值得一提的是，高德扫街榜刚上线的时候，全球最大金融机构摩根大通都已经预判到了接下来猛烈的攻 势，说美团的现金流要再度被重创。而现在高德、淘宝、支付宝三路大军压境，线上线下（300959）全 线开战，你说美团还怎么接招？ 这还不算完呢，这些年高德一路从导航杀进了本地生活，明显不是随便搞搞，一步一步全都在为终极大 招铺垫，它要站上AI这辆时代快车搞一件大事。想象一下，以后你开车经过一个商圈，它可以自动显 示附近哪一家店的回头客最多，真实的客流量最大，当你确定了去哪里，它可以给你标注这家店在各个 平台都有什么套餐，价格哪个最低等等，这哪里还是地图，已经是连接线上和线下的超级入口了。 就拿即将到来的国庆假期来说吧：从自驾上路，或者打车去机场开始，用户就可以完全依靠高德。到了 目的地，通过"高德扫街榜"了解当地餐馆、景点、休闲娱乐场所，然后直接在商家页面选择合适的团购 下单，消费完成之后顺手写下评价——全程几乎无缝在高德内部完成。目前，高德优先做的是餐饮团 购，初步会先上线全国50多个城市，不过我相信它的目标肯定是达成全行业、全地域的到店服务覆盖。 同时，据说这次上线团购淘宝还要在美团的价格基础上再加补贴，铁了心要和美 ...

Core Viewpoint - The article discusses the downfall of the company "Zhu Fan Er," highlighting the contrast between its founder's proactive approach during a crisis and the company's eventual collapse due to mismanagement and overexpansion [1][3][5]. Group 1: Company Background - Zhu Fan Er was founded by Liu Xianran, a Tsinghua University graduate, in 2015, aiming to disrupt the renovation industry with a focus on affordable and stylish home improvements [12][14]. - The company gained popularity by addressing the pain points of young renters and promoting renovation guides, quickly amassing over 20 million followers [21][23]. - Over its ten-year history, Zhu Fan Er raised a total of 320 million yuan in funding, with the latest round occurring in March 2024 [26][27]. Group 2: Crisis Development - The company faced a crisis when it was unable to fulfill renovation contracts, leading to significant financial losses and a backlog of complaints from customers and suppliers [28][30]. - The founder's claim that government subsidies were to blame for the company's issues was met with skepticism, as the real problems stemmed from a lack of depth in their business model and blind expansion [40][42]. - The company's rapid growth in 2022, including the opening of large flagship stores, created unsustainable operational costs that contributed to its financial troubles [34][36]. Group 3: Business Model Flaws - Zhu Fan Er's business model relied heavily on prepayments from customers, which created cash flow issues when projects stalled [31][46]. - The company attempted to operate as a platform for home renovation and group purchasing but lacked the necessary bargaining power and operational efficiency [33][40]. - The focus on marketing and brand image over effective management and delivery led to significant operational failures, ultimately resulting in the company's collapse [56].