode to do mobile shopping, instead of using PC e-commerce to do mobile shopping.

We must really give up some of the things on the PC side and reconsider the characteristics of mobile shopping.

He said.

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< p > the Internet world is changing rapidly. It just wants to be able to keep a clear head in the dazzling changes.

In his words, first of all, he wants to make the physique of the company very strong and resist all kinds of "viruses and bacteria". Second, the most fundamental foundation of the electricity supplier is the user experience, which will never change.

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< p > < strong > insight > a href= "http://www.91se91.com/news/index_c.asp" > mobile terminal < /a > /strong > /p >

Yu Gang, who always takes entrepreneurs as her own, always reminds herself of "Stay hunger". P

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< p > nearly two years ago, the biggest bet on his "subversion" is the mobile terminal.

A large number of funds and manpower have been invested in R & D, and the team of R & D mobile products has been independently released and granted great autonomy.

At present, the team has only three or four business personnel, and does not include the relevant IT development team.

While shop 1 is recruiting large numbers of R & D personnel for mobile products, many developers in the field of PC shopping also turn to R & D of mobile terminals.

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< p > "basically, a lot of resources in the company are tilting to the mobile area."

Yu Gang.

In his words, the company's original R & D idea was first developed on the PC side, and then copied to the mobile terminal. Now, on the contrary, R & D personnel will first consider people's shopping habits on the mobile terminal, and then extend these applications to other channels.

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"P" has just come to the early realization that the potential of mobile terminals is far greater than that of PC terminals, whether in the electricity supplier or in other Internet sectors.

"At the end of last year, mobile phone users had reached 500 million, while PC users were 590 million.

The penetration rate of mobile phones is much faster than that of PC.

He said, "by 2017, mobile phone users will surpass PC users, that is to say, the main battleground of e-commerce is not PC, but mobile devices."

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< p > in the continuous trial and error, users who have just discovered mobile terminals have a lot of unique features.

For example, the frequency of purchase is higher and more fragmented. The peak of purchase is not in the daytime, but in the evenings, weekends and holidays.

At the same time, mobile devices have natural advantages over PC, such as scanning features, images, speech recognition features, geographical location features, and sensing characteristics between devices.

This means that shop No. 1 has to take full advantage of the characteristics of these mobile devices in order to seize the initiative in the mobile shopping trend. "Mobile shopping is the life of PC e-commerce".

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< p > according to him, shop No. 1 has made many attempts to optimize App this year. For example, customers' search for goods will be more and more simple and accurate. The company has also launched the "shopping footprint" function to help consumers quickly find the commercial products he has visited, and can place orders through a few clicks.

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< p > even so, in this "mobile revolution", the resistance and challenges faced by the company are not small.

Technically speaking, due to the small screen of the cell phone, the search and display of the goods are more difficult, which results in the consumers having to go through a long shopping process to complete the purchase.

Complex processes often mean a reduction in the conversion rate of shopping.

Secondly, the signal intensity of mobile phones is unstable, resulting in problems such as page failure and so on. These factors will affect user experience.

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"P" is just trying to break these technical bottlenecks. "What is certain is that mobile terminals must be short and fast shopping."

In his ideal state, users can think of anything to buy at any time, they can input by voice or text, or they can take photos when they see goods on the road, which will immediately enter the background system of shop No. 1 to carry out image and speech recognition, and turn them into users' real shopping needs.

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< p > in addition to the technical problems that need to be solved, the greater challenge comes from internal organizational pformation and process reengineering.

At the very beginning, it is inevitable that there will be a channel conflict in the company after shifting the business focus to the mobile terminal.

"That's why I want to talk about my own life. Because more and more users are pferring to mobile phones, the growth of PC is not so fast, or even down."

In this case, it is particularly important to balance the relationship between different channels.

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< p >, but he believes that at least the mobile terminals and PC terminals are not completely the same.

After all, many customers use PC and mobile devices, and use different devices in different scenarios. "Maybe customers will buy less goods every time, but the total amount of purchases will increase."

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< p > on this basis, the way of thinking of employees also needs to be changed.

"A lot of times, people's thinking is still in the past, attention is still on the PC.

It's not easy for everyone to turn their attention to the mobile terminal. It still takes time. "

Yu Gang said.

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< p > he did not deny that the early impact of PC on shop 1 was too great.

But now, the rules of the game have changed.

He even put it in the trend of moving closer to mobile shopping, "those things PC can keep up with, keep up with it, ignore it."

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< p > < strong > O2O argument < /strong > /p >

< p > on the basis of the mobile terminal, the shop No. 1 is only an online supermarket.

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Not long ago, P opened the first "community service center" in the COSCO two Bay town of Shanghai, and began to extend its tentacles to the bottom line.

In planning, the community service store has three functions.

The first is the delivery hub; the second is the customer's pick up point; the third is a marketing center that can display goods.

Because the store is located within the community, many offline activities can be carried out in the store.

For example, a salesperson can help community residents to buy groups, and guide customers to go online.

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In the attempt of this O2O, P has just come to the conclusion that traditional retail is going online, and the electricity supplier is walking down the line. "Finally, it must be the integration of online and offline, providing more channels and convenience for customers".

It is just that this "community service center" model will blossom everywhere in the future.

But at least, "shop 1 has found a sense in groping."

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< p > he told reporters that the first offline community service station tried in Shanghai is much more expensive than the general distribution station, but the cost can be covered by the value it brings.

After all, this service station itself has the function of distributing logistics, and it can also form the contact point of customers, which not only facilitates customers, but also realizes marketing.

"In this way, we are confident that we will do more similar experiments."

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< p > in addition to trying it out, shop No. 1 is also seeking cooperation with traditional business super stores and convenience stores this year to open up online and offline channels.

Specifically, shop No. 1 provides systems, platforms and traffic for traditional retailers to help them sell online; customers can either buy goods from physical retailers or purchase online; they can go to physical stores to pick up goods, and physical stores can also deliver goods to the door.

Yu Gang said that the company is working with the largest retailer in Shanxi, and several other projects are also being discussed.

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< p > although the concept of O2O looks very beautiful, retailers everywhere are advancing vigorously, but there are not many successful cases in China.

Turning to the reasons, just pointed out that the key lies in retailers "have not yet found the right mode, did not find the core value of O2O".

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< p > in his view, the core value of O2O should be to make full use of the advantages of online and offline channels to enable customers to achieve full channel shopping.

Online value is convenient, anytime, anywhere, and rich in category, free from time, space and shelf constraints.

The value of the line is that goods can be seen and touched, and instantly available; brands can directly contact and communicate with customers, and customers can also enjoy face-to-face services.

From this perspective, O2O should seamlessly link the value and advantages of the two channels, so that customers can feel that each channel has value.

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< p > "of course, if we have any experience, we will not be able to talk about it now," Yu said. "We have gone through many detours and are still trying.

To be precise, we still haven't found the core value of < a href= "http://www.91se91.com/news/index_c.asp > O2O mode < /a >.

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< p > < strong > error growth < /strong > /p >

< < p > > in the < a href= "http://www.91se91.com/news/index_c.asp" > the two venture > /a >, the most important product is the WeChat launched by Tencent. In the eyes of many observers, this is also the sign of the success of the penguin company's "two pioneering work". He realizes that even a new App is initially unremarkable, and it may change the pattern of the whole industry rapidly.

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< p > however, in the face of the changing technology and trend change, we are not afraid at all.

Because of this, he attached great importance to innovation, and repeatedly mentioned the word "revolution" in this interview.

"I have always believed that innovation is the lifeline for Internet companies, and we must dare to constantly change our lives."

He said.

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< p > the corporate culture that has just been praised is "everything must be at the forefront".

In his words, he likes to lead the trend rather than keep up with the trend. Only in this way can the company continue to grow rapidly.

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At the same time, P just encouraged trial and error.

He did not deny that there were many mistakes in the history of entrepreneurship in shop No. 1.

For example, in the early stage of its establishment, it tried to cut into the market through catalog purchase, so that it neglected other better business models. For example, the early expansion in the region was not radical enough, focusing only on the second tier cities. In fact, the three or four line cities should be quicker.

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< p > these are the "tuition fees" for the 1 shop during their growth.

In summing up their own entrepreneurial process, it has just been divided into three stages: from 2008 to 2009, the 1 shop is still exploring its own business model. "What is e-commerce marketing, and how the business model can make the company stand on the ground" is the most pondering problem at the time of gang and Liu Junling.

By the second stage, the business model has become increasingly clear, and the two founders have focused on building a wide variety of internal systems and sorting out the supply chain process.

He remembered that warehouse stores 1 often broke out before and after 2011, and logistics and systems became the main bottleneck of the company.

Therefore, at that stage, the main task of shop No. 1 is to improve the system and optimize the process, and ensure the user experience through the pformation of operation, so that the company can continue to grow rapidly.

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< p > 2012, WAL-MART strategic investment No. 1 became the largest shareholder and strategic partner of the company.

In the eyes of new investors, the biggest value of this investment is "global sourcing". This kind of resources helps the No. 1 store to import more commodities and obtain better supply terms.

Secondly, WAL-MART has 15 years of experience in electricity supplier, and the 1 shop, which has been established for less than 6 years, has absorbed a lot of ways to do business.

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< p > to the third stage, more and more attention has been paid to people and teams at the beginning.

At this time, talent has become a major bottleneck. Shop No. 1 urgently needs strong culture and new organizational structure to adapt to large-scale development and growth.

The question that has often been raised before is how to make the company structure and motivation attract the top talent in the industry. How can every team maintain their entrepreneurial mindset and quick decision-making mechanism in the expanding organization? < /p >

< p > he was awarded the master of theoretical physics and the doctorate of decision science at Cornell University and Walton business school respectively. He was also a tenured professor at the school of management of Austen University, Texas.

He has a rigorous and conscientious nature of science professors, and treats people with courtesy and courtesy.

And this educational background and personality charm undoubtedly exert a subtle influence on the team.

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"P", but the following management challenges and fast changing markets continue to test the management wisdom.

On this basis, he needs to develop a pair of "eyes and eyes" to see the trend of the industry in the next 35 years.

"Now there will be a little millet mode in the market, and Huang Tai Ji mode will appear later. If we keep chasing these trends, we will not catch up with them."

Just like this.

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< p >, so he tried to focus on something permanent.

"The eternal thing is customer experience, which is the richness of products, preferential prices and convenience to customers."

He said, "this past is unchanged, and now it is unchanged. It will not change in the future."

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< p >, in the face of the new opportunities and challenges brought by the mobile Internet and O2O, will they continue to lead the trend of the electricity supplier? < /p >