游戏开始 - China Europe International Business School

主要是由于它的非标准化,同一款菜,同一处就餐
环境,甚至同一个就餐者,只要心境不同,就餐的
感觉也就会截然不同,因此就餐指南需要更多的人
文关怀。李雄窥测到餐饮信息市场的这一缺憾,为
了弥补就餐指南服务的不足,便创建了“食在广州第
一网”。网站上不仅增加了餐厅、菜系的分类和介绍,
还配有图片,标明价格,并且在每家餐厅介绍后面
附上交通路线地图以及网民点评。更具特色的是,
公司还开设了订座小秘书,只要顾客记住一个订座
电话就等于记住广州地区 5000 家餐厅订座电话,省
去了顾客从手册里一一寻找不同餐厅订座电话的时
间和精力。此外,顾客还可以直接从网上下载各个
餐厅的优惠券。“食在广州第一网”的核心价值在于:
第一,无论身处何地,都可以第一时间通过“食在
广州第一网”了解餐厅的详细信息,提前订座;第
二,享受“食在广州第一网”给客户带来的餐厅特定
优惠折扣。这些增值服务让顾客既省心又省钱,得
到了真正的实惠!
封面关注 创业阶段2:成长 TheLINK 2007 冬季刊 TheLINK Winter 2007/8
STARTUP #2: GROWTH PHASE COvEr STOry
起步维艰:如何建立起关键的数据库?无论是说服餐厅老板,还是引入
银行合作者,李雄的解决办法是双赢战略。
“食在广州第一网”拥有一个较为完善的餐厅
数据库。就餐环境、菜式介绍、平均消费等数据指
标也是经过与消费者多次交流后最终确立的。创业
初期,为了获得一手的餐厅数据资料,李雄亲自登
门拜访餐厅经理,也曾屡次被人拒之门外,然而挫
折并未消磨他的斗志,他开始反思别人为什么要拒
绝自己。站在餐厅老板的位置上思考,他很快就想明
白了其中道理,因为餐厅老板关心的是:我的餐厅是
不是天天有人登门,我的产品是不是天天有人知晓。
于是,他重新敲开餐厅老板办公室的门,从如何满
足餐厅老板需求的角度,说服老板同自己合作。
那么如何吸引顾客前往网上推荐的餐厅吃饭
呢?有一次李雄和一位香港朋友吃饭,结账的时候,
那位香港朋友从钱包里翻出一叠信用卡,问服务员
哪张信用卡可以打折。正是这个举动启发了李雄。首
先,他制作了一本样书,书中含有广州各大特色餐馆
和菜系的介绍,并配有彩色图片和优惠券。随后,
他带着样书找到某上市银行的行长,他对行长说,“如
果贵行愿意在上面做广告,那我就把所有优惠权都
签给贵行”。行长带着怀疑的口吻反问道:“行吗?”,
RISK-TAKER: When few restaurants and fewer investors were convinced by Li’s project back in 2004, he tried the risky – and
expensive – plan of developing a prototype product first, then securing investment. The scheme worked and Li attracted one of
China’s Big Four banks as a partner. Here, Li inspires his management team in Guangzhou.
a small fee to list with the Guide, then invites
client restaurants to use his service to organize
promotional events. Another revenue stream is
the agreement with China Mobile in which the
telecom giant shares the pay-per-message rev-
enue earned by phone users of the Guide serv-
ice. Last, the Guide cooperates with corporate
partners to create customized products such as
dining coupon books that give bank customers
a discount on meals when they use the bank-
issued credit cards at listed restaurants. These
three channels have seen the Guide’s revenue
jump from zero in 2006 to RMB1.4 in 2007.
But such figures make Li’s success sound
easily won. In fact, just three years ago, he faced
serious difficulties in launching. First, he needed
listed companies to attract viewers. Thus, before
he could launch the service in January 2005,
he had to compile a comprehensive database of
eateries. But restaurateurs were reluctant to list
on a site with no track record of user-ship. After
setting face-to-face meetings with hundreds of
reluctant restaurateurs, many repeatedly refused
to cooperate. After several months of stalemate,
Li decided to take a radical approach.
juMP-sTArT
Li’s strategy for jump-starting the business was
to create a mock-up sample of a traditional print-
ed restaurant guide, with several twists. First,
he sought to attract support from one of China’s
Big Four state-run banks. Customers could only
use the coupons for the restaurants in the book if
they paid using the bank’s credit card. When the
bank president remained unconvinced, Li added
a sweetener: he would defer the contract signing