With Sun Hongbin's strong entry into power and Jia Yueting's departure from the United States, the old LeTV's assets are being restructured. With sticky users, Yidao has finally been redeemed by Taoyun Capital, but where is the opportunity for Yidao to get back on the road?

At least the puzzle of this puzzle has been revealed.

1、 The end of the team shock

At the beginning, LeEco became the owner of the company. Although it has repeatedly claimed that the company's governance structure remains unchanged, the rumor that Zhou Hang was elevated by Peng Steel still goes nowhere. From Zhou Hang's public letter, turning Shun into capital, the founding team left collectively, to today's four executives of LeTV, and the legend that Peng Gang may resign within six months.

Because of all kinds of external information, it is considered that it is easy to change afternoon tea in the company. Today's personnel unrest is not just beginning, but has come to an end. Although there is no new strategy for Taoyun's easy to get cars, it is a deep understanding of the principle of "first settle your heart, then settle people".

2、 Resolution of disputes between funds and arrears

What are the two reasons why Yi Dao is deeply involved in the storm?

First of all, after LeEco became the owner, Zhou Hang made an optimistic estimation of the market pattern. In order to quickly start the market, he started the unprecedented activity of charging 100 yuan back to 100 yuan;

Secondly, LeEco's own crisis has affected the fish in the pond, which has brought pressure on Yidao's operation to cash in, leading to Yidao's inability to advance its strategic vision according to the scheduled pace.

However, from another perspective, EasyReach has not achieved nothing. The 40 million users and 6 million car owners it has built up with recharge are still effective barriers. In particular, with Taoyun's support, the resumption of driver cash withdrawal on June 30 has restored confidence in the market.

3、 "De LeEco" basically completed

At the beginning, the business logic of LeEco Holdings was easy for many people to understand, but in essence, it was nothing more than a conventional way of making good use of external forces and creating momentum with momentum. At that time, Jia Yueting was obsessed with the SEE plan. For the Faraday platform in the United States, it was easy to add code to the content ecology. He opposed the aggressive Xiaomi after Chen Tong joined. In addition, he injected high-frequency scenes into the car building movement in full swing.

Today's easy to "de LeEco" is not so much a break from LeEco, the old money owner, but rather a break from the greedy and extravagant operation style.

Although the riddle is clear, whether it is easy to solve the riddle and complete the customs clearance depends on several points:

1. Reactivation of inventory users

The recharging of EasyReach started in November 2015 and reached its peak in July 2016. According to the data published at that time, 6.53 million users recharged, effectively driving the growth of revenue and user scale.

However, since then, almost all third-party data show that the user activity of EasyApps has started to decline, which is described by Zhou Hang as "money to users, money to users", but it has solved at least one important problem.

That is to say, the user experience and self isolation are easy to achieve in a relatively small number of scenes, but the basic users can be delineated on a large scale during the winter break of the Didi and Uber subsidy war, although the cost is high.

There are only two paths to recovery:

Deprive users from friends through subsidies. However, today's online car hailing has become a mature market under the control of policies, and it is difficult for reckless competition means to work. In addition, the situation that users cannot get a car and drivers are unwilling to take orders has been going on for some time. For Easy to reach, it is not time to compete for users with subsidies, and the cost is too high, and there is a time cost to build reputation by services.

Look for opportunities for realization from stock users. On the surface, continuing to serve these users who have entered the rebate consumption stage does not seem to be in line with the benefits of EasyReach. However, the orders brought by the latter have a lubricating effect on the two-way stability of EasyReach at both the supply and demand sides, which also means that the downward trend of user activity has been curbed and it returns to a virtuous circle. As for the impact of rebate consumption on revenue, it is more about the ability of the operation team and revenue management department in product design and scenario operation.

2. How much will Taoyun Capital support Easy Access?

Taoyun Capital has invested in many projects, but they are mainly concentrated in finance, new energy vehicles, consumer goods, big entertainment and other fields, which shows that the investment direction is focused on the fields of broad market and offline scenes.

Wen Xiaodong, the helmsman of Taoyun Capital, once said in an interview that "we can't take care of things so much. We should take care of easy things before we can". At the same time, he said that easy things need to continue to invest about 23 billion yuan. Then he recalled that Taoyun had a series of in-depth interviews with the management, users and drivers of easy things before he became the leader. It can be seen that Taoyun paid attention to the potential of easy things and the ability to work together in different industries.

3. Who is the opponent of Xinyidao?

In the period of Zhou Hang, Yidao had three different types of friends. One is Didi, which is also a C2C model, and previously included Uber China; The other is the B2C mode of Shenzhou Special Car and Shouqi Taxi; Another is the special car of Cao Cao backed by Geely, the public travel of Shanghai Volkswagen Group, etc.

Yi Dao, who has already obtained eight online car hailing licenses, will not be the real competitor of Shenzhou Special Car and Shouqi Special Car, nor will it rely on big trees to enjoy the cool, but is just a kind of test product for car enterprises to promote new energy vehicles.

The real goal is Didi. Due to the strict access threshold of online taxi hailing, Didi has to accept the differentiated competition with cruise taxis. The market capacity has shrunk and is shifting from subsidy impulse to refined operation, which shows that a series of actions have been taken recently to improve the service experience. This is not the market that Didi is familiar with, but more experienced.

Before EasyReach, such settings as configuring English drivers and allowing users to select drivers have shown a deep service culture rather than the gene of GMV culture. In the era of reckless competition, Yi Dao fell behind because of this. In Zhou Hang's words, it is "not tough enough, not bad enough", but in a standardized market, it is the core competitiveness.

4. Is going overseas a gimmick or a strategy?

In 2014, Yidao launched its North American service, focusing on the overseas Chinese market for car hailing in Chinese. In March this year, it announced that it would join the Splyt Global Travel Alliance, which promotes one click cross platform car hailing in more than 280 cities on four continents. Yidao is also one of the service providers. But Splyt is neither a price comparison platform familiar to Chinese people nor a "gizmo" that can share all bicycles with one APP. For all participating enterprises, it is an order receiving platform that connects API interfaces and account systems.

Of course, easy access overseas should not only rely on such a diversion platform without threshold, but more likely to be deeply wedged in specific regions where Taoyun invests, or seek opportunities for cross industry cooperation.

5. Do derivative businesses continue to be promoted?

Yida used to have many ambitious plans. Not only did it take taxis and special cars before Didi, but it also had Yiqi's Internet car building plan earlier than LeEco and Haiyi's auto finance plan. The concept of EasyReach has also changed from "private cars anytime, anywhere" to "car sharing ecology".

These plans, which had been silent for a long time, may restart after Tao Yun became the Lord.

So, what is the market pattern after Yidao's return?

The introduction of the new policy of Didi's merger with Uber and online car hailing has made the market surprisingly calm, but there are still many undercurrents. Both Shenzhou Special Car and Shouqi Car hailing have built C2C platforms to tap into Didi, while Didi, which has invested in ofo, is committed to improving its product lines.

The market from overt competition to covert war gives an easy opportunity to recover, but the latter still needs to pay attention to two points:

1. Quickly restore the vitality of both sides of the platform supply and demand, enhance user stickiness, and enter a virtuous circle;

2. Formulate effective product strategies to balance the pressure of centralized consumption rebate of stock users;

At the end of last year, Cheng Wei, who participated in the Third World Internet Conference, said that "Didi's home game in China has ended". He also worried that Didi "lost competition, lost vitality, and lost the future".

For Cheng Wei's optimism and self-respect, with the support of Taoyun Capital, Xinyidao, who stands up again and seizes the city again, may have different opinions.