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Is the road of the US Mission Didi Wars feasible?

The war between Meituan and Didi has been going on for nearly two months, and there is still no sign of flameout. The industry's views on this matter are generally more worried than expected. Xie Weishan, who is known as the "first person in competitive strategy", said, "Meituan and Didi are caught in a strategic maze, and the competition in the Internet industry should also conform to the law of competition. Meituan taxis and Didi takeout will not have a future. "

The market battle between Meituan and Didi is indeed in the time window, but it is hard to say whether it can seize the minds of consumers and win the initiative.

Take Didi. The concepts of Didi and travel have been deeply rooted in consumers' minds, but take-away is still in the stage of subsidizing and burning money. If Didi expands its take-away business, consumers' impression of the brand they travel will become more and more blurred, and the original brand will be diluted faster. However, at present, all the income of Didi basically comes from travel business, and it is not ready to become a "takeaway company" yet.

In fact, Didi may wish to look at Baidu's "lessons from the past." Baidu take-out is the first to open the white-collar market when Meituan takes out and is hungry. The number of orders in a quarter is 10 times that of Meituan. However, Baidu takeaway was completely left behind in less than three years. The most important reason is that it does not conform to Baidu's overall strategy and trend. In 20 16, Li yanhong proposed that Baidu should be transformed into an artificial intelligence company, and Baidu takeaway, which has little to do with artificial intelligence, was officially abandoned internally. So after Didi is rushing to fight at this moment, you may wish to consider it. Is it to open a new blue ocean or get involved in another crisis?

Let's look at Meituan, a big company that raised $7 billion. So far, no effective way to realize the flow has been found. Meituan has always wanted to follow Amazon's example and take the direction of free cash flow, that is, even if the company has no net profit, as long as free cash flow can continue to grow, it is still very valuable. Amazon is the representative of such enterprises. What about the US Mission? Now the plates are spread out big enough, but there is no main business to bring huge profits. Group buying business invests a lot of money to "buy" users, and the profit of group buying can't be filled at all. Even if the take-away business increases subsidies, the profit is not as good as expected. The competitors are hungry and now there is Ali blessing.

In fact, the US Mission is ambitious. What it really wants to implant is a grand concept, namely "life scene". The logic of CEO Wang Xing is that "all offline location-based services can be done by Meituan". But the problem is, how can you dream of towering trees without a solid foundation? Meituan has not caught the mind of a consumer now, and many people don't understand what its main business is, group buying? Takeaway? Can I take a taxi? The basic elements are vague. How does Meituan implant a clear concept in consumers' minds?

The above factors may have been considered by Meituan and Didi, but for the benefit, the two companies tried their best to squeeze into each other's market and fired at each other's weaknesses. For example, Didi faces negative comments such as difficulty in taking a taxi, expensive fare, and big data killing. The US Mission uses this to fight word-of-mouth services and price wars; Meituan also has problems such as slow delivery and high freight, and Didi has made a big fuss about speed and cost. But these so-called "weaknesses" can be easily improved through optimization, and users who take advantage of each other's weaknesses can easily defect to the original products. Meituan taxis and Didi takeout may win temporary traffic, but they will not win long-term reputation. Instead of focusing on other people's weaknesses and developing diversified businesses, we should take our own path in a down-to-earth manner.

However, there are many successful cases in taking the diversified route, and Xiaomi is one of them. Xiaomi started as a mobile phone, and later expanded to various electronic products such as audio and television. Why is Xiaomi not afraid of the impact of consumers on its original cognition? That's because Xiaomi cleverly occupied the brand concept of "cost performance". When consumers shop, the first thing that comes to mind is that Xiaomi's electronic products are cheap and practical. Huawei, a colleague, is launching a high-end model focusing on photography. Xiaomi is still unmoved, sticking to his own direction and winning the reputation of consumers.

Staring at your opponent's weaknesses to expand the market, you are likely to get lost in the end; With its own strategy, strengthening consumer awareness is the king of enterprise development.