With the listing of companies such as Alibaba and JD.com, the e-commerce market in 2014 maintained a high-speed and high-profile development. However, in the case of limited growth in the traditional e-commerce market, more and more e-commerce companies have begun to focus on the O2O field. Takeaways, taxis, supermarkets, and even printing and dry cleaning businesses have become the e-commerce force. a member. At the same time, such businesses are mostly based on communities with close spatial distances. Therefore, community O2O has become an important factor in the future success of the e-commerce industry. However, the current community O2O also faces problems and challenges: First, the profit model is not clear. The current hot car software has been questioned by the industry. If the user groups cultivated through fund incentives do not form a habit of use, it is difficult to normalize both the commission mode and the advertising value-added service model. Logistics and property O2O companies also need to bear high land and labor costs. Once they have not brought significant expansion and revenue growth to enterprises and offline merchants, it will be difficult to maintain for a long time. Second, there is a deviation in online and offline service content. In community service, because of the relatively short distance, once the content of online services is biased, users will easily discard online channels. In services such as laundry and housekeeping, users have doubts about the closed service process. If the online service has no advantage or even short, it is difficult for users to develop high-frequency usage habits. Third, community services are difficult to achieve standardized replication. The service quality of community O2O is susceptible to factors such as mood, environment, personality and learning ability, and it is difficult to achieve rapid replication. At the same time, the geographical characteristics, population attributes, and consumption habits of different communities are also very different. O2O companies cannot simply apply with standardized service templates, which inevitably adds a lot of input and time costs. In response to the challenge, community O2O should pay more attention to the development of participation habits. Generally speaking, only by coordinating the interests of all parties, property and street offices, can we carry out business promotion smoothly, and then carry out value-added services to achieve profitability when the market is mature. Therefore, compared with traditional e-commerce, community O2O has to face more stakeholders. In addition to consumers, it is also necessary to list merchants, properties, and streets as service targets. At the same time, the competent authorities should promote the O2O of community public services from the perspective of strengthening community management. At present, there are many pain points in Chinese community service, which is an opportunity for community O2O enterprises to enter the market. However, in the case that the online experience cannot be replaced, the community O2O must exert the value-added effect of online channels and enhance the value-added of services, such as transparent information, nearby transactions, and controllable distribution. Its service can't first have any missing in the user experience, and it provides added value in terms of cost, efficiency and comfort. From the current situation, discounts are still the most effective breakthrough point, and how to make lazy people lazy and have more room to play. Community O2O should also pay attention to the offline store layout. Its core value lies in the user's actual experience. Only the customer is in close contact with the client and the client is trusted. This way, the physical store rooted in the community can not only communicate with the user. Conducting face-to-face consultations with merchants is also more conducive to understanding the actual situation of the community and the actual demands of people, so as to facilitate timely follow-up and business adjustment. Due to the current high cost of physical stores, the government, developers and properties should provide certain conveniences and preferential policies to relevant enterprises when necessary to promote the rapid landing of services.
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