The Tujia model seems to be mature enough to read the full text >>

When interviewed six months ago, I was not very optimistic about the short-term rental model. The reason is that the demand for traveler housing and the supply of vacancies to homeowners is essentially a fragmented demand supply model. It takes a lot of costs to combine them, and quality, security, payment, after-sales, dispute handling, etc. arise in the middle. The problem is really difficult to solve.

If the short-term rental platform provides only a transaction-matching environment and does not participate in the specific transaction process, the difficulty is also very great. It will make the transaction quality unreliable, and it will be easily ignored by both parties to the transaction. The precise matching of supply and demand cannot be completed either. What's more, the average unit price for a short-term rental of an average residential house is too small, and the expenditure on advertising for acquiring users is a big one. The middle difference or handling fee charged may not be enough for Baidu.

After the emergence of the American airbnb model, people started looking for China's airbnb. But there is a problem. Most American housing is an independent house. The city's apartment is not suitable for short-term rental, while in China, the latter takes up the housing. The vast majority. If you are living at home, for Chinese people who like to pack a variety of household items at home, how to ensure safety after a short lease is a problem. The short-term rental of apartments in China can't be done for the time being. It doesn't concern the quality of the citizens, but it is closely related to the traditional living environment of Chinese people.

China has its own reality, that is, in the case of many people who have not yet lived in a house, the vacancy rate of housing is too high, among which are idle luxury properties. To use this part of resources, in addition to developing business models from it, in the sense of optimizing the allocation of resources, it is also positive, consistent with the universal value of environmental protection and conservation, and is a fresh lifestyle.

Last week, Tujia.com announced a free trial activity in Beijing. The number of coupons consumed by all the bookers was equivalent to a discount of 50% on the original price. The discount rate was not small. The Tujia.com network is also a short-term rental model, but they do not admit it, but instead position themselves as an operator of the resort experience room. This is different from the short-term lease I mentioned earlier. I summed it up as an "exquisite short-term lease." The first is that Tujia only makes high-end short-term rentals for tourist destinations, and other low-priced unit properties are not its business scope. Secondly, Tu Family does not make a match, but directly takes out the rented house to the C-side customer, which is equivalent to the B2C model. Thirdly, Tujia is somewhat like a typical O2O enterprise. It conducts home ownership management services for homeowners online, and the proceeds from the online recruitment of customers are shared with homeowners.

This model of Tujia avoids some of the current realities of headaches in its design. The first is to hold the supplier firmly in hand. In Hainan and other tourist destinations there is a large number of idle homes. Tujia plays a house steward role online, which facilitates the timely allocation of resources and ensures stable housing. Supply. In the traditional short-term rental model, because middlemen do not have much control over the supply and demand sides, many problems arise in matching, which is a headache for middlemen. Of course, Tujia's current suppliers are mainly idle hotels and real estate projects, which should be the basis of their business. Only after the business model is stabilized can it be possible to absorb more individuals along with the development of consumer spending habits. Listings.

After controlling the B-end, the C-end is better handled. For tourists, Tujia can provide a variety of choices, which guarantees a considerable degree of user experience. You don't see this set, price High does not accept and the price is low. When users with consumer needs are in contact with Tujia, the situation that they cannot meet the demand is eased, and the website naturally increases the stickiness and transaction rate. Tujia's online listings currently exceed 80,000 units, and 400,000 units of inventory availability can be released at any time. This free booking is a marketing activity that stimulates demand at the C-end and enhances trading volume. When the demand at the C-side comes up, the B-side will also be strengthened, which is the rhythm of expanding the scale of the business.

After Tujia.com experienced two rounds of investment totaling 400 million yuan, the intention to expand business was obvious. The basic thinking logic is that this market cannot rely on natural growth. It must be led by companies, starting with vacant homes, and standardizing and scaling up services to create a market environment that has not existed before and will be beneficial to the B-side. The C-side user experience also contributes to the formation of user spending habits. After all this is done, the precipitation resources that can be used to operate will come in one after another. By then, operators will not need to exert much effort to promote them because the market environment has been created.

In the early stages of the development of short-term rental housing, convincing homeowners to release listings was an effort, and various guarantees and commitments and even formal contracts did not work. In the case of weak and unstable housing, persuading users to stay in hotels to live in personal properties is also fraught with difficulties. The Tujia model solves these two problems relatively well. If the homeowner can really benefit from the vacant house, the user does live comfortably and the cost is less than the hotel. Why not? Taking a seaside villa in Hainan as an example, for a night of 1,200 yuan, if seven people live, per capita spending is less than 200 yuan. This advantage is relatively obvious compared to the hotel.

The Tujia model, which is equivalent to the Jingdong Mall's B2C model, Jingdong first took the hardest logistics into its hands, standardized it, greatly improved the user experience, and contributed to the great leap in market share. The same is true for Tujia. First, free house steward services are launched online, services are used to stabilize the B-side, and then efforts are made to stimulate consumption at the C-side to form a mutually reinforcing pattern. In fact, the essence of the B-end is also the C-term, but you let the two C go to the free deal, there will be many uncontrollable issues. It is because of Tujia's joining that the first C becomes B, and the main commercial value of Tujia will be realized in this transition from C to B.

The business model of Tujia.com has more room for imagination in the future. With the rapid increase in the scale of China's tourism market, tourists are increasingly demanding the travel environment. This market is likely to be at a mature critical point. Activating vacant housing resources to meet traveler travel needs can also be used to excavate deeper needs such as booking, insurance, etc., which is essentially a win-win situation.

As long as this kind of vacation experience mode of Tujia.com can create some social values ​​and lead some consumers to join them, their commercial value is naturally not difficult to achieve. ring

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