Counting The Holes Behind Traditional O2O Pformation

< p > If 2013 is from media year, then 2014 is definitely < a href= "//www.sjfzxm.com" > O2O < /a > year.

When the Internet is really penetrating into traditional enterprises, it is a kind of inexplicable fear that the big brother of traditional industries will be confused.

As a result, they began to learn to learn about "Internet thinking", "O2O", and to study the "fan economy", "Eagle sirloin", and take part in various conferences named O2O or micro marketing, and make up for all kinds of postures.

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At P time, a href= "//www.sjfzxm.com/news/index_c.asp", department stores, /a, retail, digital home appliances, fruit sellers and so on, a large number of enterprises that are deeply ploughing the traditional offline market are discussing, exploring and practicing O2O.

When Ma Yun made a bet with Wang Jianlin, the concept of O2O was not yet popular. Later, Lei Jun's bet with Dong Mingzhu still helped O2O.

However, behind the pformation of traditional O2O, what are the regrets and bitterly "holes"?

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< p > < strong > > one pit: blindly follow the wind and scratch the roof. < /strong > < /p >

< p > Jingdong, a successful supplier of pformation in traditional enterprises. In 2003, "SARS" made it difficult for us to give up the line and turn it online. It proved the feasibility of 3C online store.

Over the past two years, the pformation of Gome and Suning is underway, especially Suning. It is the courage and courage to take the initiative and take the initiative to do the same. Online and offline prices are at the same price. Even if the profit margins of enterprises have dropped sharply, they are going forward as a strategic loss and a self revolution.

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< p > but on the other hand, other traditional retailers, such as XX department store in Guangzhou and XX group in Hunan, have only chosen to cooperate with WeChat in the process of O2O pformation to build WeChat micro mall and open online and offline pactions.

On the one hand, these retailers feel strongly about the impact of the electricity supplier on them, and want to try to break through. On the other hand, because of their own experience and knowledge system constraints, they simply do not know the operation thinking and operation mode of the Internet.

Thus, in such a dilemma, a relatively conservative approach was adopted.

For them, it may be called "crossing the river by feeling the stones", but in the sand water it seems to be blindly following the wind. At the same time, it is not clear what kind of "net" form is suitable for itself. It is sure that it is impossible to carry out a O2O pformation business model through a simple WeChat account.

However, they must know that this is a small experiment, with controllable risk and no harm to follow suit.

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< p > < strong > > two of the pits: backward thinking, heavy resistance < /strong > < /p >

In the pformation of traditional enterprises, there is no doubt that there will be disputes between the new Internet power and traditional interest groups in the form of P or the conflict of interests.

The development of online capacity is bound to squeeze profit margins in the short term, which requires tolerance for traditional enterprises.

It may have been anticipated for the head of the pformation industry, but other executives and middle-level cadres are hard to say. Psychological conflicts and negative coping can not be ignored.

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< p > in addition, in the process of traditional enterprise pformation O2O, even though determined, but constrained by their own experience and understanding of the Internet, in the actual pformation process, this backward thinking, coupled with the one-sided understanding of the Internet, can not help but to point out the truth of the project.

At that time, the Internet gods who had paid high salaries began to wobble and tangled their pain.

In the balance between arguing and compromise, a product with high uncertainty will become highly uncertain.

Therefore, under the double squeeze of the dispute of interests and the struggle of consciousness, the pformation of traditional enterprises will become more stressful for O2O.

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< p > < strong > > pit three: talent trap, lose the wife and fold the soldier < /strong > < /p >

< p > twenty-first Century, what is the most expensive? Of course, talent! If the traditional enterprises want to succeed in pformation, the most important problem is to introduce excellent Internet talents.

At this time, we will see that traditional enterprises such as Wanda, Yintai, Suning, Gome and so on will begin to recruit large numbers of troops in the process of pformation, and they will be hired with high salary and luxurious lineup.

However, there will be risks behind luxury, that is, "moving to money," rather than "getting together because of things".

Of course, sand water also dare not speculate on the motive behind this, but behind the traditional enterprise's frenzy of talent acquisition, there is still a high level of staff turnover or a change of fortune.

In this way, changes in time and tide are a waste of time in pformation.

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< p > if there is a group disharmony between the two old and new atmosphere, the staff can leave room for improvement.

But if the talent bubble of the electricity supplier leads to the profit seeking behavior of the talents themselves, or even the robbery of a windfall, is this time to make people cool?

In other words, a certain traditional big man deliberately developed O2O electric business, recruited a large number of strong troops and wanted to make a big fight, but after a while, he had to order a large number of elite executives such as CEO and COO to resign.

Behind this, I heard that executives are secretly involved in related pactions through related companies to complete the pfer of interests.

Of course, not every big man is as businesslike as Ma Yun. He is directly in charge of the law. The big man obviously cares more about his face, and can not let himself sweep his face.

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< p > economics says that people are rational and pursue the maximization of interests.

This is the best choice for rational people.

The IT Internet circle itself is a huge mobility of personnel, and the phenomenon of maximizing their own interests is even more serious.

Therefore, Internet equity, options and other means are designed to cope with the loss of talented people and retain people.

Traditional enterprises have an inherent blind area in this respect, and will not easily promise options or equity, which to a certain extent increases the "moral hazard" of "professional managers".

Sand water is also heard on a dinner board. Once a colleague of a giant, two colleagues, A colleagues are now dug up to do CEO of a traditional enterprise, and B colleagues are still doing their own businesses.

A chat, B regrets the difference between the two, A said that this is your career planning is not good, you look at me now.

B asked A how he intends to bring the team to a breakthrough and whether there is a corresponding plan.

A said, "take a look at it."

Then B wondered, "what if something doesn't work?" A said, "it's okay. With my current platform and status, I won't be much worse in the future.

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< p > for the above three "pits", there have been many discussions on the former two points, which is the internal cause of traditional enterprises, and perhaps there is no new meaning.

But the third point is the introduction of the "talent trap", which is definitely the biggest pit.

Sha Shui believes that blindly following the wind and thinking backward are all genes, which can be reversed by their own learning and external education. But if we really recruit a team of "top executives like wolves drinking blood", that is the introduction of the wolf into the room, and the loss of the wife and the army.

The so-called "Tao" is different from each other. If we share the interests of the Tao and the interests, we can make up for it through the distribution of interests. But if the road is different and the profits are different, it is a great risk.

Without the sense of mission and responsibility of the Internet leading team, a href= "//www.sjfzxm.com/news/index_c.asp" > traditional enterprise < /a > is bound to be difficult to succeed. Even if it is in the same boat, it is also on a road of no return, because future unknowable can only be done and explored and there is no shortcut to speak, only patience and determination can be seen.

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