I have been doing Zhongtai in the past 5 years: the overall review of the development of Zhongtai's development

Editor: Regarding Zhongtai, the author of this article has a overall review of the experience of the past five years. It analyzes the necessity of turning and turning to China and Taiwan. Let's take a look at the different stages of the company's strategic changes.

I wrote an article before. [I have been the 5th year of the Central Taiwan] series: My Central Taiwan view, which introduces the basic concepts of Zhongtai and some of my opinions.

Next, this article will first make a overall review of the experience of the past five years, and take everyone to understand the general development process of Zhongtai.

The text began: In July 2016, I left from the beauty and came to turn. I am 28 years old, and now I have unknowingly become an uncle 34.

1. The changes in these 5 years

In 2016, there were less than 200 people. In 2021, there were thousands of people's team size. In 2016, when we first started, we mainly did the C2C mode. In 2021, it has now become a full mode of C2B, B2C, C2C, C2B2C, and B2B, and covers online and offline trading scenarios. In 2016, I just entered the turn, and I was alone, doing the background of the operation, and there was no central stage. In 2021, I was responsible for the China Taiwan Trading & Performance Team and experienced 0-1 of each product line for each product line. In the process, how does the company's strategy, business development, development of China Taiwan, team changes, and individual growth be changed?

The series of "I am doing the 5th Years of China and Taiwan", from macro to micro, from the company to individual, will give the answer around the key systems or projects at each stage.

Next, I first described some simple descriptions for the second -hand track and the business form we were engaged in. Let everyone know why the turn is suitable for China and Taiwan?

Second, the necessity of turning to China Taiwan

1. Features of second -hand industries

In this picture above, you can see the huge differences in new e -commerce and second -hand e -commerce companies in the supply and marketing model.

At present, the mainstream new e -commerce companies, especially platform e -commerce, are more energetic on the sales of the sales of C buyers and services for the sales end. , The platform uses the buyer's traffic to reverse the supply chain.

But second -hand e -commerce has a large difference in new e -commerce companies.

First of all, compared with three huge differences from new products from new products:

The supply is decentralized. The problem of user trust, because the C and buyers of C and C are a flat role, the platform cannot ask C sellers to have professional service attributes like B merchant, coupled , Will make the user's trading experience very poor, and then there is no trust in transactions and platforms (here C and C buyers will have user trust issues). Therefore, in order to develop second -hand e -commerce companies, it is necessary to solve the above three core pain points of supply, standardization, and sales.

Correspondingly, second -hand is also a industrial Internet that is heavy service, re -performance, and low gross profit.

2. The direction of effort selected by turning around

After reading the comparison of the above second -hand e -commerce and new e -commerce companies, everyone will find it.

The core of new e -commerce companies needs to solve the problem of procurement and sales. The core is mainly sales issues, including traffic, transactions, performance, and after -sales issues. So in terms of product form, it is actually the B2C transaction.

Second -hand e -commerce is more complicated, and there are many choices. I organize the more common model in the second -hand industry:

Everyone sees the model in the table above, which is basically the sum of all second -hand e -commerce trading models.

The mode of mode becomes more, which actually means that the platform gradually changes from the light mode to the heavy mode. The logic behind is that the second -hand problem needs to be solved with a service to perform a heavy mode.

3. The advantage of doing Zhongtai in multi -mode

In the model in the figure above, most of the second -hand e -commerce platforms include 2 to 3 types.

However, in the historical and existing models, it includes all the models in the above table, a total of 6 types.

In addition, on the basis of the above models, there are still more associated logic between various modes, such as transmission, simultaneous sale, and multiple terminal operations. In addition, the turnover currently has offline transaction performance scenes with [on -site recycling] and [offline stores].

In summary, you can see that the business model of rotation is very diverse, and the mode is strongly connected.

If each business is closed to realize the full link of the transaction performance, it is a super -cost thing, especially to turn around for full category business. In the future, it is necessary to face more categories and more models.

Then, the unified service and unified data architecture system of "Zhongtai" is very suitable for business scenarios that can be transferred, which can make subsequent marginal costs lower and lower.

3. The company's strategic changes and different stages of Zhongtai

1. The current architecture of Zhongtai products

At the earliest time to turn, basically it was mainly the basic system related to users, goods and C2C trading links.

So far, the three major directions of trading (information flow), payment (capital flow), and performance (real logistics) have a relatively complete product system. As shown below:

Let's take the B2C as an example. According to the information flow of pre -sale, mid -sales, and after -sales information flow, the collaborative distribution map of these systems:

Next, we will take a look at how these complex systems have evolved. 2. The construction of Zhongtai under the strategic change of the company

The following is the company's strategic changes in the past five years, as well as the key direction and system of the development of Zhongtai at all stages.

You can see that the various systems of the Central and Taiwan are not done overnight. It follows the company's strategic changes and matches the business rhythm step by step to implement the landing.

At each stage, the resources of Zhongtai are limited and there are many businesses, so we must have both horizontally and focusing, and we must have a targeted sedimentation of the Zhongtai system to lay the foundation for better support in the future.

Business demand is built with Zhongtai, alternately, and accumulated over time, a little bit of a little bit of product framework.

Combined with the above figure, I divided the development of the transition to the Zhongtai into the following 5 major stages.

3. The 5 stages of the development of Zhongtai

(1) Tool efficiency

I remember when I joined the job in July 2016, the first project was [coupon system (also known as red envelope system inside)], which was aimed at the company's more than a dozen different application scenarios at that time to sort out and converge.

As a result of the project, we formed a set of discount system frameworks with scalability and unity.

This project seems to have made a coupon system, but in fact, it is more of the thinking of Zhongtai, converging stock, and design increasing expansion. At present, this coupon system has been iterated several times, but its kernel framework has never changed.

Around February 2017, I initiated another project [Rubik's Cube], which was also aimed at the cost and uniform issue of the “self -employment page of the company's own business.

In the subsequent history, the Rubik's cube also developed a lot of versions, and the core module assembly framework has no major adjustment. Until now, there are almost all types of topic pages of the vast majority of non -channel pages.

The above two products are the representative products of the first stage. In my impression, there are some groups management, PUSH management, resource level management, etc. In this stage, they have made some comparative planning at this stage. These products are solved by solving Operating efficiency and repetitive construction costs. (PS: Subsequent articles will start separately to start the design process of each product in detail))

At this stage, there is no clear positioning of the Central and Taiwan departments, and the product manager is alone.

In the process of doing things, the product architecture design is not particularly challenged to me, because it is the foundation before. The only difference is that the upstream multi -business sample allowed me to have different inputs and thinking in terms of communication and collaboration and speculation to judge the follow -up actions of the business.

(2) Power puzzle

Beginning in 2018, with the continuous attempts and expansion of the business, the demand for some promotional gameplay products has become increasingly increasing.

Products such as groups, auctions, and spikes are also born at this stage. At the same time, it also breaks the scenes of C2C single -product transactions, and has made product capabilities such as shopping carts and full reduction.

There is also the most critical, and the construction of the payment center has also entered a period of deep construction. We not only set up a local account system for turning, but also stripped out the clear settlement module from various business logic to form a clear settlement center, making the entire platform's funding accounts clearer.

A large number of introduction of the role of small B also gives us the opportunity to do the PC end of the e -commerce background.

In May 2019, with the development of the platform entering the warehouse inspection business, we began to prepare for the self -developed WMS, and we also made some quality inspection system construction with the company's new business.

In short, at this stage, the business began to explode innovation, which promoted the actions of Zhongtai in multiple product domains (mainly capital flow and real logistics). During this period, the team should have about 5 people. Paying and warehousing performance directions are our two great gods CJZ and LJ.

After 2019, in fact, the three directions of Zhongtai's e -commerce in the e -commerce company, namely, have completed the most basic framework for the dimensions of information flow, capital flow and real logistics.

And I also changed from the original one to the product team of 6 people. In addition to learning the professional knowledge that I do n’t know before, I have also gradually assumed some management and planning attributes.

(3) Project factory

Since the end of 2019, the company has established a performance strategy, which is based on X2C and C2X as the top -level main business form, with B2B, platform ecology, and quality inspection in China. Multi -class rocket mode supported by the bottom.

In this context, the overall business is changing rapidly, and almost all models have introduced the supply chain contract. In addition, the diversification of the transaction model will be more personalized. Therefore It will become complicated.

Zhongtai faces business needs, the cost of communication and collaboration becomes larger, the number of projects becomes a large number, and the cycle of single projects becomes longer.

At this stage, two very critical things occurred, which had a significant impact on the development of Zhongtai.

① The project codenamed [Pangu] was initiated and promoted

This can be said to be the second place in the history of the entire Central and Taiwan history and the continuous cycle.

Probably the background is that the turn originated in the C2C model, so the structure of the product system will be weak earlier. However, when the company's transition is mainly based on 3C performance, the standard and unity of the product attributes and standard information of the product becomes the biggest problem. The upstream N multi -business model, the information that everyone uses is intricate, and the ID system is also different, resulting in a series of issues such as the release of the product, the price system, and the price system are hindered. As a result, we started the underlying category system reconstruction and the construction of the bidding library around November 2019. This project is purely simple. It takes about 1 month, but the system transforms the bottom level and needs to allow dozens of related business systems to access the company, which will become a very energy -consuming thing. In the future, we encountered the system integration of our two companies two companies, so it was equivalent to pushing another round of similar things. Calculated the whole, the cycle of this project exceeds 1 year.

② The transfer of the transfer of a unified project code -named [Tianyi] & Finding the Zhongtai System Integration

This is more complicated, involving a comprehensive system integration and unity of nearly 10 product lines in transactions and performances.

Beginning at the end of June 2020, Zhongtai's basic membership and research went to Shenzhen, and began a fusion of tackling campaigns. Numerous projects have been split on the large projects, and the interrelated connection also involves the problem of switching and transition from new and old systems. The overall ending has been improved for a year.

In the process of integrating projects, the company still has a 3C battle on the business side, and business demand is actually not small at all.

During the process of Zhongtai, the pressure of the project internal and external projects basically achieved the goal. However, in the process, our main goals have become the launch of the functions. After the system is launched, the completeness of the operation tools, system stability and scalability of the system have less considerations, leaving the system stability in the future. Hidden dangers.

From the end of 2019 to March and April 2021, Zhongtai is basically in the state of the project factory. I reflect on myself now. If at the beginning of the integration, it may become different when the subtraction may be made when the business layer integration can be used to integrate the business layer. But in the final analysis, I feel that when I was in COVER, I couldn't jump out to use a higher perspective. It was indeed a regret.

After the integration of the two places, the team became more than a dozen people. In the face of the business of the two places, there were more challenges and training in the daily management perspective.

(4) Establish a barrier

In May 2021, the Zhongtai at this time is probably the following:

If the business needs to communicate with Zhongtai, there can be 10 product managers in the small product manager. One demand may require many discussions. The overall feedback of the business is too complicated. In addition, the horizontal system also has a dependency relationship. The system design complexity is super high. Sometimes the impact points of product design and technical design are easy to miss; the system is compatible with many logic. There are many terminal systems in Zhongtai, facing more users, and the feedback of the system usage accounts for most of the products during the day; Zhongtai is the upstream and downstream center, because of the lack of some supporting small tools, which leads to the online problem handling time. The overall time of research and development is a large proportion; the historical information of Central Taiwan's precipitation is relatively scattered, resulting in external understanding of China and Taiwan, and even between the central and middle -Taiwan domains, it is very costly. In short, at this stage of Zhongtai, internal and external problems, the morale of the team is very sluggish, and the external pressure is also great.

Therefore, around June, the team initiated a special construction special in China and Taiwan. I summarized it in fact to establish various barriers, one between the business and the middle and Taiwan, the other is between the user and the Central Taiwan, and the Central Taiwan. Between various fields.

① Between business and Central Taiwan

There are two things:

We have established some platform -based systems to systematize some high -frequency hotspots to reduce contacts; establish a business BP mechanism, and Zhongtai sent core children's shoes 1V1 to focus on key businesses, exchange information and collect information, and also reduce contacts. ② Between users and Central Taiwan

There are two things:

online周复盘机制，再加上产品运营岗位的设立，将用户问题有了漏斗过滤，通过产品运营的sop和培训机制，把问题大幅降低，同时也节约了产研宝贵的时间；站在用户角度， Experience online products and front -line operations, actively discover problems and solve problems. ③ Between the fields of Zhongtai

It is mainly to do system boundary decoupling, some key system reconstruction, decentralized convergence, etc., so that the internal systems are more stable and simple and clear. At this stage, we systematically sorted out the historical issues of the previous year and and a half year. After nearly half a year of tackling, Zhongxi has greatly relieved and changed the contradictions described above. At the same time, more importantly, through this change, many management frameworks and mechanisms have been established, which has a very positive role in subsequent development.

I also think that within half a year at this stage, I have grown the fastest period of growth within 5 years. Essence

At this stage, it is not over, but core contradictions and solutions have been determined, and subsequent implementation needs to be implemented.

(5) Return to the product

The fourth stage of establishing a barrier has not ended, but in fact, we have to enter the fifth stage.

I call the fifth stage as "regression product". Why do you say that?

In the past few years, the development companion of Zhongtai was actually carried out with the changes in the non -constant state of business, especially the development of the second and third stages. But from the fourth stage, the company realized that the complexity of the system was actually the complexity of the business model, so it began to do subtraction.

In addition, the entire company has also shifted, starting to look at business development from the perspective of product perspectives, paying attention to user experience, user mind, etc.

Then at this stage, the complexity or system capabilities of Zhongtai may be in a stable state and no longer continue to increase. The point that everyone pays attention to will be polished with the performance layer of the terminal product with the big orientation of the company, and then link some changes inside, such as the upgrade of the service system and performance system.

In short, at this stage, the perspective of systems and projects no longer becomes mainstream, and everything must be obtained at the level of product value. At this stage, for product managers, it may be the most growth significance and more challenging.

All good and bad will eventually become better. Everything, everyone is on the road ~

In the above content, the overall review of the development over the past five years has been reviewed. Next, I will start follow -up articles around each stage and every stage of key things. Please pay attention to it.

PS: The above experience is the feedback and experience I got during the development of Zhongtai, for reference only. The situation of each company is different, and the development route in Zhongtai is also different.

Author: Synthopathy, WeChat public account: product miscellaneous talk (Life_PM)

This article is published by@本 本 本 本 本 is the product manager. Reprinting is prohibited without the author's permission.

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