Earlier, we conducted a multi-faceted analysis of the entire offline children's business format with regard to the event of the Youyoutang withdrawal and running last year. We also conducted in-depth discussions with a number of practitioners who are engaged in or have been children's playgrounds. The current pain point of the children's park is unavoidable, but it is not "without cure". Many of them have proposed to use the thinking of the Internet to break the offline children's park under the current mire. So, how should the Internet thinking be applied in the children's playground industry? To this end, we interviewed Mr. A Wei, a senior Internet person.
Mr. A Wei has been the president of Yule Beibei, a well-known Chinese swimming early childhood education chain brand, for the past three years, and has been employed as a vice president of products for the previous five years. Therefore, the Internet gene has penetrated into the core of his career. On the topic of the lack of Internet thinking and marketing tools in the paradise industry, Mr. A Wei has very deep insights.
At present, as China's offline children's playground is still developing in a more traditional mode, this is exactly the cause of the predicament of children's playground. Offline children's parks have long been tied up by the traditional business thinking of “opening parks = selling tickets”, which has severely simplified their profit structure. In addition, the children's playground actually needs to invest a lot of capital to constantly update the front-end equipment in order to continue the camp better. However, the increase in operating costs often leads to an increase in the price of tickets. At present, most children's parks sell tickets using a prepaid fee model, and the prepaid fee is actually a type of corporate liability, which increases the business Business risk.
"Internet" is one of the effective ways for children's playground to change
As the most profitable model of the park, selling tickets is extremely risky to the operation of the park. Consumers use the payment method to purchase the right to enter the park. Once they leave the park, this right will disappear automatically, so the value that consumers contribute to the park is one-time, and it is completely based on geographical location. If this consumer loses interest in the amusement facilities of the park, or leaves the location of the park for various reasons, it is unlikely that he will continue to contribute commercial value to the park. Mr. A Wei believes that, unlike the traditional business model, the Internet-thinking business model breaks the law of tickets, which is the only income.
The first is entrance thinking. Use offline children's parks as an entrance to attract targeted consumers, and allow more targeted consumers to enter the business model of the park. Here, the price of tickets will not become a threshold, and low prices, group purchase prices and even free experiences will be used to attract more consumers to enter the "entrance", which will become one of the attractions.
The second is fission thinking. The more consumers enter the entrance, the better. It is an inevitable choice for consumers to have both “spreaders” at the same time. By giving benefits to consumers and encouraging consumers to drive more people around them to enter the park together, marketing methods such as group purchase, one-person ticket exemption, and N-time free access are good marketing methods. In this way, marketing is no longer the sole responsibility of the park operator, and the efficiency of marketing increases, but the cost decreases.
The third is data thinking. Every consumer who enters the park is a "live data body", the child's gender, age, preferences, the parent's age, preferences, residence, and so on. Collecting and recording these data and conducting effective analysis can help operators discover the explicit habits and implicit needs of consumers. For example, when the operator finds that the children coming to the park are concentrated in the age of 1-3, and some recreational alms are suitable for older children, they can make a decision to change the amusement facilities. At the same time, early childhood education services other than recreation can be provided for children 1-3 years old.
The fourth is cross-border thinking. Because of the data and the hidden needs of consumers, operators can introduce services other than amusement services. This kind of cross-border seems to have a "span" that is "condensed" and meets consumers in the same location. This demand enhances consumer consumption efficiency.
The fifth is scene thinking. The needs of consumers in the paradise are generated based on the scene. Only when the right service is provided in the right scene, consumers are willing to consume. Selling mineral water and anti-slip socks at the gate of the park is the right scene and the right service. Selling children's books in the park is invalid. Because the "amusement" scene does not include the need for "reading", although it is suitable for children, but the scene is wrong, consumer behavior will not occur.
The sixth is community thinking. In the Internet model, consumers are no longer one-time customers, but customers who can generate multiple consumptions. Reach customers often, and maintaining effective communication with customers is essential. By bringing customers together through WeChat groups and public accounts, and regularly awakening them with content that meets consumer interests, it can effectively increase consumers' repurchase rates.
"In fact, there is no difference between the Internet model and the traditional model. We just use different profit models to distinguish them," said Mr. A Wei. "It is not that in the Internet era, there is no hope for the traditional model. In some regions, the traditional model still has a lot of profit margins. Therefore, using the Internet model to operate a children's playground is one of the options, not necessary. "
How to make good use of Internet tools to improve the operation efficiency of the park
Internet tools are also an important direction mentioned in children's playground. How to use Internet tools in children's playground and what tools can be used for reference, Mr. A Wei also gave us a reference.
The transformation from the traditional model to the Internet model, of which Internet-based tools are essential. In enterprise management, the park operators need to use the Internet-based ERP system, which can record consumer information and analyze the logic and needs behind the data. For example, Hangzhou's "Shenbao Technology" has more mature ERP products and services in the field of children.
Fission marketing tools can use "Youzan". Youzan is an online mall system that can sell physical products or virtual ticket products. "Youzan" group purchase, fission, and distribution functions are all very good.
Brand promotion tools recommend "vibrato". The park is born with content that produces strong visual effects. Vibrato is currently the most popular platform in the short video field. Via vibrato can affect more potential consumers in a larger range .
For community maintenance tools, the WeChat group function and corporate public number are sufficient. Energetic companies can also use the QQ group for community operations.
The children's playground market has unlimited opportunities. Entrants should pay attention to avoiding these "pits"
The "traditional and old" children's playground industry is in urgent need of innovation. However, Mr. A Wei also made it clear that there is currently no playground brand that can play the Internet thinking well. Nowadays, with the further expansion of the parent-child mother-to-child market, the new generation of parents' infusion of children's culture, education and entertainment, offline children's playground has become a family need, and there will still be unlimited business opportunities in the offline children's playground industry in the future.
Consumption is constantly escalating and products are becoming more homogeneous. Therefore, "high-end" and "segmentation" are the mainstream trends advocated by the entire parent-child mother-child industry. For example, Youyoutang, after obtaining a large amount of market capital, later increased capital investment on the front end to create a more luxurious paradise and open more branches. The consequences are various costs and management of the company. The problem is that corporate profits have plummeted.
1) Blind pursuit of "high-end" is the lifeblood of children's playground
Mr. A Wei believes that children's parks cannot blindly pursue "high-end", and the social strata are very clear, and the needs and consumption capabilities of each stratum are different. Consumers at every level have their business value and are worthy of careful analysis and solutions. And the niche crowd who chased high consumption power excessively, it seems that the consumption power of this group of people is extremely strong, but the number is definitely not high, which has virtually reduced the target consumer range of operators. In addition, "high-end" consumers are faced with more choices and more discerning quality requirements. There are already a lot of players in each industry on this track, and the competition is fierce.
Why are children's playground players keen on "luxury paradise"? The reason is because of its "traditional model". Because the operator regards tickets as the only source of income and hopes that consumers will buy more expensive tickets, they naturally look at the high-spending crowd. This is the reason why the traditional business model is getting narrower and narrower. The method of cracking is "Internet thinking".
2) "Segmentation" effectively avoids "homogenization"
Homogeneity is a problem that will occur in almost all industries at a certain stage. It is inevitable that latecomers will imitate the successful ones, and the products or services are the same in form and quality. In the children's park industry, the park's equipment, decoration, service processes, and even brand names are all explicit and can be "homogeneous." But the control of consumer data, the analysis of consumer needs, the continuous improvement of service details, and the acquisition of cross-border resources are all hidden. Working on hidden things, we can develop products and services that are different from competitors' "segmentation". This is the best "avoidance" of homogeneity in children's playgrounds.
"Segmentation" can help the park operator to "target" the market, and clarify the level of consumption power that they want to serve, which is conducive to designing the most effective price strategy, marketing strategy and service strategy.
3) The plate is still large, but has higher requirements for the Nuggets
With the promotion of policies and the increase in the number of second-born families, the entire parent-child mother-child industry will continue to develop, and the parent-child children's products will also be further improved. As far as the current situation is concerned, the children's playground market is far from saturated. There are also huge business opportunities that need to be tapped by new talents.
In the context of the escalation of consumption, new-generation parents have higher expectations for their children's growth, and hope that children will be more "intelligent" in eating, drinking, playing, living and traveling. This is the future user in the parent-child mother-child industry One of the strongest demands. Operators must accurately grasp the various needs of users, make good use of "user needs analysis" tools, use MVP testing, data analysis and other methods to understand the hidden needs behind user behavior, and use this as the direction of update iteration. Higher requirements from newcomers to the children's playground.