Design, guacamole
Station bIt's really a faith company。
This was in march 2021, when the b-port shares were re-listed, the ceo@chie said in the interview. Chen shui also stated that station b would continue to do the right thing and water the content of station b with faith。
But a few years ago, b stood in the middle of the live booth with the "black car" feature, which allowed users to watch and buy it from the live booth, causing much controversy。
It's the first thing that's going to happen
One of the voices is that the users of station b fear that station b will become the same, that the community will continue to change, and that it will question the very beginning of what it is doing。
The other sound came from the media, talking about "b" starting to sell, "b" ending to carry, "b" enteringLive deliveryIt's late for something like that。
When i read the articles in question, i found that these views were biased and “prejudiced” and that there was only one-sided interpretation of the business operations of station b。
We're on live. Let the bullet fly for a while
What are these “bias” specifically about
This is to ignore the process of actual business, to see only new features on b station, to use this as a strategy defined by b station, and then to discuss the pk winners in large factories in a horizontal and vertical comparison with possible competitions in the market。
In fact, enterprises cannot “open their eyes” and often even take a step-by-step approach to new business。
A new feature, which may be a small test by the business team, is optimized and then deployed on a large scale if it is well under way; if it does, the new direction is reoriented。
There's no denying that b is thereCommercializationThe road has been working, but it is still in the "exploration phase" of the operation, and it is too early to take “b station will develop live” as a conclusion。
In order to explain the reasons behind this, it is necessary to make clear the situation faced by station b in the live delivery business。
First of all, we need to acknowledge that b has enormous potential in the power business。
There are several facts:
One, "b" station, "up" mainContent platformThe most stable set up by professionals。
The personalization of up leads to viscosity and professional trust。
For example, @hand infarction, recommend to you the dey tool, @classmate ho, recommend to you digital products, watch the pets for years, the up lord recommends to you cat food..
After years of high quality content, these up principals have attracted a large number of “faithful” fans。
Second, b is almost a billion-grade mau internet company, with only two companies with obvious user growth potential and one little red book。
Thirdly, station b is already an important link in the brand marketing chain: users are grown on grass (or generate demand on their own) — station b/little red book search and assessment — poaching treasures, kyoto, and many orders。
In other words, now station b only earns one piece of branding money, but if the user is also on b's list, it's good enough to earn at least one more order sharer。
So whether it's live or short video, there's three roads in front of b。
1) out-jumping - the distribution pattern of treasure-hunting, i. E., jumps to the shop when it is purchased, and it is now known that this model is being used。
This approach, which essentially makes b stand a pool of treasures, has the advantage that sku is the most abundant commodity without burdening the supply chain. The downside is an outflow of traffic and an influx of “doing players” in a large number of professions for distribution, which is harmful to the community's original atmosphere。
2) do not jump - good mode
It's open api, the user clicks the yellow car and doesn't jump out of b, pops up the commercial program。
This has become the tob model, where brands are placed on platforms like this, where up owners can hang distribution models and carry goods. In this way, flows do not flow and do not burden the supply chain。
However, sku, which is not rich in treasures, is not able to cover the b-station advantage of electric competitions, national tides, manoeuvring, and elemental clothing。
3) do it on your own - dancing mode
The model is well understood, namely, to be a direct camp, to open up and down the supply chain。
Advantages are self-controllable and high profitability, such as membership purchases that b has been making. The disadvantage is so difficult that it is almost impossible to do much on a scale with b-station cash flow and organizational capacity。
Each path is a different business model, with different sizes and implementation difficulties。
Two more details of the operation i observed were shared:
First, several accounts do not have a portal to the traffic, and only the up owner's own fans can be notified。
Second, the author used to brush the live booth on b for several consecutive nights, but could hardly see the live booth with the goods. So it is assumed that station b does not now provide the corresponding flow support for the live feed。
So we can't even confirm the current state of business, or even the strategic level of b's ambition for live delivery, or the type of business that we're going to do。
Station b won't be able to make a real live feed unless it's exhausted
Station b has potential for live delivery, but i don't think it's going to be like a shivering, fast hand, really doing the live delivery。
For three reasons:
1) carrying goods is essentially a “washing flow”
Whether it's live or video, it's essentially “washing traffic”:
What's the total traffic at the main station
How much is given to quality video content to maintain community content quality
How much is given to the back-end creators to maintain their creative drive
How much will be allocated to the content of the goods in order to generate benefits
I'm sorry
Without much breakthroughs in user growth, this is almost a "zero-sum game"。
The trend is that, since the bottom is sold, the flow of electrical content cannot be too limited. After all, it's too bad to make money。
And there's a lot of traffic in the electrical content, and there's less natural in the quality content and in the back end。
The result is poor user experience, more difficult for new creators and less good content, and therefore poor content may in some way reduce the efficiency of user growth。
Ultimately, there is a vicious circle — one that further squeezes the space for content in order to sustain the harvest。
2) the closer the content community to the commodity, the more efficient the realization, the more “low quality” the content
In order to illustrate this point of view, let's think first about what the core value of b is. Why is "just" 7200w a day station b, hidden in content, compared with 300 million fast hands, 600 million tremors
This is because now station b, which represents today's internet content platform's "frequent value" — a highly creative up owner, high-quality in-depth original content, high-quality, high-quality, high-quality youth users。
It is contrary to the “fragmentation” that is now prevailing。
Station b expects that users will become more and more educated and that aesthetics will become better. The increase in user literacy is a major trend and is bound to happen。
The closer to the electrician, the closer the goods are, the easier it is to deconstruct the core value of station b。
Commercialization is extremely efficiency-seeking, and if only commercial realization is considered, not only will the platform be held hostage in the distribution of flows, but there will also be large numbers of “flow players” in search of more extreme roi (investment return):
Bulk start-up, flow-lined production of content, purchase of flow, testing, repurchase of flow, retesting, delivery of high roi projects in bulk..
The best negative example is knowledge that it quickly falls from the “high ground” of internet content, after a large number of marketing content, low-quality content, is blocked to the community。
The ceo said, "the increase is not the growth of the community, but the problems you didn't anticipate."。
Similarly, increased business efficiency and higher business income are not equivalent to community growth and may lead to a number of unforeseen problems。
Given the history of the car, station b could not have been unaware of the crisis behind the electrician's delivery。
3) live delivery, more like "member purchase"
Within station b there is a cultural value, known as “community priority”, that refers to the core product form or to the user and optimizes the creative ecology。
On the basis of that value, i think that the live delivery yellow car on b is not going to make $10 billion a year on live delivery, like a shivering hand, but it's more like the second phase for members。
Membership buys are business that b stands in 2017, which sells mainly around handouts and various ip derivatives. Subsequently, the shop was opened, distribution and offline operations in kyoto. So far there are three main models:
The first is for members of the "front camp" who sell around-the-boards, such as stickers, headphones that are sold at their own expense, and the sale of crowds, keyboards, elemental clothing, etc.
The second is the "rewarding scheme" in which up displays distribution links to power company platforms such as poaching and kyoto on video
The third is the sale of tickets for a part of the underline comic show。
In the context of the business, the newer version of the cargo yellow car is more like a “reward plan” extending from short video to live, which is a new phase for members to buy large businesses。
The aim is more like giving up owners a new source of liquidity. It allows up masters to cash through their own knowledge, man-made and accumulated trust。
03 concluding remarks
On march 29, 2021, the day the b-port stock was re-listed, the chairman of b-station and ceo chen ji said that the idea of b-station income was actually consumption. He said:
“it is our business model to attract users, to retain users in the community and to provide more content of interest to users or content-derived things that users would consume if they liked.”
Under this model, station b presents a balanced and diversified pattern of income。
In the third quarter of the financial paper published on b, we can also see the diverse income patterns described in chen wi。
In the content industry, we always say, “the content is the king”, “the long-term value of believing in good, original content”, but how many platforms, and how many people really believe in doing it
Once known as such a platform, now known is no longer the knowledge of the year, and many years ago the big v ran away, expressing a "hate for it" attitude。
It appears that station b is still a platform with a “good content” in mind. In the future, it's expected that station b will be the good platform for doing the right thing in the long run and eventually for success。
