On 22, March 22, Dada Group issued an announcement, Jingdong and Dada reached an equity acquisition agreement, according to the day-eyed app retrieval, Jingdong is 120 million to Dada Group on March 23 Dollar. Based on the current shareholding situation, Jingdong will hold about 51% of Dada Shares.
Ai media consultation data shows that since 2018, the instant delivery market has been stable, 2018, 2019 growth is also 33.8%, 2019 Slim 29.6%. Under this situation, Dada has not turned away, it is equivalent to not profitable during the industry’s outbreak, so the lower half of the real-time delivery is more likely to be larger.
Dada has gained a traditional business super-intensive traditional business super-deep traditional business super, but it is unable to construct a high-pillow and worry-free advantage. That is, the industry giant with shoulder. The traditional business super-established supply chain is facing new retail impacts and remodeling, or towards the disintegration, or glow new vitality. Dadda sent as the main business with instant delivery, as a \u0026 # 34; instant retail first strand \u0026 # 34; how to find a profitable direction?
Low frequency faces high frequency: Is Dawa’s moat?
The next half of O2O is also the outbreak period of new retail. Catering and distribution services are met and hungry. It is a suitable real-time distribution item for Dada. It is a flower gift, fruit and vegetables, medicine, etc., these needs and dining takeaways are low-frequency demand.
There is an important law in the Internet competition – high-frequency hits low frequency, Dada’s delivery requirements and the main business of the US Hummingbird (catering delivery) is low frequencies, so it is very Big first strength. I can’t compete with the US group and hungry, I lost a lot of cakes in the instant delivery market. However, the new retail is still in the Blue Sea, and the chance of Dada still exists, but it needs to be explored.
From the user positioning, the area of \u200b\u200bDada and Jingdong to home is mainly family market, women’s market and white-collar markets, while competitors are sent to the hummingbirds, which is eliminated in these user groups. In addition to traffic, it is also aimed at \u0026 # 34; college students \u0026 # 34 ;.
From the perspective of purchasing, the college student group may not be pulled to increase the rapid growth of the service, but the user’s consumption habits are really \u0026 # 34; from the small grab \u0026 # 34; The user will form a consumer path dependency in a platform, and there will be new inconveniences. Therefore, in market education, you cannot ignore this group of young users, especially college students who have begun to be born in the real consumption. They are the future potential users.
Therefore, it is not too much to say that universities are the long-term players of O2O platform. At this point, the big customers relying on Dada Jingdong arrived home and hummingbirds.With the special group, it may not be able to do well.
From Dada Group’s current source of revenue, there are two parts: First, service revenue, including C2C’s ero service and B2C to home distribution services; the second is to sell the shipping equipment to the rider. It is not difficult to see that the service revenue is the main source of revenue, from 95% of the total ratio since 2017. However, in general, Dada Group’s service revenue relys to the blood supply to China, but it is insufficient hematopoietic ability.
Dada Cai Pao showed that in 2018, 2018, in the first three quarters of 2019 and 2020, Dada Group revenue from Jingdong is 690 million yuan, 940 million yuan, 1.57 billion yuan. 1.45 billion yuan, Jingdong’s contribution to the revenue is as high as 56.7%, 49.1%, 50.5% and 39%.
Dada’s second strategic partner is Wal-Mart. From 2017 to 2019, Dada Group from Wal-Mart is 4.6%, 13.0%, and 14.9%, respectively.
Dada Group on Jingdong and Wal-Mart in June 2020 in Nasdaq \u0026 # 34; Clouds, Become \u0026 # 34; instant retail first strand \u0026 # 34; However, the distribution services brought by the two Golden Lords only brought the volume of Dada, but did not bring income. However, from Jingdong once again cast $ 800 million again on March 22, Dada, which did not make money, had a capital that continued the story.
\u0026 # 34; Performance Solution \u0026 # 34; Is it too light?
Dada CEO 蒯 佳 祺 Describes Dada’s instant delivery service to \u0026 # 34; performance \u0026 # 34;
\u0026 # 34; User super O2O, especially the supermarket in thousands of square meters and even tens of thousands of square meters, the number of SKUs is also tens of thousands. Dada needs to enter the store to carry out depth fusion and transformation, including picking data, set the store internally, plan picking path, standard operation process, etc. It can even say the difference between the two, instant retail is true \u0026 # 39; the performance \u0026 # 39; includes managing from inventory to the delivery. \u0026 # 34;
\u0026 # 34; Instant delivery is an infrastructure, it is an efficiency that is constantly improving, and the service continues to improve. However, there will be a lot of interest in this infrastructure. \u0026 # 34; Dada Group founder and CEO said.
Currently, Dada’s industry market share has reached 24%, which can be called \u0026 # 34; infrastructure \u0026 # 34;
However, the infrastructure has a characteristic, which is that marginal cost is getting lower and lower, and the main cost of Dada isDelivery of service charges, it belongs to the labor-intensive industry, which cannot improve the efficiency of distribution service through large-scale mechanized index; its infrastructure is mainly, the organizational structure consisting of a merchant and distribution team that is temporarily called the O2O platform of the barrier. The current business is highly dependent on Jingdong to home. From this perspective, perhaps Dada is also a long way to go into an infrastructure.
\u0026 # 34; Jingdong to home is the only instant delivery service provider in the market that does not do any self-employment retail, that is, the so-called sticking \u0026 # 39; do not touch \u0026 # 39 ;. \u0026 # 34;
But in fact, some merchants hope to establish a stable cooperative relationship with the distribution company, and further strengthen the brand’s influence through distribution services; maybe, the distributor’s dress and distribution tool are a mobile marketing tool. . In addition to Dada, that is, all competitors in the field, there are self-operated layout in retail, especially fresh, but self-operated and Dada’s enterprise positioning is contrary, abandoning deep cooperation with brands may be a regret. If more and more retailers choose a self-invasive team, Dada’s business scope will be further reduced.
Where is the upgrade of the user experience?
The goods arrive at the user’s hand from the factory to the channels of the channel. According to the scale of the goods and the distance of the person, it can be divided into three.
First-level, long-distance, large-scale, or even multi-product commodity container transportation; second, channel supply chain, the transportation between all levels of intermediaries; the third level, the platform Followed by helping users from proactive to proceed to the transport of nearby retail points.
From the user experience, the first level and the second level of transportation, users don’t pay attention, most consumers will ran away from the origin of the origin in order to buy a thing; and with the distribution distance Getting closer, entering the third stage, to the range of users can personally go.
In the past shopping experience, users not only bought goods in the brain, but also experienced some \u0026 # 34 in the store, additional service \u0026 # 34;, for example, the salesperson Enthusiastic recommendation, comparison of other similar products, seasonal goods in the store, familiar with the enthusiasm of the owner, etc.
It can be said that the service available in the offline retailer has originally constituted a stable ecosystem. If such a shopping experience is online, at least do not lose from the original shopping experience, That is, the company can get the delivery service to the delivery service, which is net profit.
If the original retail store ecology needs further improvement, it is largely not in the \u0026 # 34; the last km \u0026 # 34; the distance needs to be further shortened, but it is another kind of innocence When the tight product is trend, some stores cover the consumers who don’t have the desire.Can’t buy; it is because you can’t buy it, you will not form new consumption habits.
In one way to see the above problems, it is not difficult to find that the cultivation of consumption habits is gradual. At this point, the Ali’s box Ma will launch fresh semi-finished products and finished products, which reduces the difficulty of consumers. \u0026 # 34; Time-saving fresh, an ultra-hitting \u0026 # 34; the new retail can bring a leapfrog experience that cannot be imagined in front of the new retail age of consumers.
Therefore, to the good and finance, the Dada, or Jingdong to home should quickly find some tight consumer goods classes to win the user, as a breakthrough, is a more effective way to train the user online shopping.
1. Dada insisted \u0026 # 34; do not touch \u0026 # 34; and \u0026 # 34; compliance \u0026 # 34;, the relationship between the two is worth taste. In fact, it is because \u0026 # 34; does not touch \u0026 # 34;, \u0026 # 34; performance \u0026 # 34; looks also lacks challenges and significance, if Dada does not want to face challenges, of course, will not bear the risk of coolness. However, the competition between the field giants seems to have a Matthew effect, and it is impossible to get the benefit from the difficulties to solve the user’s pain.
2. User wallet never look at the supply chain. The supply chain is the core competitiveness, but has a new retail ecological solution with scale, richness and efficiency. It is to explore in the process of user demand constantly stimulating and trying to meet. Instead, there is a supply chain scale, and then get the needs of users.
3. The value experience of instant delivery services and distribution items is mixed, and it is over-diluted. Consumers’ attention is significantly higher than that of the delivery service, or the distribution service is small in the user experience, even if \u0026 # 34; performance \u0026 # 34; service is excellent, but want to improve this Delivery service prices, many consumers or retailers are unacceptable.
4. There is a feature of the instant delivery industry. In other words, that is, the size of the company’s size depends on the market competitiveness of B-terminal merchants. From this point of view, that is, the industry is in cooperation strategy, like a kind of \u0026 # 34; investment agency \u0026 # 34;, it always needs to find valuable merchants and contribute to cooperation, thus establishing reliable competitiveness. The cooperation between Dada and Jingdong home, Wal-Mart and other merchants have not allowed to achieve sufficient competitiveness, perhaps it should work hard to join Jingdong and Wal-Mart.
Also perhaps Dada should take the initiative to position itself as \u0026 # 34; focus on new retail VC \u0026 # 34; find more B end with long-term cooperation value, establish a strategic cooperation and win-win The relationship is the effective force point of Dada Group to strengthen and stabilize the status of the industry.