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红心外卖网-建立-起家
2014
张弘鑫 李翘楚 高思宇 白永翔 王櫶培 孟子越 贺姗姗
[键入公司名称]
2014/11/30

Framing the market opportunity
1寻求机遇
在现已形成的外卖行业中,寻求trapped value受困价值,现有的外卖行业如美团外卖及饿了么外卖网,均有其不足之处,主要在于外卖时间,外卖质量,外卖页面美观等问题。通过开辟一个新的外卖弥补这些问题,可以通过更加有效,更容易进入等方式改良,从而进入外卖市场。
2.揭开机遇的核心
现有的外卖软件中存在送餐不及时不可定位,送餐的餐品质量不可预览,页面不够美观等问题,通过customer life cycle 顾客关系生命周期,可以分析出现在的外卖行业已有意识第一阶段到熟悉的第三阶段,第四阶段认可的阶段,由于外卖软件的发展没有及时跟上顾客的需求,所以某些软件出现了顾客不满意的情况,所以这从中出现了机遇。
3.确定目标群体客户
外卖的目标群体主要集中于从业者及学生。地点主要集中在大中院校及办公楼或商业集中区。主要原因为距离,时间,方便程度决定。
4.原料机遇
红心外卖需要制定自身的名字,营销方式及渠道,内在方面,完善技术,产品发展和员工。并且要和供应商之间建立合作关系。
除此之外与竞争伙伴之间建立合作机制,可以有效的弥补效率这个鸿沟。
5.评估机遇吸引力
5.1竞争强度
美团外卖与饿了么会与红心外卖造成直接的竞争关系,非直接的竞争为食堂的质量提升与麦当劳肯德基等食品餐饮的进驻。
5.2顾客动力
客户之间的评价是口口相传,要把精力集中于客户身上,可以得到更多的机遇。
5.3技术脆弱性
作为一个APP,其技术需要紧跟顾客的需要而制定,这就造成红心外卖需要评估自己具有足够的能力去经营和完善这个APP。
5.4微观经济
红心外卖需要评估自身的市场份额及利益,如果这个市场具有较大的利益率,会有更大的吸引力。

2. Business model
红心外卖的商业模式:
1.顾客细分 顾客天生就存在差异,大量营销策略在忠诚的世界里根本就不适用,因为并不是每一个顾客都适于成为某品牌的品牌忠诚者。如果企业要最大化的实现可持续发展和长期利润,就要明智的只关注正确的顾客群体,因为企业要获得每一位顾客,先要付出一定的投入,这种投入只有在你能赢得顾客的忠诚后才能得到补偿。因此,要通过价值营销以获得品牌忠诚重要的一步就是对客户进行细分,找寻到哪些顾客是能为企业带来盈利的,哪些顾客不能,并锁定那些高价值顾客。只有这样企业才能保证他在培育顾客忠诚的过程中所投入的资源得到回报,企业的长期利润和持续发展才能得到保证。
客户细分是指根据客户实行划分的客户集合。它是分门别类研究客户、进行有效客户评估、合理分配服务资源、成功实施客户策略的基本原则之一,为企业充分获取客户价值提供理论和方法指导。例如:了解顾客的喜好,口味,喜爱的菜系,最常光顾的餐厅等等。红心外卖并不是一味的在网上对已有客户进行强力网络营销,而是将顾客细分为两种,具体为:
a.线上顾客
线上顾客又分为线上已消费顾客和线上尚未进行消费顾客两类,针对不同类别进行不同营销模式的推广。
b.线下顾客
和线上尚未进行消费顾客构成红心外卖潜在顾客群体,对于这类顾客,红心外卖充分利用现有顾客网略进行“顾客关系营销”,推出“返利活动”,例如邀请朋友购买即可返现等优惠政策。
2.价值定位
红心外卖的顾客价值定位主要在于尽量为顾客实现全方位的选择权和便利权,尽量满足顾客的各种需求。以此达到品牌忠诚。作为电子商务的价值体现,包括产品供应的个性化和定制化,产品查询成本的降低以及通过送货管理来推动交易等。
3.盈利模式
盈利来源:一是在线订餐月流水超过某个额度收取入驻商家一定管理费用;二是平台商家竞价排位;三是促销活动收取增值收费;四是商家广告收入。
1.管理费用:为了吸引商家的入驻,免除入驻平台的费用,减少商家的疑虑,只在商家月销售满一定金额抽取一定的管理费用,实现双赢。
2.竞价排位:将平台最前面几个铺位作为广告铺位,根据商家的竞价,收取月租,在实现商家推广的同时,又尽量避免了用户体验的降低,最终实现盈利。
3.增值收费:平台定期开展活动,参与的商家收取一部分费用。
4.广告收费:包含两部分,一是线下的宣传单推广,二是线上的横板广告等。线下,以平台名义传发整合宣传单,收取宣传单版面费用;线上,平台横板广告费用。

3. Customer interface 1. context

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