What are the channels and methods for O2O product operation and platform operation?

What are the channels and methods for O2O product operation and platform operation?

When many companies have not fully entered the state of B2B, B2C, C2C and other models, the O2O model has appeared unexpectedly and will have a new and extensive impact on corporate operations. The core of O2O is the integration of online and offline interactions, focusing on user experience. Missing line *** O2O testing is incomplete, and may even lead to the failure of the entire model.

The era of physicalization of Internet enterprises and Internetization of traditional enterprises is coming!

O2O has just started, but its development momentum is like a prairie fire. There are two basic models: online first, then offline, and first offline, then online. It also derives from first online, then offline, then online. There are two epigenetic models: first offline, then online, then offline. They do not exist in isolation, but transform into each other.

Alibaba builds its overall O2O layout with the strategy of "thousands of troops" and "reaching in all directions", and seizes the O2O strategic fulcrum with Tencent, Baidu, etc.; O2O platform Chexiang.com helps SAIC open up and activate its entire industry Chain; Macy’s Department Store in the United States uses O2O to create a modern department store ecosystem, and improves its consumer experience with “mobile Internet + big data precision marketing + socialization”, thus “resurrecting”...

Seize The opportunity for O2O innovation is to seize new opportunities for strategic transformation!

The four major O2O models

The basic business logic of the O2O model is that users pay in advance on the online platform, and then go to the offline consumption experience, and the merchants track their marketing effects in real time. Forming a closed-loop business service and experience process. It adopts the "electronic market + in-store consumption" model rather than the "electronic market + logistics distribution" model.

In China, the concept of O2O (Online to Offline) has become very popular, and some people call 2014 the first year of O2O. The O2O concept is generally believed to have been first proposed by American Alex Rampell in 2010 and introduced to China in 2011. The basic business logic of the O2O e-commerce model is that users pay in advance on the online platform, and then go to the offline consumption experience, and merchants track their marketing effects in real time, thus forming a closed-loop business service and experience process. Different from other e-commerce models, O2O adopts the "electronic market + in-store consumption" model instead of the "electronic market + logistics distribution" model. Some people believe that the O2O model is an upgraded version of the B2C model, which places more emphasis on consumer experience. At present, the concept of O2O has been generalized in China, and all models involving online and offline in the industry chain are called O2O models.

Zhang Bo, founder of O2O Park, believes that O2O is not about online or offline, but about online and offline interactions. Under the O2O business model of virtual and real interaction, companies focus on combining fragmented channels + personalized content to form various interactive and precise social marketing, and finally form a fan community through interaction, which is the key to O2O. Su Liang, brand director of Ovi Consulting, believes that the O2O model must meet three characteristics: having a fully integrated online and offline platform, operating these two platforms with an Internet mindset, and everything being user-centered. Information flow and capital flow are realized online, while business flow and service flow are realized online and offline.

However, there is still no fully formed O2O practice case. As Wanda boss Wang Jianlin said: "In China and the world, there are currently no successful cases of the O2O model. In fact, most of the current O2O model is a shopping guide model, and it does not fully integrate online and offline." It is generally believed that Ctrip.com It is the first to adopt the O2O model in China, which uses online information flow to attract tourists and allows tourists to enjoy travel services through offline travel companies. By 2013, O2O began to receive widespread attention. Classified information websites, review websites, group purchase websites, food ordering websites, etc. all claimed that they adopted O2O, and other various companies also tried O2O.

Although the O2O model is fully penetrating into various fields, it is still in the early stage of development. According to data, online consumption currently only accounts for 3% to 8% of overall consumption in both China and the United States. Therefore, Li Kaifu, chairman of Sinovation Ventures, believes that once online and offline are truly integrated, huge market power will explode. According to iiMedia Research, China's O2O market size was 56.23 billion yuan in 2011 and is expected to reach 418.85 billion yuan by 2015.

There are two basic implementation methods and paths for the O2O model: Online to Offline (online marketing and transactions to online *** experience) and Offline to Online (offline marketing to online completion of transactions). They are respectively referred to as the first online then offline mode and the first offline then online mode. On this basis, two other implementation methods and paths are derived: Online to Offline to Online (online marketing to online experience, and then to online transactions) and Offline to Online to Offline (offline marketing to online Transaction, and then online***), respectively referred to as the first online, then offline, then online mode, and the first offline, then online, then offline mode.

Zhang Bo believes that only talking about Online to Offline and Offline to Online is O2O, and it only stays in the single-channel traffic diversion competition model of the traditional Internet, that is, the "entrance" theory and the "ticket" theory; if it cannot If you have a deep understanding of Online to Offline to Online and Offline to Online to Offline, you will never know that the mobile Internet has enabled O2O business to enter a multi-channel traffic cooperation model, thus the "fan trigger" theory replaces the "entrance" theory.

In fact, each implementation method and path is not absolutely isolated, but interacts to form a closed loop of online and offline integration, thereby forming a continuous and complete O2O model. However, in order to facilitate the interpretation of O2O, it is subdivided into four operating modes.

Mode 1: Online first, then offline mode

The so-called online first, then offline mode means that the company first builds an online platform and uses this platform as the basis and entrance. , integrating offline business flows into online marketing and transactions, and at the same time, users can enjoy the corresponding service experience offline. This platform is the basis for O2O operation and should have strong ability to transform resource flow and promote online and offline interaction. In reality, many local life service companies have adopted this model. For example, Tencent has built an O2O platform ecosystem based on its accumulated resource flow gathering and transformation capabilities and economic foundation.

In terms of O2O layout, Tencent has built a large Tencent platform and established an O2O ecological chain: with the WeChat platform as the main entrance, the back end is supported by Tencent Maps, WeChat Pay, etc., and local life is integrated in the middle Services, such as catering are provided by Dianping, taxi-hailing is mainly provided by Didi Taxi, and movie tickets are mainly provided by Gaopeng [Weibo], etc. This creates a closed loop of online and offline interaction.

WeChat can meet social networking, gaming and other needs, guide business flow, and create a series of scenarios such as WeChat red envelopes, Didi Taxi, and Dianping. Although there may be challenges in converting from social scenarios to consumption scenarios, the massive social data held by WeChat cannot be ignored because it provides a rich source of business flow. The main problem faced during this period is the supply and demand connection problem in the business flow. Tencent has opened two interfaces, payment and map API, to provide technical guarantee for third-party service providers to do WeChat O2O, and to allow third-party service providers to participate in the WeChat ecological chain. Take a more active role.

Specifically, it covers the following key links: First, WeChat, QR codes, and QQ maps are key online and offline entrances. Scanning QR codes on WeChat has become an important entrance, and the map platform is also an entrance that Tencent has vigorously built. Tencent started to provide street view services in 2011. Its street view supports mobile applications, and LBS applications can also call its street view and map interfaces. The open API also allows developers to access and call. Secondly, it launched the "QQ Caibei" plan to open up a common point system for e-commerce and life service platforms to conduct precise marketing; it also deeply integrated with Tenpay to open up the mobile payment market. In addition, Tencent invested in group buying businesses such as Gaopeng, and cooperated with offline companies such as Wangfujing Department Store, Shangpin Discount, and Haidilao to build offline platforms. Two of the more established businesses are e-commerce O2O and catering O2O. Integrate their rich merchant resources to promote the development of Tencent O2O.

Mode 2: Offline first, then online mode

The so-called offline first, then online mode means that the company first builds an offline platform and relies on this platform to carry out offline operations. Marketing allows users to enjoy the corresponding service experience, while integrating offline business flows into the online platform and conducting transactions online, thereby promoting online and offline interaction and forming a closed loop. In this O2O model, enterprises need to build two platforms by themselves, namely, offline physical platform and online Internet platform. Its basic structure is: first open a physical store, then build your own online mall, and then implement the simultaneous execution of offline physical stores and online online malls. In reality, most physical enterprises adopt this O2O model, such as the O2O platform ecosystem built by Suning Cloud Business.

Online and offline, Suning Cloud Commerce currently has more than 1,600 store platforms, as well as store platforms in other fields that it has acquired and cooperated with. Online, the online platforms it has built such as Suning.com have covered traditional home appliances, 3C electrical appliances, daily necessities and other categories. In 2011, Suning.com strengthened the simultaneous development of virtual network and physical stores. The financial report shows that in 2013, Suning Cloud Commerce's overall revenue reached 105.292 billion yuan, a year-on-year increase of 7.05%. At the same time, online and offline sales achieved simultaneous growth. Among them, Suning.com achieved sales revenue of 21.890 billion yuan, a year-on-year increase of 43.86%, firmly ranking first among It ranks among the top three B2C companies in China; its offline business also achieved a growth of 6.36%, ranking first in the domestic retail industry.

Suning Cloud Commerce proposes an "e-commerce + store + retail service provider" operating model, which combines online experience and online convenience through stores, PCs, mobile phones, TVs, etc. Seamlessly integrate multiple terminals to establish a healthy development model that is win-win for retail enterprises, consumers, suppliers, and merchants. The roadmap it formulated is "one body and two wings": a transformation path with Internet retail as the main body and O2O omni-channel business model and online and offline open platforms as the two wings.

To this end, Suning Cloud Commerce has taken many positive measures:

Breaking down organizational barriers. In February 2013, the organizational structure was adjusted and the commodity operation headquarters, e-commerce operation headquarters and chain platform operation headquarters were established. Later, the chain platform operation headquarters and e-commerce operation headquarters were merged into a large "operations headquarters". Redbaby and PPTV were also established. , commercial plazas, logistics, finance, telecommunications and other directly affiliated companies, giving them greater operational and management autonomy, thus forming a business combination of "platform sharing + vertical synergy" to support online and offline integrated development and full category expansion .

Break through price barriers. In June 2013, the same prices online and offline were implemented nationwide, which marked the full implementation of its O2O model. Although the online and offline same price strategy has been questioned by the outside world, it can be regarded as a positive attempt.

Build an open platform. In terms of supply chain, change the model dominated by negotiation games and transform into a commodity cooperation model driven by user needs. In September 2013, the 3.0 version of the open platform "Suning Yuntai" was released. The open platform provides upstream corporate merchants with differentiated choices other than Tmall and JD.com. It is an online extension of the offline service platform that used to be mainly stores, forming a more complete upstream and downstream service including stores, e-commerce, finance, and logistics. comprehensive service system.

Break through experience barriers. Comprehensively upgrade the consumer experience from three dimensions: global experience, global experience, and all-need experience. In December 2013, the store layout was oriented towards shopping experience and a comprehensive Internet-based store was built. Establish an omni-channel business model with O2O integration and multi-terminal interaction. For example, the store is equipped with free WIFI, electronic price tags, and multimedia electronic shelves to meet the needs of global experience; establish a core competency system of all resources to satisfy users in pre-sales, sales Neutralize the full-process experience needs of after-sales; use mobile Internet, Internet of Things, big data and other technologies to meet personalized needs. For example, in May 2013, the mobile terminal also added a "nearby Suning" store search function, allowing users to quickly Locate your location and search for nearby stores to meet all your needs.

In 2014, operating around the O2O model, Suning Cloud Commerce will connect mobile communications, social networking, shopping, entertainment, information and other resources to provide users with social leisure, video entertainment, online and offline shopping, and financial management. , smart home and other value-added services. At the same time, it will also seize the entrance to the living room and achieve seamless integration with Suning.com through the hardware products of PPTV-BOX.

Mode 3: First online, then offline, then online mode

The so-called online first, then offline and then online mode means to first build an online platform for marketing, and then Integrate online business flows into offline services so that users can enjoy the service experience, and then allow users to conduct transactions or consumption experiences online. In reality, many group buying, e-commerce and other companies have adopted this O2O model, such as JD.com.

In December 2013, JD.com identified the O2O model as one of its important strategies for future development. JD.com's O2O ecological chain is: first build its own online JD.com mall, use it as a platform for marketing, operate its own offline logistics system and cooperate with physical store companies to allow users to enjoy its offline service experience, and then let users go to Conduct transactions on Jingdong Mall online.

Online, Jingdong Mall, which is mainly self-operated, has become a banner in the B2C field. It is the starting point and supporting platform of Jingdong O2O. In the first half of 2012, JD.com allowed group buying websites such as Manzuo.com, Dida Tuan, and Lashou.com to settle on its platform. In September 2013, JD.com invested in the takeout ordering website Daojia Food Club. JD.com has intensified the operation of its self-operated Jingpinhui, and through massive buyouts, it has teamed up with many mid-to-high-end lifestyle service brands to provide users with exclusive stored-value cards at low discounts. Except for 3C home appliances, books and other fields that insist on self-operation, most other categories are open platforms, such as cooperating with mainstream platforms such as social networking, maps, search, and local life services to introduce external traffic resources. This series of measures further expands the online platform and solidifies the foundation of its O2O layout.

Online and offline, on the one hand, it has invested heavily in building its own logistics network for many years, and now has 1,400 delivery stations and more than 15,000 delivery personnel, which has become a latecomer advantage of JD O2O; on the other hand, , cooperate with offline physical store companies to build a "1-hour local life circle" to make JD O2O directly "down to earth". For example, in the field of home appliances, terminal stores in third-, fourth- and fifth-tier markets are integrated, allowing users to collect orders online on JD.com, and offline delivery services are completed by cooperative stores.

In order to consolidate the foundation of offline services and fill the shortcomings of the lack of self-operated offline stores, JD.com has increased cooperation. In November 2013, it cooperated with the Tangjiu convenience store chain in Taiyuan, a large-scale convenience store. Tangjiu convenience store opened a sales area in JD.com. After the user places an order, the backend system automatically matches the convenience store closest to the address filled in by the user for delivery. . In March 2014, JD.com cooperated with chain convenience store brands such as Kuai Ke, Good Neighbor, Liangyou, Daily Every Night, Renben, Meiyijia, Central Red, Yi Tuanhuo, Today's Convenience, and Like, involving more than 11,000 stores. Home, covering many cities across the country.

JD.com deeply connects its IT system with the IT systems of offline convenience stores, shares online traffic with them, and imports precise users to their online stores in JD.com by region, effectively improving their online stores. Sales volume, for example, JD.com brings thousands of orders to Tangjiu convenience store every day. In this process, JD.com also gained offline traffic, realized channel sinking, and expanded its own product categories in disguise.

At the same time, JD.com continues to improve user experience through technology. In addition to offline stores, JD.com also cooperates with ERP software service providers such as SAP, IBM, and Haiding to seamlessly connect the retail ERP system with the JD platform, visualize transactions, settlements, logistics, and after-sales customer service, and support them. Electronic membership card and mobile payment functions realize the full enjoyment of online and offline membership systems. Through the official website of the convenience store on the JD.com platform, users can also use LBS positioning to find the nearest store for shopping among all its stores, and enjoy a convenient online shopping experience.

Mode 4: Offline first, then online, then offline mode

The so-called offline first, then online then offline mode means to first build an offline platform for marketing, and then Integrate offline business flows into or leverage nationally deployed third-party online platforms for online transactions, and then allow users to enjoy the consumption experience offline. In this O2O model, the third-party platform selected is generally a ready-made and influential social platform, such as WeChat, Weitao, Dianping.com, etc., and multiple third-party platforms can be borrowed at the same time, so that Leverage third-party platforms to attract traffic to achieve your business goals. In reality, most O2O companies in local life services such as catering, beauty, entertainment, etc. adopt this model, and Papa John's is the case.

As a chain restaurant pizza brand, Papa John’s has achieved double-digit growth through the O2O online ordering model, of which takeaway sales account for 30%. Its O2O ecological chain is: users find offline Papa John's stores through online APPs and third-party platforms, pay online, and then go to offline Papa John's stores to enjoy its services. Specifically, online and offline, Papa John's currently has more than 4,000 chain restaurants around the world, which is the foundation of its origin and survival. Online, on the one hand, Papa John's has developed an APP and opened its own online ordering platform. On the other hand, it uses third-party platforms to attract traffic. Currently, it uses the WeChat platform and Dianping.com platform.

After completing the offline and online layout, we will integrate online and offline to create an O2O closed loop. Papa John's approach is to unify the order platform, user experience and supply chain.

Unified order platform. Business flow comes from different channels, which may come from store channels, self-owned online ordering platforms, or channels from different third-party platforms. If they are handled separately, it will easily lead to information confusion and low efficiency. To this end, Papa John’s integrates the order information flow from offline stores, its own online ordering platform, WeChat and Dianping.com and other third-party platforms into its own corporate information system to keep its order platform unified and then allocate it to the corresponding customers in a timely manner. 's store.

Unify user experience. The service center or call center receives order information from different channels. If the external services are not unified, the user experience may vary greatly. Therefore, on the basis of unifying the order platform, Papa John's has unified the service center to standardize external services and make the user experience consistent. At the same time, in order to improve user experience, Papa John's has launched an electronic membership card, which is a mobile QR code, which integrates pre-deposit, prepaid card, recharge and other functions. Users can use WeChat payment by scanning the QR code, and then use it with Users queuing up to order can also enjoy their delicious meals directly.

Unify the supply chain. Food delivery is faced with the problem of integrating supply chain, especially price data. Because for O2O food delivery, if the product price, inventory and other information of the stores near the user's order cannot be grasped in a timely manner, the food may not be delivered within the promised delivery time, so the order and delivery order must be integrated. Papa John's has integrated the data chain to unify the entire supply chain data. In this way, the delivery order automatically generates the user's delivery address, product information and even delivery routes, etc., and displays them on the delivery person's mobile phone. Each link is executed according to the process. Takeaways can be delivered to users in a timely manner.

With the continuous development and popularization of mobile terminals, the development direction of O2O will become increasingly clear. What are the operation methods of Ubaiton O2O service platform?

Youbaiton currently provides 2 operating methods:

1) Independent operation: Merchants choose the Youbaiton O2O platform and obtain the required services, and receive free services from Youbaiton. Belden provides full after-sales service and technical support. Merchants use Ubaiton as the operating medium to open micro-malls, form operation teams, and operate independently.

2) Full hosting: Merchants with no experience can choose full hosting with Ubetong. Merchants can customize corresponding agent operation services according to the needs of the enterprise, or choose from the various packages of agent operation services provided by Ubetong. . Agency operation mainly includes WeChat daily maintenance, online mall hosting, product promotion, customer maintenance and other modules. The specific service content is subject to the merchant's final contract for the agency operation service module.

The difference between Internet product operations and channel operations

The job segments are just different. Of course, only large companies divide the positions into such subdivisions

User operations

Event operation

Content operation

What are the operating platforms for channel operation o2o e-commerce model?

Those takeaway platforms are typical o2o. How to identify O2O platforms? Seven elements for successful O2O operations

We can understand O2O from three perspectives. The first angle is that O2O brings online consumers to real stores or services, that is, online inquiry, payment, and purchase of offline goods or services, and then to enjoy services offline. This is a reflection of O2O. the first level of understanding. The second perspective is that in the process of e-commerce, e-commerce is composed of information flow, capital flow and logistics. The characteristic of O2O is that the information flow and capital flow are carried out online, while logistics is placed online and down. Intuitively, those tangible products or intangible services that cannot be delivered by express delivery are exactly the strengths of O2O. The third perspective is that O2O reflects the importance of end-to-end experience support for clients in the mobile Internet era. The so-called end-to-end here refers to a complete process from consumers searching and discovering the goods or services they need, to transactions and purchases, to delivery and use of the goods or services, to final consumption or sharing. Constitutes an end-to-end experience. Overall, the O2O platform is an enhancement of support for end-to-end consumer experience in the mobile Internet era. In this process, there are a large number of various segmented business models on the O2O platform. With the rapid development of the mobile Internet, there are more and more O2O business models. It is necessary to establish a complete analysis framework for the O2O platform and identify the key elements for the successful operation of the O2O platform. First, the bilateral users of O2O. On one side of the O2O platform are massive users, and on the other side are offline resources, including physical resources that provide services and various companies that provide goods. The O2O platform also includes the auxiliary support forces it needs, including search engines, LBS, payment, social media and other support forces. Multiple business forces constitute such a complete ecosystem. The basic function of the platform is to connect large-scale users with offline physical resources, and with the help of auxiliary support, make the consumer experience chain process complete and interesting. Second, the cross-side effect of O2O. From the perspective of the platform's architecture and mechanism, the cross-side network effect of the O2O platform is very obvious. That is, the increase in users on one side of the platform will lead to an increase in users on the other side. On the O2O side, if the number of consumers increases, there will be an increase in merchants. The most typical example of this is group buying. If more consumers can be gathered, more merchants will join. And if the resources of merchants continue to increase, they will also provide consumers with more and more choices, which will also be conducive to the increase of consumer users. Third, the same-side effect of O2O. The same-side network effect of O2O platforms is different on both sides. The so-called same-side effect means that the increase in users on one side of the platform brings about an increase in users on the same side. For merchants, the same-side network effect is very significant. If a merchant joins the O2O platform and benefits, it will directly encourage other merchants in the same industry to join. However, it may not be so obvious on the user side. First of all, because there are many O2O models, many of which are directed to a certain segmented customer group, so the network effect on the same side is not so significant. Another point that can be seen is that in every consumption experience, the O2O model itself, strictly speaking, is actually oriented to an individual consumer, and consumers do not necessarily influence each other. Therefore, in this sense, the same-side network effect of the O2O model in the user sense is far from being as obvious as that of social platforms. This also explains why the O2O model increasingly needs to add community elements to continuously enhance its stickiness or enhance its same-side network effect. Fourth, the multi-genre phenomenon of O2O. The so-called multi-genre refers to the stickiness of a platform to users. Whether users are always loyal to the same platform, or they can choose multiple platforms in parallel. The multi-attribute effects that the O2O platform brings to users on both sides are different. For users, the phenomenon of multiple attributes is relatively common. Whether it is classified information, reviews or group purchases, users often expect to benefit from participating in multiple O2O platforms. Users will always continue to look for better and more It is a cost-effective O2O platform, so the multi-gen phenomenon is more obvious on the user side. On the merchant side, the multi-family phenomenon has weakened accordingly. As a merchant, you will always follow the Matthew Effect and choose the O2O platform that can bring you the greatest benefits to cooperate. For example, when a hotel chooses Ctrip or "Tonight Hotel Special Offer", Ctrip is a near-monopoly. With the power of Ctrip, most hotels will choose to cooperate with Ctrip. In other words, in this process, due to the competitive relationship between platforms, the multi-behavior of merchants will sometimes be restricted. Fifth, O2O platform integration Next we examine the degree of O2O platform integration, that is to say, during the operation of the O2O platform, in order to enhance its own competitiveness, which components need to be bundled and which components do not need to be bundled.

Overall, among the four links of the customer experience chain, there are some elements that the O2O platform needs to integrate, including UGC user-created content, social elements, LBS elements, etc. These are increasingly obvious O2O Necessary components need to be integrated into the O2O platform. But for other elements, such as payment, logistics, etc., different O2O platforms will have different choices, which depends on the company's comprehensive consideration of the difficulty and cost of incorporating specific elements. Sixth, the profit model of O2O In terms of the profit model of the O2O platform, simply put, O2O can be divided into media-type O2O platforms and channel-type O2O platforms. The former includes classified information websites, price comparison searches, review websites, etc. This category The focus is on selling ads to make money by aggregating traffic. The latter, such as "Tonight Hotel Specials", Ctrip, etc., such websites often make profits through the price difference between resources and sales. In terms of the openness of O2O platforms, in the long run, as O2O platforms accumulate massive amounts of user data, successful O2O platforms will increasingly become the data center of user consumption behavior. When data resources accumulate to a certain amount, After that, we believe that it will gradually open up to encourage more third-party developers to develop richer O2O applications to prosper the entire business ecosystem. In fact, this has already happened in the e-commerce field. Seventh, O2O platform competition In terms of O2O platform competition, we can see that the O2O platform model will have a characteristic, that is, it is easier for various O2O business platforms to converge, which will bring such a competitive result, that is, on the one hand Everyone will compete for scarce offline resources and maintain their monopoly control over high-quality offline resources. On the other hand, they will control information resources, because this often constitutes a unique attraction to users. Therefore, the monopoly and anti-monopoly disputes, piracy and non-piracy disputes surrounding these two types of resources will be staged in the process of competition between platforms.

What are the stages of APP product operation?

1. Exploration period

Before a large number of APPs are formed, it is more like building a brand new APP behind closed doors. Whether the creators are enjoying themselves or whether they can really hit users' pain points remains to be verified. When a product is in the exploratory stage, it needs a certain number of users to help the product verify the product model.

2. Growth stage

The product has verified its model and is officially launched on the market for users to choose from. Imitators, that is, competing products, will appear at this time. If If the product cannot quickly acquire users, it will be overtaken by competing products. Therefore, during this period, products will be rapidly iterated based on user needs.

3. Maturity period

When a product enters the maturity period, it has accumulated a large number of users. However, at this time, there are still many competing products in the market. If you take it lightly, It is easy to seize the market. Therefore, at this stage, operations are the focus. We carry out refined operations around users, pay attention to user activity, and firmly brand our brand in the hearts of users.

4. Decline period

The product market is close to saturation. When a large number of users of the product are taken away by substitute products, the product will also usher in its decline period. But it does not mean that the product life cycle will end here. Proper operation can also make the product explode again. Who are the O2O development team and operations team?

What is the O2O development team you are referring to? The intersection of O2O, B2C, and C2C is group buying. If it is a group buying development team, it is too easy to find now. You only need to find a website construction company in the local area, or a familiar program friend, and you can create a group buying program. And if you are referring to local intra-city services, including mobile client development based on LBS, this should be a big development trend in the future. . You can contact: Customer First development team, they focus on this area and have positioned themselves in O2O in 2010. . . Community O2O operation

Only operation can be discussed when there is traffic. This requires attracting a large number of users and having sufficient user stickiness. We recommend the Fangwei community O2O system, which is better in this regard, with multiple social interactions. , a complete set of marketing plug-ins and complete functions to help the community O2O platform operate well. How does the O2O platform mall system operate?

If you are a regional platform, the general operation method is-promote (soft articles, advertising)-let merchants settle in-collect commissions.

If you want to do campus O2O, what are the general operating models?

The school mainly provides information and daily life services, such as campus takeout, errands, registration and payment, cloud printing, etc. The application of Lingdian Campus can