O2O Business Is The Ultimate Goal Of SF.

The layout of the project will eventually achieve "SF EXPRESS + SF preferred + SF mobile + financial + community O2O service platform + rural logistics". The platform, logistics and financial resources behind hay will gradually open to the public.

There is no doubt that the logistics industry is still growing substantially. In the field of logistics, Shun Feng is definitely the leader.

But in the field of electricity outside the main business, Shun Feng wants to build an empire of electric power without having to do everything personally. It may well integrate the acquisition of upstream and downstream industrial chains instead of doing hatching in person.

Ding Daoshi, director of the Institute of fast track research, said that the use of "SF"

"The attempt to O2O should have been a failure, but things have not ended." SF's "upgrading plan" for "Hey customers" should not be groundless.

After all, it is not just that SF is trying to land on the line, but Ali is also doing similar attempts.

Although no one has been successful yet, now they are still working hard.

To do O2O

The ultimate goal is service, not commodity itself.

There are two core elements of Shun Feng business, one is the whole channel, the other is community-based.

Community-based emphasis is on the personalization and localization of services. The O2O of Shun Feng includes four directions: electric business, finance, express delivery and convenience.

Specifically for SF Hong shop, the problem it faces now is the lack of experience in the physical electricity supplier operation. It lacks the ability to solve the problem of diversification of products and user needs.

In the follow-up development of hey customers, the promotion of store commercialization, store manager operation and business mode backstage large scale system is a matter of concern.

The relevant department of the market department of SF commercial business group told our reporter that he hoped to expand the logistics experience of customers to SF, and provide more channels of distribution services for more businesses.

This can also focus on one local service through the SF community network and logistics capabilities, create a large-scale business opportunity, and Shun Feng will unswervingly explore business models that are close to users.

It can be seen that the exploration of the upgraded version of the SF hi shop is the strategic revision of the strategic direction.

The former operation does not fit the needs of the real high frequency service in the community. It really provides the products and services that the community residents need most of the high quality and offline experience needs, rather than simply doing some standardized product display and comparison.

The core objective of this adjustment is to focus on the needs of experiential services under the family line, and combine the investment of SF in the aspects of logistics distribution, e-commerce operation and financial services, to make an integrated three-dimensional service.