Challenge the industry giant whether this "intelligent coffee car" can open up the Chinese coffee market.

① has scale and market, but the chain coffee giant is dominant, and there are not many other large-scale brands.

According to industry data,

China's coffee consumption market in 2015

However, compared with the mature coffee market in Europe, America and even Taiwan, the mainland coffee market is mainly controlled by chain coffee giants, and there is no competitive format in which a hundred flowers blossom.

The entry threshold of ② industry is high, the mass foundation of coffee culture is still being formed, and the mode innovation is not enough.

Because of the operation mode and product characteristics, the coffee industry has a high cost in terms of entry threshold, and has high requirements for the operator's capital, products, location and other capabilities. high rent and high product cost are almost problems that all industry participants have to face.

A direct result of this reason is that the industry innovation is weak and the development model is solidified. The cost of trial and error is higher, and it is easier to protect the capital.

The new ③ brand is difficult to survive on a large scale, and the mature brand is Hengqiang.

Coffee culture is being formed in China, but it does not yet have an absolute mass base. In terms of brand share, mature coffee brands are more likely to "invade" and take root, and emerging brands need to face some pressure in terms of market cultivation. Emerging brands not only have to face the first-mover advantages of mature brands, but also face the cruel results of the strong Hengqiang market occupation theory to a certain extent.

Coffee fans get out of their confusion and first look for "antidotes" in three aspects.

① enhances its quality in growth and increment, so it is urgent to innovate its model.

As far as the development of China's coffee market is concerned, the growth rate and increment are enough, and the urgent problem of how to avoid a large number of newborn cafes has the same face.

The best way to prevent sameness is innovation, not a single product innovation, but more innovation in the mode of operation, which can lead to genetic changes in cafes. Who says you need a brick-and-mortar store to open a coffee shop? Who says cafes that don't need physical stores can only be sold online?

② combines feelings with the market better.

At present, most of the statistics of the industry are the growth rate of new cafes, and it is believed that it may also be "shocking" if someone counts the speed at which cafes are closed. "everyone has a dream of a cafe." what the Chinese coffee market lacks most is feelings, and what is lacking is the attitude of combining the market and feelings rationally.

③ needs a leading star.

The development of foreign coffee industry, due to cultural differences, compared with China is more mature, there are more endogenous brands, market competition is more sufficient. However, in the current Chinese mainland market, multinational chain coffee brands still occupy the majority of consumer awareness, the development of China's coffee industry, need a new leading brand to tear out an industry breakthrough.

A fresh force is approaching: will the new model of coffee break through?

If there are four characteristics of such a coffee brand operation model, will you pay attention to:

A | do not do a physical store, push a "smart mobile coffee cart" in a prime location to avoid rent and decoration pain points, without fear of rent pressure. B | Light entity, but reject fast food, coffee quality is unambiguous, both "hand brew" and "drip filtration" can be provided. C | the iterative frequency and capability of the product is high, and the operator has less investment but good business return ability. D | well-known investment institutions endorse, rich in brand resources, to build a coffee O2O platform.

Large chains monopolize the entire coffee industry, but only offer clones that lack differentiation and surprise. We hope to break this situation and provide consumers with better quality, more convenient, more personalized and healthier coffee. "

This is the ideal of Maria De La Croix, the founder of Wheelys Coffee, the "smart mobile coffee car" brand that was born in 2014. the above four operating practices are the main concept of the brand.

Wheelys Coffee was founded in 2014 and was funded by Y Combinator, a famous Silicon Valley incubator in 2015. After that, it has covered 63 countries and regions in more than a year.

Designed according to the business model of Wheelys Coffee, buying a smart mobile coffee car can save a lot of rent and decoration costs, and the start-up capital may be as little as 1/5 of that of a traditional cafe, selling only 150 cups of coffee a day and getting your money back in six months.

At present, this coffee brand has officially entered China, and Wheelys China has completed experiments on a variety of sales scenarios, such as office lobbies, creative industry parks, large supermarkets, etc., and the operation of Wheelys Shanghai Jing'an Kerry Center store continues to heat up.

The new concept of urban operation, coffee chain brand "new medicine for disease"?

Wheelys Coffee hopes to accelerate its development in China in the next five years and establish a more perfect network of coffee cars, so as to convey the global brand concept of Wheelys to more domestic consumers.

Based on this vision, Wheelys Coffee officially released the Shanghai City operator recruitment Plan on August 22nd, looking for ten partners to jointly build a coffee O2O platform with both personality and quality products, and promote the rapid development of Wheelys Coffee in Shanghai. Can this new thinking contribute to the emergence of popular coffee brands?

"City operators are divided by region, and operators will get the latest version of Wheelys intelligent mobile coffee car and regional exclusive operation rights, and there will be no less omni-directional services at many levels, such as system platform construction, brand promotion, resource integration, technical support, financial guarantee, and so on, to help city operators achieve large-scale operation." The head of Wheelys Coffee Greater China expressed the strategic intention of the plan in this way.

An important difference between Wheelys China and ordinary chain brand operation mode is that Wheelys China plans to introduce fund companies to jointly set up Wheelys industrial fund to provide financial service support for urban operators and accelerate the expansion of coffee brands.

In addition, city operators can invest in industrial funds to enjoy the fruitful results of large-scale operations in their respective regions, and also share the development achievements and entrepreneurial dividends in the entire Greater China region with Wheelys Coffee.

Can this coffee brand, which mainly operates in light mode, hit the pain point in the development of the coffee industry? Can the new concept of chain operation alleviate the embarrassing state of the development of China's coffee market?

The market test is beginning, and the results remain to be seen, but it has undoubtedly made a new exploration for new models and new ways of playing in the coffee industry.