In the surging tide of the sharing economy in recent years, various sharing models have emerged in an endless stream, among which "Meet the Little Yellow Duck" is a striking case. It seeks to break new ground in the retail and service sector through an innovative shared store business model. However, with the rapid expansion of its business, a series of problems were gradually exposed, which eventually led to the occurrence of the "thunderstorm" incident.
1. Meet the business model of Little Yellow Duck
The core of Meet the Yellow Duck's business model lies in the "shared store". This model combines traditional brick-and-mortar stores with the sharing economy, and integrates and optimizes the allocation of idle store resources through online platforms, so that these resources can provide more entrepreneurs or brands with display and sales space without adding additional costs.
Specifically, Meet Yellow Duck obtains the right to use a series of stores by signing a long-term lease contract with a partner. Then, it uses its own online platform to sublease these stores in the form of short-term leases to small and micro entrepreneurs or brands in need. In this way, small and micro entrepreneurs can quickly enter the market for product or service promotion without having to bear the high cost of store rent and decoration. The little yellow duck is profitable by charging the rent difference and platform service fees.
Second, the basic model of sharing stores
The core of the shared store model is to integrate and optimize the allocation of idle physical store resources. The owner or manager of the store shares part of the right to use or operate the store with entrepreneurs or brands in need, and realizes profits by collecting rent or sharing. These entrepreneurs or brands can quickly enter the market to promote their products or services without having to bear the high cost of store rent and decoration.
3. Combine the gameplay of shared shareholders
In the shared store model, the concept of "shared shareholders" can be introduced to make the model more flexible and attractive. Shared shareholders are those who invest in the store but do not participate in the day-to-day operation and management of the store. They become shareholders of the store by purchasing equity in the store or participating in the store's financing plan, and enjoy the benefits of the store's operation.
The head office holds 51% of the shares, and the store shareholders as a whole hold 49% of the shares. For example, the first promoter accounts for 5% of the shares, with an investment amount of 49,800 yuan, and 11 shareholders account for 4% of the shares, with an investment amount of 32,000 yuan (which can be customized). Shareholders refer to those who contribute network resources, do not participate in management, and receive dividends from the platform.
Fourth, the advantages and risks of sharing the store business model
Advantages:
1. Equity sharing: The owner or manager of the store divides the equity of the store to interested investors. Investors become shareholders of the store and enjoy the profit dividends brought by the operation of the store.
2. Financing sharing: Stores can raise funds through financing programs for store expansion or upgrading. By purchasing the store's financing products, the investor becomes a creditor of the store and enjoys a fixed interest return.
3. Business sharingShared shareholders can participate in the business decision-making and supervision and management of the store, but do not directly participate in the daily operation. They can understand and supervise the operation of the store through online platforms or regular shareholders' meetings.
4. Lower the threshold for entrepreneurshipThe shared store model provides more opportunities for small and micro entrepreneurs to enter the market and reduces the financial pressure in the early stage of entrepreneurship.
5. Improve the efficiency of resource utilizationBy integrating and optimizing the allocation of idle store resources, the utilization efficiency of resources is improved and the waste of resources is reduced.
VI. Conclusion
Although the thunderstorm incident of the Little Yellow Duck is regrettable, it also provides us with valuable experience and lessons. As an innovative business model, shared stores have great potential and market prospects. However, in order to achieve its sustainable development, it is necessary to pay attention to risk management, optimize the capital structure, and strengthen the management of partner relationships. Only in this way can we ensure the stable operation and long-term development of the business model of shared stores.
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