Hang Chenxin |Graduate student of the School of Sociology, Wuhan University1. The structural process of platform takeaway and the development of new tracks have been a nationwide takeaway platform for a long time, from the upgrading of physical takeaway to platform takeaway, and then to the heyday with the help of the epidemic, and then to the period of coexistence of the real economy and the takeaway economy, which has been more than ten years. At present, it is well known that Meituan and Ele.me have formed two major food delivery platforms in the country, which are connected to the national white-collar market, and can basically achieve relatively stable profits from the consumer side, the merchant side and the rider side at the same time. But in addition, there are also many companies or teams across the country that learn this takeaway model, which slowly started with the help of the student market segment of college campuses, and took advantage of the epidemic to close the school to grow wildly, and now it has also formed a certain scale. After the epidemic was lifted, with the increase of a large number of unemployed people and the influx of more people into the food delivery industry, the cake of the white-collar market that has formed a fixed scale is getting smaller and smaller, and there is a risk of being carved up by peers under the trend of real economic recovery. However, in the student market of local campuses, the new track opened up by the food delivery industry is still vibrant. In addition to the two leading platforms, there are also many small and medium-sized companies or teams that use platform software to organize and manage takeaway teams, competing and carving up the market surplus that only they can digest, such as local takeaway platforms, merchant self-operated platforms, and takeaway delivery service teams developed in urban villages or university towns around university campuses. The structure of platform-merchant-customer-rider is not the whole of platform takeaway, but the mature structure of the current national takeaway platform, and many local campus platforms have started from the earliest known 14 years or so, and they have shown a diversified situation from the beginning to the present. During the epidemic, local platform takeaway or takeaway teams were bold, with a full understanding of the actual situation, reasonably allocated manpower and material resources, opened up transportation channels in the closed and controlled areas, created or met market demand, and earned excess profits. Policy factors aside, it is true that the food delivery teams that have grown up in the local area can only do better and better than the delivery services of riders such as Meituan and Ele.me, and have the opportunity to break out of the traffic restrictions such as campus lockdowns and community lockdowns under the epidemic, and take a share of the local market that was almost stagnant at that time. It was also during this period of time that they laid a solid foundation for the survival of local takeaways, and won the trust of certain consumers and even merchant groups in the campus student market. After the epidemic, after gradually carving up the market and grasping the right to speak, the national food delivery platform can use the existing resources accumulated for many years to vigorously promote the process of digitization of market operations, not only to manipulate the operation and even income of merchants, but also to control the labor and income of riders, and to charge higher fees to customers who are dependent on users. In the face of this situation, more campus merchants realize that they need to get rid of the interests of big capital platforms, so they expand their business to distribution or platforms, do a good job in distribution services, and manage their own private domain traffic; There are also more riders who realize the profit margin of the campus market, contact merchants and riders by themselves, and run their own campus delivery teams; At the same time, more local campus think tanks have begun to start businesses for the student market, developing their own mini programs, contacting merchants, and forming rider teams; There are also campus takeaway platforms that have become bigger and stronger in the early stage, and they have accumulated experience in takeaway delivery into different campuses, and have expanded their territory on campuses across the country, and campus takeaway has blossomed all over the country. For a period of time, the campus market was full of flowers, but it was also slowly becoming saturated and approaching a completely competitive market. 2. The development history and structural status of campus takeaway in China Before the epidemic, many campus platforms expanded campus takeaway and other service sectors locally by copying, learning or innovating O2O, C2C and other models, and realized the development of a new track of campus takeaway service platform in a fight; After the epidemic, in the face of the crisis and opportunity of the times, some local platforms stood out, some delivery teams developed and expanded, and those who disappeared from the historical stage failed to leave evidence of their own existence. With the help of the national platform, some merchants choose the merchant's self-delivery mode to realize the structural extension of the merchant-rider, and save labor costs by means of self-delivery or hired delivery; Some flexible workers near the campus organize their relatives or friends or even neighbors to form a takeaway team to centralize distribution to well-connected merchants, do a good job in extending the structure of merchants, riders and customers, and earn market dividends; Some large companies use their own resources to develop platform software for food delivery services, lease the right to use to local rider teams, and earn profits in the form of platform-riders; Some merchants have built a small and comprehensive interest chain by organizing joint distribution to cooperative development of takeaway platforms through their own organizations, and earn a large surplus in the local campus market of national platforms such as Meituan with the help of campus geographical advantages. The distribution structure of these platforms is not only logically diversified, but also temporal and even spatial. In some cases, within five years, an entire university town and its surrounding areas have been realized, and attempts are being made to expand to other campuses. Some have zigzagically realized the joint distribution of multiple university campuses in an entire city, but they have also suffered heavy losses because they have taken too big a step, and there are only a few major campus bases; Some of them have expanded to hundreds of university campuses in dozens of cities across the country within three years with the help of large capital financing, and have slowly realized the strategy of "encircling cities from rural areas to cities" with the path of "junior college to undergraduate and then to heavy capital". 3. The structure of Wuhan University's campus takeaway and the interview on platform B After the closure of the school due to the epidemic, the campus delivery market that had already sprouted was officially opened. At present, there are already 3 campus takeaway platforms that have built a complete benefit chain on campus, and they have connected with one or more takeaway delivery teams. There are also 9 dedicated takeaway teams in and around the campus, with team sites covering Donghu Village (4), Guangba Road (2), Archway Gate (1), Faculty of Engineering (1) and Meiyuan (1); There are several takeaway teams recruited by the merchants themselves, and the size of these teams varies depending on the number of orders of the merchants, and the distinction between the roles of riders and merchants is also somewhat vague; The merchant is a number of takeaway teams of riders, and these businesses are generally operated by husband and wife, the wife is doing takeaway in the store and the husband is responsible for delivering takeaway, and the merchants will also help each other to deliver together. The three food delivery platforms on campus are WeChat Mini Program (A platform) founded by students, WeChat ***B platform for merchant entrepreneurship, and WeChat Mini Program (C platform) started by companies. The capital behind the three platforms is supported by a group, and the size is sorted from A to C, from small to large; Platform B itself has been rooted in Wuhan University for a long time, and platform C has only recently settled in Wuhan University, and the scale of the three major platforms on the campus of Wuhan University is ranked from small to large: C, A, and B; Behind the C platform is a listed company, which has spread over more than 300 university campuses across the country, the B platform mainly has sites in the two key universities of Wuhan University and Huake, and the A platform has a site in Wuhan University. Platform A has gradually formed the largest takeaway group on campus from scratch on the campus of Wuhan University. At first, the on-campus merchants did offline takeaways, with neighbors as the help of cooperative delivery, and later gradually became a scale, developed an online WeChat mini-program, and organized many riders to carry out all-day takeaway delivery services. The platform has five or six delivery teams, which are mainly stable, with many members having families, high attendance, willing to grind time, and basically no rest. The following is a transcript of the interview with Platform B. 1. The first time I got to know the person in charge of platform B, I chatted with the person in charge of platform B (because the interview subject asked for anonymity, hereinafter referred to as Z) was introduced by the rider's sister who met during the summer vacation. At the end of September, the research essay I just wrote "The Structured Process and Dynamic Space of Platform Takeaway**" was posted on Xinxiang***, and it was also given by me to every rider I met during the summer vacation. One of the riders' sister happened to deliver food to platform B, and after reading the push, she forwarded the research essay I wrote and posted to Z, so Z found me. After knowing that I was too busy studying to have lunch, Z prepared lunch and Luckin coffee at the pastoral cafeteria, waited for me to come over, and waited for me to finish eating, and then started chatting with me. 
Figure 1, I am very grateful for the lunch that Z invited, it was full and delicious, and the question of Z at that time was: Is there still room for survival in the future of B, the campus distribution platform? I did not give a particularly positive answer, and I was frank about my limited cognition, but I still explained the incompatibility with the operation of large capital, such as the overall national institutional background and economic trends, the attributes and evolution trends of capital such as e-commerce platforms, the reality of the current large market share of platform capital and the survival strategies of stakeholder groups, the differences between large platforms and small platforms, and the advantages and importance of small platforms in the competition of localization differences, especially in the context of such a campus community environment with natural geographical characteristics. Of course, the specific path still needs to be explored by themselves, and they have also tried some methods to expand new user groups and enhance user stickiness, perhaps the effect is not very ideal, mainly because they also need to adjust their strategies in a timely manner in the face of strong capital competition. Overall, I had the following feelings at the time: (1) It seems that the national large capital platforms represented by Meituan and others are constantly squeezing the living space of other relevant interest groups in a more extreme way to reduce costs, and these groups are facing difficult to compress profit margins and the choice of doing more jobs because of the consideration of user stickiness. Taking the good rice activity as an example, behind the low-priced good rice needs to go through layers of exploitation, and how much does it end up in the hands of merchants and riders? But for consumers, especially white-collar consumers in the post-pandemic market downturn, these seem to be the best choices. (2) Local enterprises operating on small platforms or small assets basically do not have the right to speak in the market, and it is difficult to open up the situation in information, but they do have certain local advantages, but it is difficult to convert them into profits completely and efficiently. If you can't carry out differentiated competition or sincere cooperation, you may also face the situation of being acquired by large capital in the future. It is understood that the riders connected to the on-campus platform will also send on-campus orders to the platforms of Meituan and Ele.me, which is also a case of Meituan and Ele.me platforms infiltrating closed communities with the help of local areas. (3) The person in charge of small enterprises in these places who can survive until now is generally motivated, experienced, responsible, has university feelings, and has a certain mind, and is more willing to exchange and learn, but the level of large strategy or capital reserves needs to be improved, or there are certain technical barriers and experience space at the specific implementation level. At the same time, because there is a competing relationship of interests between each other, there is no way to unite, or it is difficult to realize the transformation of each other's advantages. 2. The second chat with the person in charge of the revisit was I took the initiative to find Z, hoping to exchange the conditions of helping to promote the platform for the complete presentation of the interview content, and also provided the interview outline as required. I contacted the interview on the 25th a week in advance, and Z set the evening time on the 23rd, because there was an arrangement in the afternoon. On the morning of the 23rd, the evening interview was changed to eight o'clock, because there was dinner for dinner. In this way, at eight o'clock in the evening of the 25th, I finally met Z. At that time, Z was queuing up at the tea face Yue Se on the first floor of Yintai and was going to buy me a new product of Cha Yan Yue Se, "No Eating Fireworks", and the first thing he said when he talked to me was "Sorry, I am a little drunk because of the drinking party". After ordering, I realized that Z had already arranged a seat, and I started to think about the seat after I finished ordering. After I sat down, Z asked me about the purpose of my research, and I truthfully stated my academic thinking and pursuits, but these seemed to be a little far away from the reality in which Z lived. Halfway through, Z reminded me to pick up the food, and the topic ended smoothly. Our chat this time obviously feels different from the last time: first, they have already clarified their strategic planning, so I will output my own thoughts and judgments a lot less; Second, this interview is a tight time and heavy task, and my interview is more purposeful and fast-paced. Although the interview is not yet complete, the overall chat content is relatively substantial in the time or so that the person in charge has time out of his busy schedule. On the whole, according to Z's description, its platform's own positioning is to be a small and beautiful campus takeaway service platform, the main service group of the platform is the students of Wuhan University and Huake, and the docking businesses are also three certificates (business license, business license, health certificate) within one kilometer of the campus and its surroundings, and the docking riders are mainly their own full-time riders, and the concept of serving students is also more consistent with elite education. As one of the three major takeaway service platforms on campus, the B campus platform has a large business volume and daily order volume, and its technical development and support are also relatively self-sufficient and iterative and stable. However, it has not been easy to get to this point. At.
Five or six years ago, Sister Z's entrepreneurial team started from the Faculty of Engineering of Wuhan University, and at first she just wanted to do campus entrepreneurship incubation projects, not for the purpose of profit to serve students and exercise their own income: for the former, since 18 years, they have promoted stored value services and distributed coffee to students in the Faculty of Engineering; As far as the latter is concerned, they have expanded 50 makerspaces and received support from some teachers and classmates. But after the epidemic, takeaway delivery services have become their main business. 
Figure 2, when the interview outline of the merchant part was first connected with the merchant, everyone had a distrustful attitude, but because the platform did what it said and could deliver in place, the merchant gradually recognized it. So far, the platform has connected with five categories of merchants, namely noodles as the staple food represented by just need, Japanese food for the purpose of seeking innovation, fried chicken barbecue characterized by heavy taste, drinks based on public preference, and light food pursued by bodybuilding. The classification of the platform is based on the different catering needs of students, and the specifications for businesses are also implemented in accordance with the bottom line of health and hygiene. Based on the platform's comprehensive judgment on the students' pursuit of the greatest cost performance, the platform has carried out a lot of platform activities and merchant store activities to provide the best discounts, and Z also said that in the future, it will consider more chain stores to ensure the health and quality of catering. 
Figure 3, the interview outline of the rider part of the platformThe rider team of the platform is in partnership with the platform, and the platform has connected or will connect with six different rider teams in the six major areas of the Wuhan University campus and its surroundings to ensure the quality of food delivery. Different teams have different salary distribution rules, and the person in charge will distribute the riders according to the distribution characteristics of their own team according to the way of more work or equal distribution, and the person in charge has additional management salary. After the epidemic, the average salary of the riders is five or six thousand, and the high one is seven or eight thousand, but it is less. They generally work from 10 a.m. to 2 p.m. and from 4 p.m. to 10 p.m., with the rest of the time having people taking turns working shifts from 7 a.m. to 9 a.m. or from 10 p.m. to 11 p.m. Almost 70-80% of riders have their own families, which means there is some financial pressure and motivation to deliver meals. Their takeaway compensation rules for students are as follows: 1. In case of accidental loss of food, please contact the rider to help find it. If it is confirmed that it is lost, no matter what the situation, the student will be given a replacement meal or refunded as soon as possible. 2. If you overtime for 5-10 minutes, you will be compensated 2 yuan. 3. Overtime 11 20 minutes, compensation of 5 yuan 4, overtime of 21-30 minutes, compensation of 8 yuan. More than 30 minutes: 10 RMB - full refund. The above overtime refers to the delivery time under normal weather conditions (excluding pre-orders). 5. In case of bad weather, traffic control of campus activities, long cooking time of specific food, etc., the compensation standard will be calculated as a 30-minute delay. Other special circumstances can be resolved by the student and the customer service. 6. In case of spilling or missing meals, please contact the rider's customer service as soon as possible, and make a refund of the corresponding product in time. 7. In case of poor service attitude of merchants or riders, students are requested to keep screenshots or recordings and submit them to the platform's customer service for processing. 4. Reflection 1: As a national life service platform, Meituan, as a national life service platform, has a large service area, which will inevitably face a situation where the tail is too big to fall. In terms of local catering, places with dense takeaway traffic such as university towns and university campuses can rely on local advantages to establish their own first-class chains, resist the impact of large capital and large-scale services and their corresponding high costs on the local area with strong resilience, and achieve small and refined, small and strong. For the takeaway delivery team at the bottom, Meituan's big data control is also difficult to connect with the specific situation, and it still needs most of the transportation capacity to be given to a collectivized organization similar to the local delivery team, so as to meet the highly digital and standardized delivery requirements in this form, and use local social capital to undertake national services. The secret of big capital expansion is not standardization, but localization. 2. As an interviewer (1) In the identity positioning interview, Z's sentence "I feel more like a reporter than an interviewer" woke me up. At that time, I had been restarting the food delivery research for more than 10 days after December. In the past ten days, I have been very determined, and even on the coldest snowy day, I have insisted on observing and interviewing for more than 10 hours without a single break. As a result, we also learned about the basic pattern of the three major takeaway platforms on the campus of Wuhan University, the four major takeaway delivery teams in Donghu Village, and the distribution teams in other areas of the university, developed the different types and distribution maps of the interviewed merchants, and also opened the way to investigate the rider teams of Guangba Road, Guangbutun and the main gate of the archway. But maybe it's too much, because I want to enter the research state as soon as possible and eliminate the obstacles to the research, my research and interview methods have also begun to deviate: at the beginning, promoting the conscience of the new business with a good chat in my circle of friends is just a side product of a solid interview, but I didn't expect it to become a condition for me to interview the business, and there is a feeling of pursuing timeliness and earning traffic for the business. However, in fact, the interview business is not as simple, relaxed and fast-paced as chatting with two or three households a day as it seems, but based on the accumulation of 20 days of interviews in the early summer vacation and a solid one-week interview after the start of the survey in December, the current understanding of the situation is recorded. However, the more you write, the more refined and efficient you pursue, and it is easy to lose the original intention of the interview. I think I should always be clear about my identity as a social science researcher, even if I am a novice who has just entered the urban field, I need to accumulate a little bit of experience with businesses, and I need to think about what I think with the light. But on the other hand, as an interviewer, in the process of communicating with the interviewee, it is inevitable that the sincerity will be exchanged for sincerity, so it is natural to want to consider the interviewee, and the interviewee will naturally understand. Since my birthday happened to be in December, I celebrated my birthday with my brothers from the rider team and received their blessings and gifts, one of which was cigarettes. At that time, the rider's eldest brother said that if you hand everyone a cigarette before the interview, it will be easy to chat. So I followed the cat and handed the riders cigarettes during the next interview, and I got their understanding in general. This understanding is not because of the smoke, let alone because of the role deviation of my "girl", but because of the tacit understanding under our long-term communication. (2) Interview SpecificationsIn the later communication process, Z asked me to delete the two interview recordings, which also reminded me of the basic process and requirements of the interview. The first time I forgot to record it because I just thought it was a chat. The second interview in the middle of the memory to record to prevent the problem of late recording is not in place, so directly turned on the function but did not explain, and later found out the interview outline when the recording on the mobile phone screen was found by Z, and out of basic trust and politeness, she did not say it in time, but continued to answer my questions, these questions are in the interview outline given in advance. These are basically expected or under Z's control, including the answers to some of the following questions and the choice of whether to answer or not. In fact, in such a structured interview, the most important thing is not the recording, but the interviewer's ability to grasp the problem itself and understand the complex experience (in short, it is possible to talk smoothly), which is behind the interviewer's confidence in the experience involved and the interview field, and the trust that this brings to the interviewee. But obviously, I was a little flustered in the face of the busy business, and I couldn't grasp the time, space, content and rhythm of the interview. My interviewing skills for specific interviewees need to be improved. The reason why I say specific interviewees is because when I interview most riders or businesses, I can't be too prescriptive, otherwise the interview can't be conducted at all. In order to interview merchants and riders, I need to eat and rest at the same frequency as them, which means that I have to follow or squat at when they deliver food, and I have to help them when they cook so that I can talk. Specifically, sometimes the interview breakfast shop needs to get up early, sometimes the rider after the afternoon rush hour can't take a nap, sometimes the rider team leader who observes the same township and industry has to sleep until late, and sometimes the interviewing business as the staple food has to eat on time to help prepare and pack the meal while taking time to interview. In such a fragmented and irregular time and space, my interviews need to be based on my own experience and intuition, and I need to mobilize my physical and mental energy in time to focus on the current experience, rather than using pen and paper, let alone recording. The interview knowledge learned since the undergraduate degree requires the explanation before the interview, the outline of the norms in the process and the timely recording afterwards, which are also related to the Western social science environment and specific interview subjects. At the beginning, I was well prepared, from the normative text description before the start of the interview, to the arrangement of the interview time slot, to the communication and feedback after the interview. However, these were slowly outlawed in practice by the day-to-day field soaking. Because in my interview field, some people pay attention to privacy, some people are worried about the leakage of trade secrets, some people have extremely fragmented time, some people's experiences are very complicated, and some people's age groups are very different from me. There is no shortcut to the south, except for sincerity. (** provided by the author).