Founder: CEO Kuaiqijia, CTO Yang Jun
Vision: Dada hopes that there is no difficult business for O2O in the world.
Main products: merchant APP, dealer APP, BD tools.
Technical situation: it mainly includes cloud address, dynamic pricing strategy, BD management tools, call list scheduling and call list capture.
Reference: New data technology
Main competitors: Flash Delivery, Jingdong Crowdsourcing (JD.COM arrives home), Hummingbird, Dianwoda and Renren Express.
Main development nodes:
1 and 20 14 went online in June.
2. Try to accept hungry take-away orders.
3. We have reached a cooperation with Yimixian to connect with the Yimixian order system, and the daily order volume exceeds 40,000 orders.
4. Promote merchant APP and dealer APP, and accumulate a large number of merchants and crowdsourcing dealers.
5.20 15, 10 launched the "Paiqu" takeaway platform.
6, 2065438+February 2006, fun gradually faded out of the user's field of vision.
7.20 16 April, JD.COM went home and merged with Dada. After the merger, JD.COM Group will own 47% of the shares of the new company and change its name to Xindada.
Financing situation:
A round of financing, amounting to millions of dollars, was invested by Sequoia Capital China.
At the end of 20 14, we completed tens of millions of dollars of Series B financing from several PE private equity funds and Chinese and American super angel investors.
2065438+In June, 2005, it obtained the $ KLOC-0/100 million Series C financing from DST, Sequoia Capital and Lin Jing. At that time, the valuation had exceeded 1 100 million dollars.
From 2065438 to September 2005, the D round of financing was completed, and the financing amount was about 300 million US dollars. The main investors are DST and Sequoia Capital.
Personal interpretation:
From September, 2065438 to September, 2005, I began to contact Dada's operation team in Nanjing, during which I paid attention to it for about a month. The following is my personal interpretation:
Looking at Internet companies such as O2O, Dada is obviously a bit maverick, so that many people don't know what kind of company Dada is when they complete the C round 1 billion US dollars financing.
Dada is positioned as the basic service provider of O2O and has been serving businesses in the early days. With the arrival of O2O winter, Dada urgently needs to complete a new round of financing or realize its own hematopoiesis. Simple distribution cannot support the subsequent development. The most direct way is to launch a take-away platform, realize the complete closed loop of upstream information service and downstream distribution service, and maintain its crowdsourcing team through order revenue. So Dada launched "Paiqu" in June of 20 15.
Paiqu went all out at the end of 20 15, and it took three months for Paiqu to reach the level of one million daily orders. Of course, it further worsened the relationship between Meituan takeaway, hungry and Baidu takeaway, and suffered from the crazy strangulation of traditional takeaway platforms. However, it also fully demonstrated its value before the arrival of O2O winter, and at the same time showed that users were not so loyal to the traditional takeaway platform.
The following analysis is carried out from two levels.
What can be seen at the leading level is a huge distribution team, the number of which is maintained at one million (there is no public data on the number of activities), which is its value. From Taobao, Tmall, JD.COM to Hungry, Meituan, Didi and other Internet companies, the main function of these Internet companies is information platform, which directly transmits commodity information to consumers, and the subsequent logistics services are basically solved by independent third-party logistics companies (except Jingdong Express). Such companies can quickly cover the national market by relying on indiscriminate information dissemination.
However, for O2O enterprises, the traditional logistics system cannot support the development of O2O enterprises due to factors such as regionality, timeliness and discreteness, so O2O enterprises have formed many scattered, isolated and overlapping regional markets. The concept of big market largely stays in enterprises that provide online information services, such as Taobao, Hungry, Meituan and Didi. For this kind of O2O enterprises, Dada is an important promoter of its expansion, just like Yimixian, a company that cooperates with Dada.
The specific data of crowdsourcing distributors of Dada platform is unknown, but it does not exceed one million. But they are not just part-time deliverymen. In essence, it is a large group of freelancers who have time, want to make money and abide by the rules of the network platform. Their current job is to complete the distribution of the content provided by Dada. With the increase of Dada's vertical fields, they will follow Dada's footsteps and enter other vertical fields. I may talk about businesses, promote users, and find the long tail market, O2O market and freelance market that need temporary employment and a lot of employment.
On the hidden level, Dada's model subverts the existing corporate model and organizational form. It is difficult for us to define the boundaries of its employees. He is a virtual and borderless enterprise. He weakened the traditional organizational function and managed employees through platform rules. He is a boundaryless organization that is flat enough. He completed the company's self-organization, self-management and employee mobility through the Internet platform.
What Dada's crowdsourcing team is doing at present is still in some simple work, and the future career development of employees also needs Dada's consideration, because this flat organization has not yet a reasonable career promotion channel.
Update:
20 16 with the cooling of O2O, dada also embraced JD.COM. This innovative company, which was once very optimistic, has gradually become less dazzling, and many beautiful ideas have not been realized. There seems to be a sense of loneliness. The gradual decline of Paiqu seems to have blocked Dada's own road to hematopoiesis; Third-party enterprises such as Yimianmi are not profitable enough to support the subsequent development of Dada. It is also a good choice to go back to my hometown in JD.COM. I hope Dada will have a better development in the next new retail model.
Back to offline stores, the problems such as the hard life of physical stores, the imperfect domestic commercial infrastructure and the closure of offline stores that the media has been shouting all day are actually not so serious. There are still many consumers in Xinjiekou and Wanda, and Uniqlo is still out of stock, so a promotion in the supermarket is swept away. As for the closure of offline stores, this is just a normal survival of the fittest. Even without the internet, a large number of physical stores will close down every day because of poor management, and many physical stores will be popular because of good experience. At that time, the traditional companies described everywhere looked at internet companies, and the problems they looked down upon, could not understand and could not see were only from overconfidence to excessive fear.