Wanda’s electricity supplier to the new CEO is what kind of situation – Sohu Finance-月丘うさぎ

Wanda’s electricity supplier to the new CEO is what kind of situation? Sohu can rely on real estate finance obviously eat Wanda, had to wade Internet muddy water. In order to obtain a general electricity supplier, has opened 2 million, 4 million 500 thousand, 8 million a year until the price tag, but the head is still Wanda electricity lantern style rotation, Wanda electricity the crux of what?   February 14th Wanda electricity third CEO Li Jinling who focus on Li Jinling mainly focus on three aspects: Li Jinling is a kind of person? Is it a good idea for Wanda to choose Li Jinling from traditional enterprise background? How long can Li Li persist? To answer these three questions, you must first understand who is Li Jinling, the past has done (what about that there has been a lot of media reports, this is no longer carried) Li Jinling answer what is suitable for you to see, Wanda electricity supplier is now a kind of situation. As for Li Jinling is obviously able how long this, spectators fuck the emperor’s heart. From top to bottom, the main battlefield of Wanda electricity supplier lies in flying fan. The emergence of "flying fan" is basically the product of Wang Jianlin’s personal will". A Wanda insiders told the author. In the past three years Internet plus wave entity business operators often have a kind of Internet anxiety at the same time, in the face of the Internet industry fast and on the "red eyed disease". As China’s largest commercial real estate operators, Wang Jianlin obviously feel deep. From the beginning of 2012, Wang Jianlin in the company, industry summit, media interviews and other occasions of rhetoric, Wanda to do business, method and technology of the Internet to optimize the line, find new business growth, as the world’s largest electricity supplier O2O. The boss to do electricity supplier, and is different from Ali, Jingdong’s electricity supplier, initially even Wang Jianlin himself did not think how to start. In April 2012, Ali, senior technical director Gong Yitao joined Wanda electricity supplier, became the first staff at the same time, is also the first electricity supplier Wanda CEO, under the guidance of the main ideas, launched the construction of intelligent Wan ibusiness, Wanda plaza. A year later, Wanda electricity entered the "Dong Ce time", Wanda electricity supplier’s ideas into the construction of "members, big data, the abolition of exchange, Teng million jointly launched fifast, after leaving Dong policy…… The boss picked the project, obviously not like most Internet startups that can flexibly develop strategy, autonomous decision-making, and sometimes you need to figure out "meaning", and thinking about how to mobilize the enthusiasm of the staff, up and down together. The ordinary run 2015 June, flying van app unveiled more molding products Wanda electricity supplier. The three year sword less billion investment products in the end how? I judge the product usually has two dimensions, first of all, vertically look at how the product positioning, around the positioning of how to do product design, how the market share?. Horizontal, do similar products contrast. The positioning on the fly is provided where Wanda shopping center set "Internet plus" solution, the specific implementation is to build WiFi and Bea by mall) 万达电商留给新CEO是一个怎样的局面?-搜狐财经   明明可以靠地产吃饭的万达,偏偏要蹚互联网的浑水。为求得一员电商大将,先后开出200万、450万,直至800万年薪的价码,然而万达电商的掌门人依然走马灯式轮换,万达电商的症结究竟在哪?     2月14日万达电商第三任CEO李进岭走马上任,外界对李进岭的关注主要集中在三个问题上:李进岭是一个怎样的人?万达选择传统企业背景的李进岭是不是一个好主意?李进岭能坚持多久?   试图回答这三个问题,得先了解李进岭是谁,过往都干过什么(关于这点媒体界已经有很多相关报道,在此就不再展开)解答李进岭究竟适不适合,则要看万达电商如今是怎样的一个局面。至于李进岭能干多久这点,显然是看客操了皇帝的心。   自上而下的开端   目前万达电商的主战场在于飞凡。“飞凡的出现基本是老板王健林个人意志的产物”。一位万达内部的人士告诉笔者。   在近三年互联网+浪潮之下,实体商业经营者往往都患有一种互联网焦虑症,同时面对互联网行业的风生水起又得上了“红眼病”。作为中国商业地产最大的经营者,王健林显然感受备深。   从2012年开始,王健林在公司年会、行业峰会、媒体采访等不同场合豪言,万达要做电商,用互联网的方法和技术来优化线下,找到新的业务增长点,做全球最大的O2O电商。   老板要做电商,而且是不同于阿里、京东的电商,最初连王健林本人也没想好如何着手。2012年4月阿里资深技术总监龚义涛加入万达电商,成为第一个员工同时,也是万达电商首任CEO,在其主导下主要思路是,推出万汇网,构建智能万达广场。一年后,万达电商进入了“董策时间”,万达电商的思路转变为构建“大会员、大数据”,废除万汇,“腾百万”联手推出飞凡,再之后董策离职……   这个由老板钦点的项目,显然不能像大多数互联网创业公司那样,可以灵活制定策略,自主决策,有时甚至你需要揣摩“圣意”,还要想着怎么调动员工积极性,上下齐心。   平凡地开跑   2015年6月份,万达电商较为成型的产品——飞凡app亮相。三年一剑+50亿投资的产品到底怎么样?   笔者评判产品通常有两个维度,首先纵向上看产品是如何定位、围绕着定位如何做的产品设计,市场占有情况如何。横向上,做同类产品对比。   万达对飞凡的定位是为购物中心提供的整套“互联网+”解决方案,具体落实是通过给mall搭建WiFi、Beacon等信息化基础设施,利用飞凡app实现找车、找店、排队等功能,同时向购物中心开放会员、积分、大数据等工具。   以最早接入的北京通州万达广场为例,上线飞凡后,消费者可以在飞凡上查看通州万达的品牌、停车位及优惠券。但就目前情况来看,即便是这家万达自家标杆mall,也并非全部商家都接入了飞凡,更是只有很少一部分商家通过飞凡发券。   综合来看,飞凡产品并未切中用户痛点,在顾客逛商场过程中,扮演着可有可无的角色。对于购物中心而言价值也不大,商场入驻飞凡后,在拉新、会员管理、大数据能力未能有明显提升。   对比飞凡的竞品喵街,两者在产品、功能上相差不大,除去找店、找车、找优惠这些基础功能,喵街有两点特色值得飞凡学习。   其一,喵街卡路里功能,让走路能赚钱,对于用来说是一个很好的切入点,不仅让顾客逛街能得到实惠,也能让商家多一个有趣的营销工具。其二,喵街针对合作购物中心开放的大数据工具“喵Insight”,通过关联淘宝、天猫等阿里系大数据,补齐了线下零售缺乏精准营销的短板。   如何在产品层面,拿出击中用户痛点,满足用户需求,改变飞凡当前想对不利的局面,将是留给这个传统企业出身的CEO首要的难题。   需要进击的目标   从市场应用占有来看,飞凡表现不错。据飞凡披露的数据,截止2015年底,飞凡已与近400家购物中心达成战略合作,包括五洲国际集团旗下项目、一方集团旗下龙德广场、红星商业旗下爱琴海购物公园、西安赛格国际购物中心,以及万达集团旗下万达广场等,飞凡APP下载量已超过345万,会员总数超过8500万。   在市场占有上,飞凡超出竞品许多,这点似乎能给任CEO李进岭不少信心。   但2015年底,笔者在朋友圈看到一则飞凡招商促销消息,颇具玩味。 微信朋友圈截图    这则消息,初看先是被万达的“豪”吓到了,再一琢磨,万达人为了完成KPI真是拼了,“赶在年底前签约,每个项目提供20万补贴。”为了完成目标居然拿钱这么干!   这种合作模式之下,飞凡与购物中心的合作关系不那么“单纯”,不基于商业模式本身的合作都是无法持久的。靠补贴来驱动购物中心与飞凡合作,显然不符合王老板的宗旨。用互联网的说法,这种合作来完成kpi简直叫“刷单”。   2016年万达年会上,王健林对飞凡提出新的目标,今年至少要接入1000家购物中心。在飞凡的补贴政策被叫停之前,李进岭急需找到能吸引商场入驻的筹码。对于“一两次完不成目标,就要调整思路;连续完不成,就要调整人”的万达来说,留给李进岭的也许是无形压力。   不知道万达有没有想过,将这电商的浑水交给BAT去蹚。坐拥全国100多座万达广场,50多家五星级酒店和142家五星级影院的万达,完全有资格坐等急着从线上走向线下的阿里、京东们的投怀送抱,只需对他们plan A、和plan B提出各种条件和修改意见,然后等着股权或补贴。(来源:虎嗅网)相关的主题文章: