O2O has become another hot keyword after cloud computing and big data. Correspondingly, many companies go public or get a new round of financing, and are eagerly embarking on the journey of opening stations nationwide.

 

According to Lizi's brief understanding, there are a lot of O2O companies that intend to expand their branch business in the near future, including Qunar, Qijia.com, e-drive... and major group buying websites are expanding vigorously.

 

The first- and second-tier cities have been fighting for many years in the Red Sea, while the third- and fourth-tier cities are a vast world, where you can do a lot.

 

But the headquarters, do you know how to get the substation? Lizi learned a few experiences and a lot of lessons through his own front-line work to remind everyone.

How do headquarters in third- and fourth-tier cities handle O2O at substations?

 

1. Positioning of headquarters and substations

 

The teacher must be famous. The headquarters must first locate the relationship between the headquarters and substations.

 

A kind of headquarters positioning is to guide, strategy, and execute related work content. The headquarters must be a guide or even an order. A kind of headquarters positioning should be services, such as internal CRM backstage, administration, and personnel functions. There is also a need for equal communication and combining the opinions of both parties, such as the operation of localized content and the marketing of local characteristics.

 

Blindly service and blindly guidance are wrong. Different classifications should be made for different businesses. Li Zi gives you a few examples.

 

A person in charge of a sub-station of a certain website went to the headquarters to communicate with a product-side operation about an activity that involved several hundred yuan. A young girl in the headquarters who had been employed for less than a year said that your sub-stations are doing so poorly. I am embarrassed to ask for money? This is a typical result of over-positioning of the headquarters. Everyone in the headquarters believes that the headquarters is a guide to the substations, which led to such extreme events. It should be the district director, the VP, who questioned the job of the person in charge of the substation, not an ordinary employee at the headquarters.

 

There is also an extreme. During the Great Leap Forward of a group buying website, a central provincial capital city was required to spend a market budget of 300,000 yuan per month. The headquarter market is positioned as a service, and there is not much decision-making intervention authority, as long as the branch submits it. The market budget basically needs approval. In the end, I really didn't know how to spend the marketing expenses, and the marketing specialists began to consider acquiring a relatively active local BBS website. Such a crazy approach, think about it, will not have good results, facts have proved this.

 

The ideal relationship between headquarters and sub-stations is to establish a good communication channel and combine the strengths of both parties to do a good job in local promotion. The headquarters can be grasped from the overall situation, and the substations can also be adapted to local conditions. This needs to be gradually found in the actual work.

 

Second, novice or veteran?

 

The selection of people has always been a big problem. Especially when getting a financing in the headquarters, it is necessary to quickly open up how many branches at a certain time point.

 

The selection of people is also very important. A good head of a branch may not lead the company to glory, but a bad head of a branch can still waste several million yuan of the company. To make matters worse, some opportunities are missed and there will be no more.

 

When recruiting people, the headquarters often gets into a dilemma. Hiring aggressive newcomers or experienced veterans?

 

There is one thing that the headquarters needs to consider clearly, what kind of business it will expand in the branch. Which weight is higher for execution and decision. If it is pure execution and requires physical effort, it is best to find a new person. The newcomers are motivated and passionate. If the headquarters can protect this enthusiasm, and the tasks of the sub-stations do not involve too much decision-making work, the price/performance ratio is very high.

 

The veteran has very rich experience. It is very important to have a few veterans in an area. Based on a deep understanding of the local area, the veteran can not only do the local work well, but also assist the district director to manage other sub-stations.

 

Therefore, the ideal zone mix is ​​to have a few "old birds", and others can be newcomers. Not all veterans, this will increase the management difficulty for the district director. But if they are all newcomers, the headquarters must prepare enough tuition for the newcomers to learn and grow.