Abstract: the four test is the ability of community electricity supplier platform: the size of the community and the city expansion operation ability; supply chain selection and coordination ability; the last mile distribution of the comprehensive service ability and sustainable development of the commercial cashability.
recently, lightning purchase held in Shanghai merchants start meeting, I heard that the scene of the order of 95% merchants, very unexpected, this can not help but ring this cargo, want to talk about this huge potential community electricity supplier market.
because it is different from the online payment + to store consumer O2O mode, online payment is not + distribution goods business model, but the flow around the community entrance, just need to do for the community, high frequency and low value commodity trading. If Taobao type of traditional electricity providers to kill the next line of department stores and chain stores, then the community electricity supplier on the impact of the big supermarkets and traditional electricity supplier line. But there is no community electricity supplier giant, these convenience stores and shop can help the community platform for a heavily armed soldier ants, or is always difficult in the electricity supplier in the end stragglers and disbanded soldiers, the community? How to adjust the position of
lazy economy community electricity supplier, some people happy, some people worry about
according to galaxy securities data, in 2016, China’s community O2O market scale reached 359 billion 900 million yuan. Community electricity supplier is the retail community convenience O2O mode, the mobile Internet tools and LBS location technology based on the line entity stores and community users through the mobile terminal to achieve zero distance shopping, payment experience consumption patterns in the 350 billion market share. And behind the logic of development, in addition to the development of mobile Internet technology, more young people consumption patterns and consumer demand changes, as well as the retail industry restructuring.
1, the mobile economy spawned by the lazy economy
must first be recognized in the consumer side, we are facing a lazy world, life circle of the convenience store is far to the lazy people, even if their distance is only 800 meters or even 500 meters, they are able to buy several kilograms of fruit split into downstairs went into the store – – – the selection of goods – pay leave home – queuing and other steps to refuse to go downstairs. Fortunately, they are good at using smart phones, but also develop a habit of placing orders at any time and place, and have more spending power, willing to pay for the service. Obviously, the original "shop centric", "shop to buy" business model has been unable to meet the current consumer demand, lazy people need is a brand new, instant, fragmented, integrated mobile consumption experience.
2, high store costs drive
secondly, in the merchant side, the current community retail electricity supplier penetration of less than 1%. Store costs as high as 20%-30%, in the rental and labor costs continue to rise, the flow of goods and services to consumers has become a major trend. Merchants, on the one hand, need virtual shelves to expand S>