The past few years have been an obvious study on how traditional enterprises transform the Internet. There are hundreds of books that have been searched for related keywords on the e-commerce platform. Duitou in bookstores in fourth-tier cities also has a best-selling book marked "Internet + era, winning the battle of traditional enterprise transformation". There are many related courses online. , The big coffee from all walks of life brings countless experience sharing.

Regrettably, most companies still have difficulty getting out of the dilemma of transformation. Some have lost billions of dollars. In recent years, companies have been regarded as successful textbooks for transformation. Some actually rely on real estate to make money, and some continue to make money. Realize assets.

For many companies, the anxiety caused by the mobile Internet is more that consumers no longer look at the communication channels that traditional companies are familiar with, and offline sales channels have begun to decline; but the online transformation has found that the online water is equally deep, and the cost of acquiring customers is as high as A customer ranging from a few hundred to a thousand yuan, the concept of Internet outlets emerges endlessly, and the various modes of collecting IQ taxes are even more difficult to prevent. "Internet+", "AI+", and "Wisdom+" seem not so sexy.

At this point, we need to reflect on what is the deeper purpose of traditional enterprises to transform the Internet? Is it universally applicable to specific companies? If it is a false proposition, no amount of effort will be effective. If you are a firm believer in the transformation of Internet +, don't rush to skip it. The author did it in the past.

1. Teacher Xiao Ma Song once said, "Traditional companies and Internet companies must win PK by Internet companies, because the one that wins is called the ‘Internet company’.”

Ah Xing has worked in both traditional companies and Internet companies, and feels that there are essential differences in the thinking mode and business logic between the two. Take a look at this picture:

(This is a PPT that I cut in the course of "How to Increase Media Influence at Low Cost". It has been explained since 2016. Friends who are interested can find me in a small window)

I have never felt that the Internet can create social value more than agriculture, industry, and service industries, but the communication efficiency of Internet companies is more efficient. The Internet model "has millions of possibilities in a single moment". Generally, either content consumes user time or transactions consume user money. (The company that sells software system services is actually a B-end model. Strictly speaking, it is not a pure to C Internet company, and its business model is more traditional.)

We first need to clearly lock the conceptual connotation of the three words "Internet". What is the Internet? Many IT people may not be able to make it clear. A Xing said in a Tik Tok video recorded before:

"The essence of the Internet is "data." The first field of data is media, such as Sohu; the second field of data is social communication or some online chat communities, such as QQ; the most commercial value is commodity trading. Data-based, such as Taobao. In the PC era, Baidu was to link up data-based media websites. In the mobile Internet era, Toutiao started with online content recommendation. As long as it can digitize its own business and pass The realization of online interaction is an Internet company."

So, "how to completely dataize the enterprise" is the core of the transformation, not the skin of an Internet company. When companies get through the interaction between business data and consumers, they will find that the difficulties are insurmountable. Let us give a few examples:

Marriott’s five-star hotel, no matter how good it is, can’t communicate with Hilton’s data.

No matter how good Wanda's commercial real estate is, there is no way to connect with Evergrande and Vanke's data.

No matter how good Haier's refrigerators and smart factories are, there is no way to connect with Gree's data.

No matter how well Zhou Hei Ya's retail is doing, it is impossible to connect with Jingwu Ya Neck's retail data.

As we all know, the data-based work in these business areas is constructed and completed by Internet companies such as Ctrip, SouFun, JD.com, and Alibaba.

At this time, the fundamental watershed between Internet companies and traditional companies has changed from the difference between online and offline to whether business data can be "industrialized."

Some people will say that the data between Ali and JD will not be connected, nor will the data between Tencent and Toutiao be connected. Although there are data barriers between Internet companies, Internet giants will make a complete map to integrate resources, even if it is repeated businesses, content, and users, to build their own traffic kingdom. This also determines that the oligarch will win no matter which field the Internet company is in.

After several years of transformation, traditional enterprises have basically completed the single-threaded digitization within the organization, but rather than "Internet +", it is better to use the SaaS system developed by the Internet company, or use the tools of the Internet company And platform.

2. If many traditional companies actually surpass Internet companies in terms of taxation, number of jobs, and gross profit, they are confident and strong, and are eager to bypass the Internet platform and start anew, they will find that "cross-industry" brings more pitfalls.

It costs a lot of money to raise a technical team. It is still unknown whether the development and product can understand the business, and the market personnel will connect with each other. Generally good technicians are still in cities with higher wages such as Beijing, Shenzhen, Hangzhou, Shanghai, and Guangzhou.

It also costs money to raise an operations team. Product creation is just a tool. How to become popular, have active users, and eventually become a vibrant and prosperous community requires a professional management team and the accumulation of time. Just like building a mall, how to make the mall active is also very important. "Heavy" and trivial things. In terms of new media operations that I am familiar with, many people are full of passion to operate the impersonal Blue V, and the low traffic is scary. I have a detailed interpretation in the article "Don't Play the Blue V".

It also costs money to raise a local push team. The transformation of traditional enterprises to Internet + is more about how to integrate the Internet with their own business. Most of them are O2O models, and landing work is inevitable. They complained that the company's products were too bad, but they couldn't do anything. They had to go to the merchants to push hard, and the management cost was quite high.

The most difficult to coordinate is the corporate culture conflict. Most of the heads of various departments of traditional enterprises have also been up for many years. The internal transformation has given some "young reformers" opportunities for promotion. However, Internet thinking and new business directions must be related to the hierarchical and pyramidal team model. It is difficult to integrate, and eventually the rate of job-hopping has skyrocketed. When the aspiring talents are run away, it will cause people to float away, leaving behind an app without data flow and business transaction volume. It is better to keep the original business model running efficiently.
What’s terrible is that Internet companies can conduct a round of financing through rumors, PR, and business model stories. The tolerance for losses is relatively high. It burns some funds’ money, and funds burns LP’s money. The pressure of operation has been transformed layer by layer. The original intention of traditional enterprises to transform themselves is to improve their operating conditions, and the transformation of the Internet is not a slogan, but real money, and it is difficult to make a profit in the short term. This makes the transformation of the Internet look beautiful, but it is actually extremely cruel.

Once the boss reaches the spirit of transformation, few people dare to question, and a knot that gets deeper and deeper is formed.

3. When I went to work, my boss said to me, "The question you asked is very good, but there is no solution. It's like the cook gave the client a pile of condiments instead of a dish." This sentence is for A Xing's work and writing The articles are very enlightening. If I write clearly about some of the difficulties of the Internet + transformation, it cannot prove that I have a higher level of voice than some complaints. It is just that my language organization ability is slightly better.

If you compare a corporate organization to an organism, "transformation" is not to become another species, but a natural growth and metabolism. If there is no logical accumulation of strength and conditions, grafting Internet genes is easy to learn and backfire.

The following are some strategic directions that Axing can think of when non-Internet companies are highly mature in the mobile Internet and ABCD (artificial intelligence, blockchain technology, cloud computing, big data) as the underlying productivity is brewing new economic growth points It is a summary of the long-term observations of the Internet and the industry from some successful experiences, which can be used for reference and thinking for entrepreneurs and entrepreneurs who are trapped in the transformation of Internet +.

First, work silently and deeply in the most knowledgeable fields, and frantically acquire and analyze big data.

As mentioned above, the essential difference between Internet companies and traditional companies is actually "complete industry data." Like Meituan and Ele.me can get through big catering data, but it’s difficult for an offline restaurant chain to get through this industry data, so only Only by platform integration can you prove your value. Any industry is by no means as simple as it seems, but has a lot of business nodes and cooperation directions. Similar to catering, there are group meals, community meals, smart catering and many other digging points. How to make the logical research of business data clear? Models, these are very valuable for Internet companies. Before you wait for you to transform into the Internet, Internet companies will take the initiative to make huge acquisitions or seek joint ventures to become companies.

Really pragmatic entrepreneurs will not follow the trend to build the Internet, but will find ways to make their products have higher gross profit and greater scale efficiency. Companies such as Wahaha, Laoganma, FAW-Volkswagen, Foxconn, etc. have already been very successful. Need to do Internet paste gold. The minimum program of entrepreneurship is to make money, and many Internet companies still lose money. Really making money through the Internet is actually some low-key grassroots. What traditional enterprises actually envy is the high market value of Internet companies, and the high market value is actually supported by user big data with commercial value.

In addition to digging into the industry chain to obtain data, traditional enterprises can also directly invest (VC or LP), and use the investment method to open up industry data without having to do it themselves. The most important thing to invest in is to know the industry, which is more reliable than those professional investment institutions who make decisions after investigating.

Second, small programs are enough for small and medium-sized business transaction vehicles, not apps.

What traditional enterprises are really worried about is the impact of e-commerce forms on their own businesses. In fact, Internet platforms are also growing in improving the efficiency of corporate transactions, but they only need to pay some "traffic taxes" accordingly.

Many companies think that making apps is as easy as making a website. In fact, making apps means doing everything by yourself. Some companies even develop their own payment tools. This is a typical approach of attacking the strengths of the shortcomings, and the probability of success is 0. App itself must strengthen user stickiness, and it is often "concentration must die." The bigger the Internet platform, the more time and energy of users will be absorbed like an octopus. Obviously, traditional companies not only have to grab traffic with free, content-ecology super apps, but also have apps complete various designated online operation KPIs, which is difficult to achieve results.

Relatively speaking, the difficulty of mini program development is low, and there are many third-party mini program system ecosystem service providers that provide templates and solutions, which are less difficult to operate. The most important thing is that traffic does not need to be directed to their own apps. Many companies are worried that everything is put on Tencent when they make apps, and they are insecure; and now small programs, Baidu and Alipay are also doing it, so the risk is reduced through the game of giants.

Generally, Internet companies are not keen on making small programs, because it is difficult to discuss valuation and financing. However, traditional enterprises, especially some malls, stores, and stores, make small programs to improve user experience, and run out is very suitable for offline traffic. It can be foreseen that in 2019, small programs will continue to be an explosive year.

Third, all employees are from the media, and the marketing and publicity department becomes a media company.

Generally speaking, the transformation of traditional enterprises to the Internet is to burn money, and only the transformation of all employees to self-media will save money. In the past, the part of companies that burned money actually ran TV ads. Now most companies have spread their advertising costs to companies such as Baidu, Taobao, WeChat (Guangdiantong), and Toutiao. What's interesting is that the traffic of these traffic platforms is largely divided by the media.

Compared with the advertising costs of the platform, We Media is relatively more cost-effective, and can often bind and cooperate with each other for a long time. This is why We Media has higher profits than many traditional advertising companies and market research companies. And Ah Xing’s idea is that companies that really do long-term advertising budgets should consider starting to build their own media channels and raise them a little bit.

If you follow the previous publicity strategy, the marketing staff will plan and publicize, and the operation staff will promote the company’s account. If you operate according to the idea of a cultural media company, you will be the industry’s self-media and community, which is completely based on Users want to see dry goods content-oriented, rather than racking their brains to advertise. Many public relations companies themselves have made a self-media matrix based on self-media content categories. In fact, it is relatively suitable for some large companies to create personalized personality IP. In recent years, the mobile Internet has cultivated a large number of outstanding We-media operations masters. Some We-media itself is a corporate operation, so why take the opportunity to snare and upgrade.

Write to the end

No company is willing to put the label of "traditional enterprise". Every company must create value in the market to survive. It must keep pace with the times. Doing business will not be resistant to new things. Internet companies also have a lot of problems. They are also learning and cooperating with excellent companies in other industries. I can see that the final readers believe that they can appreciate the author's good intentions. Many points of view are actually A Xing's consistent attitude. There is no outside expert who can diagnose and treat the business development. "The best doctor is yourself." If you think some of the above questions and suggestions are reliable, they can be used as a reference.

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