Why hasn't BAT taken over the big fat piece of community O2O? There are too many hidden rules!

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The community O2O market has been very popular in the past two years. From giants to start-ups, everyone has rushed into it. This has also caused many property companies to begin to wake up. Larger properties are independently developing the community market, and many small and medium-sized properties are also happy to cooperate with some community APP companies. Many real estate property companies even invest in some community APP companies. This change in attitude is a major boon to the community O2O market.

From the perspective of the development of Internet+, the rise of the community O2O market can bring more possibilities for property revenue growth. Now the real estate giants seem to have realized this. Vanke, Longfor, Greenland, China Overseas, China Merchants, Greentown, Poly, etc. have all begun to try community O2O projects. However, the problem is that these giants are a bit greedy and have designed community O2O projects in a big but not refined way. They have said a lot of rules and regulations, and the direction seems to be clear, but it is very complicated to implement.

In the final analysis, community O2O is not as simple as they imagine, providing a network platform. It is not difficult to build a platform, but it is difficult to operate it. There are too many aspects, and it is all technical work! Even if you integrate surrounding businesses, it is easy to say, and the property management will not do it, nor can it be done well.

Since we can't do it ourselves, we can cooperate with third-party companies. One has technology and models, and the other has resources. It seems to be a perfect cooperation. However, in the past two years, it is rare to have fun together. Although there are many reasons, the main one is the self-centered thinking of property management. They don't want other companies to get involved in this market that belongs to them. Larger companies want to do it themselves, and smaller companies can't cooperate well. In the end, those third-party companies that want to enter the community O2O can only wander around the market helplessly, unable to enter but unwilling to give up.

The problem of community O2O arises here. It cannot bypass the property management, nor can it go deep into the property management, and the property management itself cannot do well. As a result, the community O2O, which seems to be booming, is actually in an awkward situation.

What is the core of community O2O? It is definitely not the tool function of the Internet. If that were the case, BAT would have already won this big fat piece of the market. Nowadays, the (mobile) Internet traffic has been divided up by them. If a third party wants to enter the community O2O in the form of the Internet, it is actually competing with the Internet giants. For example, Xiaoqu Wuyou and Xiaoqu Guanjia, how can they compete with BAT, Meituan, Dianping, and 58? Almost no chance.

The biggest market significance of community O2O is that it provides market opportunities that are difficult for Internet giants to penetrate. The offline service part is what Internet giants cannot reach. Therefore, to do community O2O, you must go deep into the offline, and it is difficult to bypass the property when you go deep into the offline. This is also the reason why many third-party companies find it difficult to go deep without property at the beginning.

In the early days, many community O2O Internet products also wanted to cooperate with property management, but it was difficult for them to be accepted by the property management. The main reason was that they did not understand the "unspoken rules" of the property management.

Do you think the advertisements for lock repair, drainage and bottled water delivery at your doorstep are posted for free? Do you think the waste collectors can enter the community at will? Do you think the construction costs of public facilities in the community can be made public? Do you think the community access card is only used for access control? Do you think the billboards in the community can be used for advertising at will? In addition, can your product make residents pay property fees on time?

Are you rashly negotiating cooperation with property management without even figuring out these issues? Are you still dreaming of community O2O? If the product damages the interests of others, it will inevitably be rejected. The community is a complicated place. When dealing with property management, you have to explore the way first.

In the community O2O market, there is still value to be tapped in real estate. If the cooperative relationship with real estate can be effectively utilized, the threshold of competition can be greatly raised. The reason is simple. The existing real estate service management system has a lot of flexibility. In some matters, as long as they do not involve basic public service issues and public asset issues, real estate still has a lot of say. At the very least, it can strengthen the inspection of people outside the community entering and leaving. This can castrate many community supermarkets, door-to-door, express delivery and other businesses.

Now many community supermarket projects seem to have no trouble entering and exiting the community, mainly because there is no conflict of interest with the property management company for the time being, and most of the property management companies have not yet been involved in the relevant community supermarket business. Once those community supermarket apps that bypass the property management company compete with the community supermarket apps that have in-depth cooperation with the property management company, the property management company will have a hard time setting up entry and exit barriers. Do not ignore or underestimate the role that the property management company can play in the community market. Who can enter the community to advertise, collect waste, open doors and change locks, etc. are all decided by the property management company. If you have a good relationship with the property management company, you can get twice the result with half the effort.

No matter how much we talk about community O2O, the most important thing is its implementation, and implementation cannot be separated from property.

The idle resources of the property itself can also be monetized in the community O2O service link, such as part-time delivery of security guards, part-time housekeeping of cleaning staff, part-time door-to-door water and electricity services, etc. There have been many discussions on these basic issues, so I will not repeat them here. If we continue to dig deeper, the parking spaces, advertising spaces, vacant sales offices, idle office areas, public rest areas and other resources in the community can all be used for monetization. The management rights of many core assets are in the hands of the property, but the property's lack of operational capabilities has made it difficult to monetize them in the past.

The property management company not only has people, but also things and space, which are very important resources in community O2O. The property management company even has some of the owners' public funds. The resources in the hands of the property management company and its control over the community are far beyond our imagination. Development without the property management company does seem to be fast, but the foundation is not solid enough and it will be eliminated sooner or later. Is it more likely that the community APP will be replaced, or is it more likely that the property management company will be replaced? If residents are asked to choose between the property management company and the community APP, the property management company still has the initiative, because it is much easier for residents to change a community APP than to change a property management company, so those community APPs that maintain a deep relationship with the property management company have stronger vitality.

Although it seems that the primary problem of community O2O is that it is difficult to implement, and it is difficult to enter the community through the property management. Do you think that the property management does not know how to make more money? But you should know that the property management itself has its own difficulties, because the residents themselves lack trust in the property management, and even have oppositional emotions. In such an environment, how can they carry out community O2O?

How to solve the trust problem is a problem in the property industry. The most important thing is to change the service attitude and have a high-quality and unified service awareness from top to bottom. If the property can provide residents with very satisfactory services, some value-added services will be more easily accepted. Otherwise, with the current antagonistic relationship, who knows whether the property is trustworthy and whether there is any trickery?

One of the important reasons why e-commerce has impacted traditional retail is that service awareness has been overlooked. For example, when you buy a piece of clothing offline and return it, the salesperson will be very reluctant, but it is very simple to return it on e-commerce. What property management needs to learn is not Internet technology, but this kind of service awareness. If you can't even provide good service, why should residents trust your service and products? "Property management service", service is the key.

Because community O2O is so popular, the renovation and upgrading of property management has been downplayed, and property management personnel who do not yet understand what O2O is have directly engaged in community O2O. Since property management is favored by everyone and is the leader of community O2O, it must be upgraded through mobile Internet and O2O. Only by turning itself into a diamond drill can it take on porcelain work, and only in this way can the development of community O2O be better promoted.

You should know that the core of community O2O is the "lazy economy". What practitioners need to do is to deeply explore and meet all the market segments of family life, provide the greatest convenience to community residents, and open up the "last mile" of community business. The key to doing this well is to master the traffic entrance. This entrance is the community, which is also indirectly considered as property by real estate companies. Many real estate companies also want to conduct business in the community through property, but objectively speaking, the entire industry is not doing very well at present. In the past, everyone often mentioned "focusing on community life scenes, opening up online and offline connection platforms between users and merchants and service providers, and providing owners with four major sectors such as property management, community logistics, community consumption, and social platforms, as well as corresponding value-added services."

One thing that makes community O2O different from traditional stores is that community O2O can provide users with more services, such as door-to-door delivery or massage, housekeeping, tutoring and other services, as well as various other life-related services.

Service is priceless and has unlimited room for value-added. What makes a five-star hotel superior to an ordinary hotel is not the food and the venue, but the service. The quality of life of an ancient emperor may not be as high as that of the middle class in modern society, but the service and dignity enjoyed by the emperor are supreme. The same is true for community O2O. Under certain conditions of model, capital and products, service is a section that can improve user experience.

The service includes the language and tone of the appointment call before the visit, the length of time it takes to visit, the way of knocking on the door, the way of greeting, and the communication with the user. If the product delivered is special, you can send targeted care. For example, if the user buys red dates, you can remind him that dates are warm and tonic, and it is best to eat them every morning, not before going to bed at night, otherwise it is easy to accumulate phlegm and get angry. If the user buys honey, you can give him a leaflet or booklet on healthy eating honey. Or when you leave after the delivery, you can help the user take the garbage downstairs, etc. Every detail of care will bring users an experience beyond their expectations, and every pleasant consumption experience will be more likely to lead to next consumption.

Since community O2O is to create these life scenarios and solve complex needs, community O2O projects need to make users' community life simpler and more intimate. Therefore, a community O2O product needs to solve three problems:

1. Even if the scope of activities is limited to the community, the needs that users may have are diverse. The product needs to define the set of needs in the community scenario and provide users with a clear and simple demand entry.

2. Even if we can determine the set of user needs, the actual needs of individual users are complex. Products need to improve their "intimate degree" as much as possible based on certain conditions and logic to quickly identify the user's accurate needs.

3. Even if the actual needs of individual users can be identified, they still need to be fully addressed. The product needs to integrate offline basic services and quickly distribute customers after identification.

Whether you can understand it or not, just watch and do it first! In short, remember one thing: community O2O is just a new model like traditional e-commerce. It is a change in the channels, connections and methods of traditional sales or services, but it is essentially the same - consumers pay and merchants provide products or services. Although the consumption methods and purchase channels are different, and the forms of merchants providing products or services have also changed, the essence remains unchanged. Therefore, whether community O2O is done by Internet companies or property companies, they must return to the essence of business and start with products and services.