Research On Shunfeng Transformation Based On O2O Business Model

E-commerce has experienced decades of rapid development in China, and online shopping has been gradually recognized and accepted by general public. In recent years, strong-rising 020 business model is quickly integrated into people’s daily life. Different from traditional e-Commerce,020 business model connects Internet and offline business entity seamlessly, which represents a business development trend of next few years. In order to gain the competitive edge in future, many traditional enterprises start to seek for their strategic transformation by exploring 020, and SF is one of an archetype among them.After 22 years of mushroom development, SF has been the benchmark of China’s domestic courier industry by its fast delivery and premium service provided. Under the circumstances of increasingly fierce competition of express industry and booming of domestic e-Commerce market, SF’s growth slows down significantly because of hasten delay of high-end business express growth. In contrast with SF, other domestic express companies, such as STO and YTO, gain rapid development by grabbing the opportunity of e-Commerce booming. As a result, SF decides to start its strategic transformation based on 020 business model to drive the vision of becoming a "Comprehensive Service Company". As a kick-off of SF O2O strategic transformation,518 S.F Heike Stores launched all over China on 18th, May,2014.This paper uses SWOT analysis method to analyze the current advantages and disadvantages of SF, through the analysis we get a conclusion that 020 is the best strategic choice for SF in the near future. Deep level (state from core, drive and operation level respectively) reasons of why SF will lead to a strategic transformation based on 020 are found by engaging in basic factors of business model and characteristics of 020.The 020 business model that SF will build is a closed-loop system that focus on Heike and will contain business modules including express, cold-chain transportation, e-commerce platform (SF Best), cross border business (SF HT) and SF Finance. Based on current actual situation of SF Group, main problems or difficulties that SF will encounter during its 020 strategic transformation are summarized, and practical implementation strategies are put forward according to above problems. To make a successful 020 strategic transformation of SF, it is considered that SF Group should set out to change from aspect of business philosophy, organizational structure, personnel quality, employee concepts and internal resource input.