What are the channels and methods of O2O product operation and platform operation?

What are the channels and methods of O2O product operation and platform operation? When many enterprises have not fully entered the mode of B2B, B2C, C2C, online to offline will arrive as scheduled, which will have a brand-new and extensive impact on enterprise operation. The core of O2O is online and offline interactive integration, focusing on user experience. The O2O tested by missing line * * * is incomplete, and even leads to the failure of the whole model.

The era of materialization of Internet enterprises and internetization of traditional enterprises is coming soon!

O2O has just started, but its development momentum has already started. There are two basic modes: first online and then offline and first offline and then online, and two epigenetic modes: first online and then offline and first online and then offline. They do not exist in isolation, but are transformed into each other.

Ali built its overall layout of O2O with the strategy of "thousands of troops" and "extending in all directions", and seized the strategic fulcrum of O2O with Tencent and Baidu. The O2O platform car enjoys the network to help SAIC get through and enable its entire industrial chain; Macy's in the United States builds a modern department store ecosystem with O2O, and enhances the consumption experience with "mobile internet plus big data precision marketing+community", thus "returning to life". ...

Grasping the opportunity of O2O innovation is to seize the new opportunity of strategic transformation!

Four modes of O2O

The basic business logic of Online to offline is that users pay in advance on the online platform and then experience offline consumption, and merchants track their marketing effects in real time, thus forming a closed-loop business service and experience process. It adopts the mode of "electronic market+in-store consumption" instead of "electronic market+logistics distribution".

In China, the concept of O2O (online to offline) has been heated up, and some people call 20 14 the first year of O2O. Generally speaking, the concept of O2O was first put forward by American Alex Rampell in 20 10, and was introduced to China in 20 1 10. The basic business logic of O2O e-commerce model is that users pay online first, then experience offline consumption, and merchants track their marketing effects in real time, thus forming a closed-loop business service and experience process. Different from other e-commerce modes, O2O adopts the mode of "electronic market+store consumption" instead of "electronic market+logistics distribution". Some people think that online to offline is an upgraded version of the B2C model, with more emphasis on the consumer experience. At present, the concept of O2O has been generalized in China, and the online and offline mode involved in the industrial chain is called online to offline.

Jaco, self-organizing founder of O2OPark, believes that O2O is not online or offline, but online and offline interaction. Under the business model of virtual and real interaction, enterprises focus on combining fragmented channels and personalized content into various interactive and accurate social marketing, and finally form a fan community through interaction, which is the key to O2O. Su Liang, the brand director of Aowei Consulting, believes that online and offline should meet three characteristics: having a fully accessible online and offline platform, operating these two platforms with the thinking mode of the Internet, and taking users as the center. Information flow and capital flow are realized online, and business flow and service flow are realized online.

However, there is not a fully formed O2O practice case yet. As Wang Jianlin, the boss of Wanda, said, "There is not a successful case from online to offline in China and even in the world. Most of the current online and offline are actually shopping guide modes, and online and offline are not fully integrated. " It is generally believed that Ctrip.com and others first adopted online to offline in China, which used online information flow to attract tourists and let them enjoy travel services through offline travel companies. By 20 13, O2O began to be widely concerned. Classified information websites, review websites, group buying websites and ordering websites all claim that they have adopted O2O, and other companies are also trying O2O.

Although online and offline are infiltrating into various fields, they are still in the early stage of development. According to statistics, whether in China or the United States, online consumption only accounts for 3% ~ 8% of total consumption. Therefore, Li Kaifu, chairman of innovation works, believes that once online and offline are truly integrated, huge market power will break out. According to the data consulted by Ai Media, the size of China O2O market is 56.23 billion yuan in 201/kloc-0, and it is expected to reach 4188.5 billion yuan in 20 15.

There are two basic modes and paths from online to offline: online to offline (online marketing and transaction to online verification) and offline to online (offline marketing to online transaction completion), which are referred to as online first and then offline mode and offline first and then online mode respectively. On this basis, two other ways and paths are derived: online to offline to online (online marketing to online verification and then online transaction) and offline to online to offline (offline marketing to online transaction and then online verification), which are referred to as online first, offline then online, offline first and offline again.

Jaco believes that only talking about online-to-offline and offline-to-online O2O only stays in the single-channel drainage competition mode of the traditional Internet, that is, the "entrance" theory and the "boat ticket" theory; If you can't deeply understand online, offline, online and offline, you will never know that the mobile Internet has enabled O2O business to enter a multi-channel drainage cooperation mode, so the "fan trigger" theory has replaced the "entrance" theory.

In fact, each realization and path are not absolutely isolated, but interact to form a closed loop of online and offline integration, and then form a continuous and complete online to offline. However, in order to facilitate the interpretation of O2O, it is subdivided into four operating modes.

Mode 1: first online and then offline.

The so-called online and offline mode means that enterprises first build an online platform, and rely on this platform to import offline business flows online for marketing and trading, while allowing users to enjoy the corresponding service experience offline. This platform is the foundation of O2O operation, and it should have strong ability to transform resource flow and promote its online and offline interaction. In reality, many local life service enterprises have adopted this model. For example, Tencent has built an O2O platform ecosystem with its accumulated resource flow aggregation and transformation capabilities and economic foundation.

In the aspect of O2O layout, Tencent has built Tencent platform and O2O ecological chain: WeChat platform is the entrance, Tencent map and WeChat payment are the back-end support, and local life services are integrated in the middle, such as catering undertaken by public comments, Didi taxi, movie tickets in Gao Peng [Weibo], etc., thus building a closed loop of online and offline interaction.

Wechat can meet social and game needs, guide business flow, and create a series of scenes such as WeChat red envelopes, taxis and public comments. Although the transition from social scene to consumption scene may face challenges, the massive social materials mastered by WeChat can not be ignored, because it provides a rich source of business traffic. In the meantime, it mainly faces the problem of supply and demand docking in business processes. Tencent's open payment and map API interfaces provide technical conditions for third-party service providers to do WeChat O2O, allowing third-party service providers to play a more active role in the WeChat ecosystem.

Specifically, it covers the following key links: First, WeChat, QR code and QQ map are the key entrances to online and offline. Wechat scanning QR code has become an important entrance, and the map platform is also the entrance that Tencent has made great efforts to build. Tencent started to provide street view service on 20 1 1. Its Street View supports mobile phone applications, and LBS applications can also call its Street View and map interfaces. The open API also allows developers to access and call. Secondly, launch the "QQ Caibei" plan, open up the general points system of e-commerce and life service platforms, and carry out precise marketing; Deep integration with Tenpay, pry open the mobile payment market. In addition, Tencent invested in Gao Peng and other group buying businesses, and cooperated with offline enterprises such as Wangfujing Department Store, Shangpin Discount and Haidilao to build an offline platform. Among them, two relatively formed businesses are e-commerce O2O and catering O2O, thus integrating their rich merchant resources to boost the development of Tencent O2O.

Mode 2: Go offline first, then go online.

The so-called offline first and then online mode means that enterprises first build an offline platform, and rely on this platform for offline marketing, so that users can enjoy the corresponding service experience. At the same time, offline business flows are remitted to online platforms for online transactions, thus promoting online and offline interaction and forming a closed loop. In this kind of online to offline, enterprises need to build two platforms, namely offline physical platform and online Internet platform. Its basic structure is: first open a physical store, then build an online mall, and then realize the simultaneous execution of offline physical stores and online malls. In reality, most entities adopt this online-offline approach, such as the O2O platform ecosystem built by Suning Shang Yun.

Online and offline, Suning Shang Yun currently has more than 1600 storefront platforms, as well as storefront platforms for acquisition and cooperation in other fields. Online, its Suning.cn and other network platforms have covered traditional household appliances, 3C appliances, daily necessities and other categories. 20 1 1, Suning.cn strengthens the synchronous development of virtual network and physical storefront. The financial report shows that 20 105292 million yuan, and the overall revenue of Suning Shang Yun increased by 7.05% year-on-year. At the same time, online and offline sales increased simultaneously, among which Suning.cn achieved sales revenue of 218.9 million yuan, up 43.86% year-on-year, ranking among the top three B2C enterprises in China. The offline business also achieved a growth of 6.36%, ranking first in the domestic retail industry.

Suning Shang Yun put forward the operation mode of "e-commerce+stores+retail service providers", which seamlessly integrates online convenience with online convenience through stores, PCs, mobile phones and televisions, and establishes a benign development mode of win-win for retail enterprises, consumers, suppliers and merchants. Its roadmap is "one body and two wings": the transformation path with Internet retail as the main body, O2O omni-channel business model and online and offline open platform as the two wings.

To this end, Suning cloud merchants have taken many positive measures:

Break down organizational barriers. On February 20 13, the organizational structure was adjusted, and commodity operation headquarters, e-commerce operation headquarters and chain platform operation headquarters were established. Later, the chain platform operation headquarters and the e-commerce operation headquarters merged into a large "operation headquarters", and directly affiliated companies such as Red Kids, PPTV, Commercial Plaza, Logistics, Finance and Telecom were established, giving them greater autonomy in operation and management, thus forming a "platform * * * *".

Break through the price barrier. On June 20 13, online and offline parity was implemented nationwide, marking the full implementation of online and offline. Although the online and offline parity strategy is questioned by the outside world, it is a positive attempt.

Build an open platform. In the supply chain, the mode dominated by negotiation game is transformed into the commodity cooperation mode driven by user demand. September 20 13, the open platform "Suning Yuntai" version 3.0 was released. The open platform provides differentiated choices for upstream enterprises and businesses outside Tmall and JD.COM. It is an online extension of the offline service platform dominated by stores in the past, forming a more complete upstream and downstream integrated service system including stores, e-commerce, finance and logistics.

Break through the barriers of experience. Comprehensively upgrade the consumer experience from three latitudes: global experience, global experience and all-round experience. 20 13- 12 store layout based on shopping experience, and comprehensively build internet stores. Establish an omni-channel business model of O2O integration and multi-terminal interaction, such as in-store free WIFI, electronic price tag, multimedia electronic shelves, etc., to meet the needs of global experience; Establish a full-resource core competence system to meet the needs of users' whole process experience before, during and after sales; Use technologies such as mobile Internet, Internet of Things and big data to meet individual needs. For example, in May of 20 13, the mobile terminal also added the search function of "nearby Suning" stores, so that users can quickly locate their own locations and search the surrounding stores to meet all needs.

In 20 14, around the online to offline operation, Suning Shang Yun will open up resources such as mobile communication, socialization, shopping, entertainment and information, and provide users with a series of value-added services such as social leisure, video entertainment, online and offline shopping, wealth management and smart home. At the same time, it will seize the entrance of the living room and realize the seamless connection with Suning.cn through the hardware products of PPTV box.

Mode 3: first online, then offline, then online.

The so-called online, offline and online mode is to build an online platform for marketing, and then introduce online business flows offline for users to enjoy the service experience, and then let users go online for trading or consumption experience. In reality, many group buying and e-commerce companies have adopted this online-offline approach, such as JD.COM Mall.

20 13 12, JD.COM identified online to offline as one of the important strategies for future development. JD。 COM's O2O ecological chain is: first, self-built online JD.COM Mall, using it as a platform for marketing, offline self-operated logistics system, and cooperation with physical store enterprises, so that users can enjoy their offline service experience, and then let users conduct transactions online in JD.COM Mall.

Off-line, the self-operated JD.COM Mall has become a banner in B2C field, and it is the starting point and supporting platform of JD.COM O2O. In the first half of 20 12, JD.COM let Manzuo.com, Didi Tuan, Handan.com and other group buying websites enter its platform. September 20 13, JD.COM invested in a take-away ordering website and arrived at the food party. JD.COM stepped up its own operation of Jingpinhui, and joined many high-end life service brands in the form of a huge buyout to provide users with exclusive stored value cards with low discounts. Except for 3C home appliances, books and other fields, most other categories are open platforms, such as cooperation with mainstream platforms such as social networking, maps, search and local life services, and introduction of external traffic resources. This series of measures further expand the online platform and consolidate its O2O layout foundation.

Online and offline, on the one hand, it has invested heavily in the self-built logistics network for many years, with10.4 million distribution stations, exceeding10.5 million distribution staff, which has become a late-comer advantage of JD.COM O2O; On the other hand, we will cooperate with offline physical store enterprises to build a "1 hour local life circle" to make JD.COM O2O directly "grounded". For example, in the field of home appliances, terminal stores in the third, fourth and fifth markets will be integrated, allowing users to take orders online in JD.COM Mall and complete delivery services offline with cooperative stores.

In order to consolidate the offline service foundation and fill the shortcomings of offline self-operated stores, JD.COM has increased cooperation. 201111October, Tang Jiu convenience store opened a sales area in JD.COM Mall in cooperation with a large local Tang Jiu convenience chain store in Taiyuan. After the user places an order, the background system automatically matches the convenience store nearest to the user's address for distribution. 20 14 In March, JD.COM cooperated with chain convenience store brands such as Quik, Good Neighbor, Good Friend, Everyday and Night, Humanism, Meiyijia, Central Red, Fire, Today's Convenience and Liker, involving more than 1 1000 stores, covering many cities in China.

JD.COM deeply connects its IT system with the IT system of offline convenience stores, shares online traffic with them, and delivers accurate users to their online stores in JD.COM Mall by region, effectively increasing sales. For example, JD.COM brings thousands of orders to convenience stores in Tang Jiu every day. In this process, JD.COM also gained offline traffic, realized channel sinking, and expanded its commodity category in disguise.

At the same time, JD.COM constantly improves the user experience through technology. In addition to offline stores, JD.COM also cooperates with ERP software service providers such as SAP, IBM and Haiding. , so as to seamlessly connect the retail ERP system with the JD.COM platform, visualize the transaction, settlement, logistics, after-sales customer service and other links, support its electronic membership card and mobile payment function, and realize the online and offline membership system. Through official website, a convenience store on the JD.COM platform, users can also use LBS positioning to find the nearest store among all their stores for shopping and enjoy a convenient online shopping life experience.

Mode 4: Offline first, then online, then offline mode.

The so-called offline first, then online and then offline mode is to build an offline platform for marketing, and then remit the offline business flow to or leverage the nationwide third-party online platform for online trading, and then let users enjoy the consumption experience offline. In this kind of online to offline, the selected third-party platforms are generally ready-made and influential social platforms, such as WeChat, Dianping.com Tao Wei, etc., and multiple third-party platforms can be borrowed at the same time to let the third-party platforms conduct drainage, so as to achieve their own business goals. In reality, local life service O2O enterprises such as catering, beauty and entertainment mostly adopt this model, such as Papa John.

As a pizza brand of chain restaurants, Papa John achieved double-digit growth through the O2O online ordering mode, of which the take-away volume accounted for 30%. Its O2O ecological chain is: users find offline Papa John's stores through online apps and third-party platforms, pay online, and then go offline to Papa John's stores to enjoy their services. Specifically, online and offline, Papa John has opened more than 4,000 chain restaurants around the world, which is the foundation of his start and survival. Online, Papa John made an APP and opened his own online ordering platform. On the other hand, with the help of third-party platforms, he currently uses WeChat platform and public comment network platform.

After the offline layout is completed, online and offline will be integrated to create an O2O closed loop. John's approach is to unify the order platform, user experience and supply chain.

Unified order platform. Business flows come from different channels, which may come from store channels, self-owned online ordering platforms or different third-party platforms. If we go it alone, it will easily lead to information confusion and inefficiency. To this end, Papa John integrated the order information flow from offline stores, his online order platform, WeChat and Dianping.com into his enterprise information system, so that his order platform remained unified, and then distributed it to the corresponding stores in time.

Unified user experience. Service centers or call centers receive order information from different channels. If the external services are not uniform, the user experience may be very different. Therefore, on the basis of unifying the order platform, Papa John unifies the service center, standardizes the external service, and makes the user experience consistent. At the same time, in order to improve the user experience, Papa John has launched an electronic membership card, that is, a mobile phone QR code, which integrates functions such as pre-deposit, prepaid card and recharge. Users can scan the QR code, then they can pay by WeChat, and then they can enjoy a delicious meal directly like users who queue up to order food.

Unified supply chain. Food and beverage take-out faces the integration of supply chain, especially the price information. Because for food and beverage take-out O2O, if you can't know the product price, inventory and other information of the stores near the user's order in time, it may not be delivered within the promised delivery time, so the order and delivery note must be integrated. Papa John integrated the data link, unified the data of the whole supply chain, and made the delivery list automatically generate the user's delivery address, product information and even delivery route, and display it on the distributor's mobile phone. If every link is carried out according to the process, the takeaway can be delivered to the user in time.

With the continuous development and popularization of mobile terminals, the development direction of O2O will become clearer and clearer.

What are the operating modes of Youbaitong O2O service platform? Youbaitong currently offers two operating modes:

1) Self-operated: the merchant chooses Youbaitong O2O platform to get the required services and get the full after-sales service and technical support provided by Youbaitong free of charge. Merchants use Youbaitong as the operation medium to open up micro-malls, set up operation teams and operate independently.

2) Overall hosting: Inexperienced merchants can choose to completely host Ubbelton. Merchants can customize the corresponding operation services according to the needs of enterprises, or they can choose a variety of packages provided by Youbaitong for operation services. Agency operations mainly include daily maintenance of WeChat, online store hosting, product promotion, customer maintenance and other modules. The specific service content is subject to the service module finally signed by the merchant.

The difference between Internet product operation and channel operation is only the work subdivision. Of course, it is the big companies that divide the positions so finely.

User operation

Operating activities

content marketing

Channel operation

What are the operating platforms of the o2o e-commerce model? Those takeaway platforms are typical o2o.

How to identify the O2O platform? Seven elements of successful operation of O2O We can understand O2O from three angles. The first angle is that O2O brings online consumers to real stores or services, that is, online inquiry, payment, purchase of offline goods or services, and then enjoy services offline. This is the first understanding of O2O. The second angle is that in the process of e-commerce, e-commerce consists of information flow, capital flow and logistics. The characteristic of O2O is to banish information flow and capital flow to online, and put logistics online and offline. Intuitively, those tangible products or intangible services that cannot be delivered by express delivery are precisely the strengths of O2O. Third, O2O embodies the importance of supporting the client-to-end experience in the era of mobile Internet. The so-called end-to-end here refers to the complete process from consumers searching and finding the goods or services they need, to trading and purchasing, to delivering the goods or services, and finally to consuming or sharing again, which constitutes an end-to-end experience. Overall, the O2O platform is an enhancement of consumer end-to-end experience support in the era of mobile Internet. In this process, a large number of various subdivided business models have appeared on the O2O platform. With the rapid development of mobile Internet, there are more and more business models of O2O. It is necessary to establish a complete analysis framework of O2O platform and determine the key elements of successful operation of O2O platform. First, the O2O platform, a bilateral user of O2O, is a huge number of users on the one hand and offline resources on the other, including physical resources providing services and various enterprises providing goods. The periphery of the O2O platform also includes the auxiliary support forces it needs, including search engines, LBS, payment, social media and other multi-party support forces, and multi-party commercial forces constitute such a complete ecosystem. The basic function of the platform is to connect large-scale users with offline physical resources, and make consumers complete and interesting in the process of consumption experience chain with auxiliary support. Second, the cross-border effect of O2O From the perspective of platform architecture and mechanism, the cross-border network effect of O2O platform is very obvious, that is, the increase of users on one side of the platform will bring about the increase of users on the other side. In terms of O2O, as the number of consumers increases, the number of businesses will increase. The most typical example is group buying. If more consumers can be gathered, more businesses will join. And if business resources continue to increase, it will also provide consumers with more and more choices, which is also conducive to the increase of consumer users. Third, the same side effect of O2O The same side network effect of O2O platform is different on both sides. The so-called same-side effect means that the increase of users on one side of the platform brings about the increase of users on the same side. For merchants, the same-side network effect is very significant. If a merchant benefits from joining the O2O platform, it will directly join other peers. However, it may not be so obvious to users. First of all, there are many models of O2O, and quite a few models point to a certain customer segment, so the network effect on the same side is not so obvious. On the other hand, we can see that online to offline is actually an individual consumer in every consumption experience. Strictly speaking, consumers do not necessarily interact with each other. So in this sense, the peer-to-peer network effect of online to offline in the sense of users is far less obvious than that of social platforms. This, in turn, explains why more and more community elements need to be superimposed online and offline to continuously enhance their stickiness or enhance their ipsilateral network effect. Fourth, the multi-genus phenomenon of O2O is called multi-genus, that is, the stickiness of platforms to users, whether users are always loyal to the same platform or can choose multiple platforms in parallel. The multi-membership effect brought by the O2O platform to users on both sides is different. Multi-ownership is quite common for users. Whether it is classified information, reviews or group purchases, users often expect users to participate in multiple O2O platforms by themselves, and always look for a better and more cost-effective O2O platform, so the phenomenon of multi-ownership is more obvious at the user end. In terms of merchants, the phenomenon of multi-ownership has weakened accordingly. As merchants, they will always follow the Matthew effect and choose the O2O platform that can bring them the greatest benefits. For example, when hotels choose Ctrip or "Hotel Specials Tonight", most hotels will choose to cooperate with Ctrip because of its near monopoly power. In other words, in this process, due to the competitive relationship between platforms, sometimes the multiple ownership behaviors of merchants will be restricted. V. Platform Integration of O2O Next, we will examine the integration degree of O2O platform, that is to say, in order to enhance its competitiveness, which components need to be bundled and which components do not need to be bundled. Generally speaking, in the four links of the customer experience chain, some components need to be integrated into the O2O platform, including user-created content such as UGC, social elements and LBS elements. These are increasingly obvious O2O essential components that need to be integrated into the O2O platform. However, for other elements, such as payment and logistics, different O2O platforms will have different choices, depending on the comprehensive consideration of the difficulty and cost of specific elements. VI. The profit model of O2O As far as the profit model of O2O platform is concerned, in short, O2O can be divided into media-based O2O platform and channel-based O2O platform. The former includes classified information websites, price comparison search websites and comment websites. The focus of this category is to make a profit by collecting traffic and selling advertisements. The latter, such as "hotel specials tonight" and Ctrip, often make profits through the difference between resources and sales. As far as the openness of the O2O platform is concerned, in the long run, with the accumulation of massive user data by the O2O platform, the successful O2O platform will increasingly become the data center of user consumption behavior. When data resources accumulate to a certain amount, we think it will gradually open up, encourage more third-party developers to develop richer O2O applications, and prosper the entire business ecosystem. In fact, this situation has also happened in the field of e-commerce. Vii. platform competition of O2O in the competition of O2O platform, we can see that the O2O platform model will have a feature, that is, various commercial platforms of O2O are easy to converge, which will bring such a competitive result, that is, on the one hand, everyone will compete for scarce offline resources and maintain monopoly control over offline high-quality resources, on the other hand, they will control information resources, because this will often pose a unique attraction to users. Therefore, the disputes between monopoly and anti-monopoly, piracy and non-piracy around these two types of resources will be staged in the competition process between platforms.

What are the stages of APP product operation? 1. Exploration period.

A large number of apps are more like building a car behind closed doors before molding. Whether a brand-new app is the creator's self-satisfaction or can really hit the user's pain point remains to be verified. When the product is in the exploration period, it needs some users to help the product verify the product model.

2. Growth period

The product has verified its own model and is officially put on the market for users to choose. At this time, imitators will appear, that is, competing products. If the product can't get users quickly, it will be overtaken by competing products. Therefore, during this period, the product will iterate quickly according to the needs of users.

Step 3: mature

When the product comes into maturity, it has accumulated a large number of users, but there are still many competing products on the market at this time, so it is easy to seize the market if we take it lightly. Therefore, the operation at this stage is the key point, paying attention to the refined operation of users, paying attention to the activity of users, and branding their own brands firmly in the hearts of users.

Step 4 step back

The product market is close to saturation, and when a large number of users of the product are taken away by substitute products, the product has already ushered in its decline period. But it doesn't mean that the product life cycle is over. If it is operated properly, the product can break out again.

What are the O2O development teams and operation teams? What do you mean by the O2O development team? The intersection of O2O, B2C and C2C is group buying. If it is a group purchase development team, it is too easy to find it now. As long as you find a website construction company or a friend who is familiar with the program, you can do the group purchase program. And if you mean local city services, including the development of mobile phone client based on LBS, this should be a great development trend in the future. . You can contact the customer-oriented development team, who focus on this aspect and position themselves in O2O from 20 10. . .

Community O2O operation needs traffic to talk about operation, and operation needs to attract a large number of users and have enough user viscosity. Recommend Fang Wei community O2O system, which has done a good job in this respect, with multiple social contacts and a complete set of marketing plug-ins, which are fully functional and help the community O2O platform to operate well.

How does mall system operate the O2O platform? If it is a regional platform, the general operation mode is-promotion (soft text, advertising)-allowing merchants to settle in-charging commission.

If you want to do campus O2O, what are the general operating modes? The school is mainly engaged in information and life services, such as campus take-out, running errands, registration fees, cloud print and so on. The application of zero campus can