In the field of shared charging treasure, the "Romance of the Three Kingdoms" of Zhumang Technology, Monster, and Meituan has basically been formed. Among the three, the development trajectory of Zhumang Technology is more special, from the time when Monster Charging was listed on the NASDAQ, the merger of Street Power and Sodian to form today's Zhumang Technology, to "not just sharing charging treasure", pursuing the growth curve of 23456 go hand in hand, and upgrading its positioning as a manufacturer and operator of intelligent infrastructure in public scenes.
What kind of experience and improvement has this round of nirvana been reborn, and how will the future development go? A few days ago, the reporter of the special topic of economic deep power had an in-depth dialogue with Xie Wanyi, vice president of Zhumang Technology.
Multiple scenarios to meet the rigid needs of consumers.
Economic deep power: Zhumang's current positioning is a manufacturer and operator of intelligent infrastructure in public scenes, which seems to be a bit of a "shared charging treasure" label, is the original track not working to change? Or is there a new and wider space for scenes, and another new continent has been discovered?
Xie Wanyi: This is one of our strategic positioning. Of course, it was not set so high at the beginning, it is the business of sharing charging treasure, now we have 500 million users, more than 30,000 ** businessmen, and a number of core data rank first in the industry.
It seems to be a power bank to solve everyone's emergency charging needs, but superimposed on millions of levels of equipment density, it has actually become an infrastructure in the city, placed in public scenes, and serves the fragmented needs of consumers anytime and anywhere. We found that in addition to shared power banks, there are great similarities in charging piles, retail cabinets, lockers, etc., so we extended to the concept of intelligent infrastructure manufacturers and operators in public scenarios.
Deep economic power: charging piles, lockers, retail cabinets are in different scenarios, with different industry competitors, bamboo and mangs multi-curve go hand in hand, has the ability to eat so many markets?
Xie Wanyi: On the contrary, we feel that there are not enough competitors, and there is sufficient competition to show that the market is large enough and active.
Our advantage lies in the lowest life-cycle costs. Since we are doing infrastructure, we must need a hardware carrier, which must be durable, and the cost is low, and the cost of a single use can be accepted by consumers, so that the cost of the whole life cycle of the upstream and downstream is the lowest. Therefore, we have to build the equipment, send the equipment to the store through the channel, and then provide services to consumers through the store, and all the additional costs on the whole link must be the lowest to have an advantage.
Economic deep power: the success of the field of shared charging treasure lies in the fact that the mobile terminal of the mobile phone is as indispensable as air, so when there is no electricity, the need to charge has become a hard demand, and is willing to pay for it, and even after the price rise, it is still willing to pay for it, but other scenarios such as retail, storage, and direct drinking machines, is there a hard need for charging treasure? After all, opening up a new scenario means a lot of investment in the early stage for the company, and if the output does not meet expectations, it will become a money-burning project?
Xie Wanyi: From the perspective of our own advantages, we have accumulated the advantages of the whole link and the whole industry chain by making power banks, and this capability element can be reused to other business lines; In addition, we also believe that this matter is of great value because it concerns the consumption experience of hundreds of millions of consumers in the public scene. Today's consumers increasingly hope that the needs of timeliness can be met, and smart hardware products provide solutions, in different scenarios, through standardized smart hardware, consumers' fragmented needs can be satisfied. We have such a capability, and this is indeed a rigid demand, and we are willing to make our own efforts for consumers through the advantages we have accumulated.
Economic deep power: charging piles seem to be a wide range of application scenarios that can be seen directly, but there are many charging pile equipment and model enterprises in the current market, and there are also large capital, including industrial capital, are competing for this market.
Xie Wanyi: In the field of two-wheeled vehicle charging, our competitors are still relatively few, and its market is relatively fragmented, for example, in third- and fourth-tier cities, two-wheeled vehicle charging is basically met by home charging, and only in first- and second-tier cities or in more standardized communities in core cities, we use charging piles. Now more and more normative policies are landed, like Shenzhen, two-wheeled electric vehicle batteries are not allowed to go upstairs, the guidance of this policy will make some changes in the demand of the industry, we also see such an opportunity. In terms of results, our business has also grown regionally, and it is growing rapidly.
Economic deep power: Will the shared charging pile be a blue ocean market like the shared charging treasure?
Xie Wanyi: In this field, there is no large-scale enterprise running out, and our pain point is not who I want to compete with, but I hope that more people will compete and make the industry prosperous. Charging of two-wheeled vehicles, the product difficulty is not high, and from the perspective of operation, the past demand is suppressed, with "self-charging at home" as the mainstream solution, with the continuous implementation of relevant policies, the demand for public safety will usher in rapid growth, we hope that more competitors will emerge, together with the call to standardize charging at the national level, to ensure the public safety of the society.
Of course, the shared charging pile cannot replicate the model of shared charging treasure, and no business model can be the same as other businesses. In the same kind of business, the underlying logic may be more similar, such as more high-quality and low-cost hardware equipment, a more sound channel network, better operation and maintenance services and after-sales experience, etc., which are the same. However, how to build the model, who the customer group is, what are the pain points and needs, which businesses we have to do ourselves, which ones we need to find external partners to do, and how to build the interest relationship between us and the channel, these are actually part of the model, and it completely depends on the business characteristics to design, so we never copy the original model, but need to return to the customer needs themselves.
Economic deep power: charging piles and power banks are hard needs, but retail cabinets and lockers are not necessarily, how do you look at these needs, which have pioneering value?
Xie Wanyi: From the perspective of demand, we have not actually made model innovation in demand. For the selection of new business, we do not do to meet innovative needs, but more to look for those existing needs, which have room for improvement and optimization, such as charging piles, retail cabinets, lockers, and it also has basic solutions, but we now have to rely on our own capabilities to reshape the industry's solutions.
In the face of the real demand that already exists in these markets, whether we can rely on our own technology and model innovation to improve efficiency, this is our lowest thinking, which is why we will not encounter a relatively large blood loss in the process of any business development, because the point we step on is the real demand, the key is whether we can find the rapid growth point and become the outlet, which has a lot to do with the grasp of the timing, the design of the model, and the cost control.
The whole link is the most cost-effective and win-win with the best business.
Deep economic power: A lot of the space in the public scene is controlled by large platforms, such as take-out cabinets, express cabinets, and many charging pile scene resources are also controlled by the property.
Xie Wanyi: In fact, any real business resource is scattered and separated. Entrepreneurship means that I can think of a business, all the roles on the link in series, I think it still depends on the model, the design of the interest mechanism, although there are also large platforms to control the original scene and channels, but the world is bustling for profit, the world is bustling for profit, when I create a concept, I think not about how to make money, but how to make everyone make money, how to solve the ecological win-win, if you can design such a solution, it is the breakthrough to cut into.
There are several roles in our chain path, such as dealers, scene parties, and end consumers, can our model design benefit all people on the ecological link? I think that's the most important thing. We need to design a win-win benefit distribution mechanism: for dealers, as long as they continue to work hard, they can get higher growth than GDP and higher than the return on income of ordinary business? For the scene side, is it possible to superimpose a product under his normal operation, which not only does not increase his operating burden, but also generates a more diversified customer experience and more benefits? For consumers, is it possible to spend less money and get more convenient services? If the answer to all three is yes, then the rest is actually business management.
In the early days of shared charging treasure, there will indeed be some scenarios with resources pouring into the food distribution market, such as POS machine practitioners with some stores and merchant resources, or hotels and restaurant chains with thousands of stores, they will feel that the competition barriers to shared charging treasure are not very high, if I do it, can I succeed? So I made a brand to do it, but then everyone basically dispelled this idea, and even many of our early ** merchants were transferred from this identity. Why? There is a specialization in the art industry! An enterprise or a large platform has its own main business, if you want to do another power bank business, but also to measure whether it is the best choice for cost performance, is it to invest people and money to invest energy to do the high value of this business, or to open up resources and cooperation? In fact, for those big platforms, it is obviously not the best choice to do this in person, they are more inclined to choose a reliable and reliable cooperative brand, if the brand is in the growth period, willing to make more profits, foreign cooperation is clear and preferred.
Economic deep power: When doing shared charging treasure, you chose the ** mode at the beginning, and there are people in the same industry who choose the direct sales model, what do you think of these two models?
Xie Wanyi: Any business of smart hardware in public scenes, in the early development stage, needs a direct sales model. If you don't do it directly, but through channels, it is difficult for you to directly feel what consumers' needs are and what their pain points are, and you can't get through the pitfalls and hurdles in the entire value chain process. The best commercial verification stage is to do direct sales, but the direct sales of this process should be lightweight, bold imagination, careful verification, to the time to increase the volume, must be very clear calculations, for the growth of the market, for the determination of the model, has been confident.
In the early days, we were also ignorant, the first model is a helpless choice under the limited resources in the early stage of entrepreneurship, but we stumbled into the right time, in addition to our capture of opportunities, we are also more keen, when we find this opportunity, we realize that this is a growth point, have the courage to smash resources, dare to invest in the growth point.
Some enterprises that take the first mode are easy to get rich and secure when they succeed in the early stage, but when you want to usher in the next wave of growth, the question you have to face is, do you dare to invest at this time? Do I expand my project team, do I invest millions of dollars in marketing every month, or do I want to become bigger and stronger? If yes, do it right. Of course, we feel that there is also an opportunity later, for example, the epidemic has led to a sharp turn in the direct sales model, and the correctness of the ** model has been verified in a large number of ways, and it is also because of the existence of the ** model that the disadvantages of the direct sales model have been more obvious and promoted everyone's transformation.
In general, our early choice of the first model was a passive choice, not that we realized at that time that the power of the channel would be the key to our victory, and there was no such business perception at that time, and when we look back now, all this is very clear.
Deep economic power: ** model also lies in a benefit distribution mechanism, how do you grasp it?
Xie Wanyi: We have seen this matter as fundamental as the beginning, and in order to do a good job in this business, we must let the ecological partner make money, that is, to make his means of production cost-effective. **I think this is the most important thing for the channel to see whether the equipment assets operated by the merchant are good enough, whether the user experience is good enough, whether the investment cost is low enough, and whether the operation platform is stable enough. All along, we have pursued the lowest cost of the whole link, low equipment cost, low operation service cost, and low cost of market support. As long as our products become more and more refined, more and more services are provided for the pain points of the channel side and the scene side, and the service cost is the lowest, we can have an advantage in this business.
When to go public depends on the right opportunity.
Deep economic power: How does Zhumang consider the capital market?
Xie Wanyi: Capital is a resource and a tool, and the first thing to use is to clarify what your own needs are? What problems can be solved with tools? For example, when my other new business development needs a lot of capital to boost market education and improve channel data, then capital is a necessity, because I need to pull a new cycle, like a shared power bank to borrow the power of capital to grow rapidly and seize market opportunities. If the market is still validated, then capital may not be necessary; Or by relying on my operational accumulation, I can support the rapid development of the business, and capital is not necessary.
Therefore, it depends on whether we have a necessary purpose in the demand for capital. For us, we will not give up the platform and tool of capital, but at what point in time we will participate depends entirely on our demands. At present, we have no problem in the rigid standard of listing, and we are good enough in terms of profit and growth, and we should be a good target for investors to be scarce, but we need a good opportunity, we have so many investors, and we also hope that the answer sheet of the listing will satisfy them for our precious investors.