Startups that have failed to finance huge sums of moneyDomestic enterprise O2O Take it easy

Webvan Group

start-up company is like this, the success is nothing more than "create or seize the pain point", access to financing, product launch after the market sought after, success, and finally may be highly acquisition."

but the loser is not the same, CB Insights compiled so far is the 72 largest and most costly "business case from the database startup stall" this excerpt 16, they first have gained considerable investment, but ultimately failed, or is unable to enter the market, or in the investment unable to successfully quit: forced to sell assets, the acquisition price is lower than the amount of investment etc.. Many of these failures were caused by the bursting of the dotcom bubble in the early part of this century, and many of the recent failures that led to the failure of the internet. Can be described as "taking history as a mirror, one can know."

Solyndra says the company is valuing options and is ready to sell the company and CIGS technology.

is now the domestic market has a platform 58 home, public comments and other participation is particularly lively, with the Internet platform of user participation, appointment housekeeping service in addition to the door-to-door consultation or telephone counseling can also be online or on mobile phone APP appointment orders. It can be said that in the people’s clothing, food, all can be solved in mobile phone software on the Internet in the 1990s, domestic companies are just fit the needs of consumers, is also in line with the development and progress of domestic industry rules, which is why the last two years there has been a wave of domestic companies in the domestic O2O mode try.

but, I think, the whole domestic industry is now in a state of disorder and disorder. Countless, large and small scale of domestic companies, mainly for the three camps:

third camp, conformist. This kind of domestic enterprises, especially some large-scale traditional domestic enterprises, they saw the current domestic O2O model in some of the problems, and then one-sided view that the domestic O2O model can not do anything. They generally look down on the home economics O2O platform and show disdain for it. Of course, they also optimistic that, just because they have accumulated over the years aunt resources and old signs, can make the company business flourishes. So most of them prefer to stick to the old management model and refuse to accept all Internet concepts.

all happy families are like one another; each unhappy family is unhappy in its own way. – Anna Karenina,

solar power industry is not an ordinary person can play, big companies including Wuxi Suntech China and American First Solar, are still groping a profitable business model, Solyndra this kind of small companies is even more difficult to survive, "can not be obtained large state-owned banks low interest loans, wealth, and has complete product supply chain China company the price war", even if Obama visited, received $500 million 280 thousand in federal loan guarantees approved by the U.S. Department of energy is of no avail.

failure reason:

although there are some common reasons for failure: venture funds with a There is not much left. product no improvement, not to create a business model, suitable for sustained and stable income, the product does not meet the market demand, lack of competitiveness. Most of the losers or have a different story, cause some unusual few, no spoilers here.

in addition to the three camps, the rest is that.

failure reason:

Solyndra

investors: Redpoint, Ventures, US, Venture, Partners

second camp, eager for quick success. This part of the domestic company is not willing to decline, but also want to touch the internet light, use the power of the Internet to obtain orders. As a result, they chose to settle in 58 home, cloud housekeeping and other such domestic platform, with its huge flow entrance to obtain more orders and users. This kind of cooperation from all platforms under orders from the domestic company’s aunt to provide services, but cooperation provisions generated by the platform orders service must hit the 58 home, housekeeping and other cloud platform name, domestic companies are not allowed to use their own brand. In other words, customers will only think this is the 58 or the housekeeping aunt to provide them with services. Although this model in the short term for domestic companies to bring some order and into, but in the long term, domestic companies own brand will gradually be weakened, domestic orders and resources also have the aunt was annexed to the crisis.

investors: Sequoia, Capital, Softbank, Capital

first camp, blindly follow the trend. This part of domestic companies may not truly understand the meaning of O2O, but not sure what kind of model is suitable for their own, just envious orders and can obtain a large number of users in the short term O2O, began a frenzied pace of burn. Of course, they are getting more orders and users at the time of burn, but it is understood that these orders are part-time cleaning services, most of which the user is to end the use of one-time consumption coupons. So, the money burned, these domestic companies did not do so.

Webvan was the scenery without the two online grocery retailers, including Sequoia, early attract Benchmark, Softbank, YAHOO, Goldman Sachs, up to $120 million in venture capital, in a short span of 18 months, the success of Webvan.

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