Core Insights - The "WoDian" model in Shanghai has rapidly become a benchmark for digital transformation in the retail industry, driven by the dual forces of digital economy and consumer upgrade, creating a value symbiosis system among merchants, consumers, and platforms [1] Group 1: Model Innovation - The "WoDian" model innovatively transforms consumer behavior into valuable digital assets, allowing users to earn points equivalent to their spending, which can be converted into vouchers or cash through a smart algorithm [3] - The platform charges a transaction commission of 15%-20%, establishing a win-win fund for merchants, enhancing their participation through a cross-store rebate mechanism [5] - The model emphasizes localized operations using LBS technology to drive traffic to nearby merchants, resulting in a 30% increase in foot traffic and a 20% increase in the survival rate of small businesses in pilot areas [6] Group 2: Potential Risks - The reliance on merchant commissions for rebate funds poses systemic risks, as a slowdown in platform expansion or increased merchant withdrawal rates could lead to a funding chain rupture [9] - The lack of transparency in point redemption rules raises trust issues among consumers, with 30% of complaints related to rebate issues and sudden rule changes [10] - Some merchants engage in deceptive practices to gain more rebates, undermining consumer rights and eroding the trust ecosystem built by the platform [11] Group 3: Sustainable Development Path - To address these challenges, the platform should establish a three-dimensional protective system of "technology empowerment + institutional innovation + ecological governance," including blockchain for traceable point circulation and a dynamic risk control model [12] - The transition from "traffic competition" to "value symbiosis" is crucial for the sustainable development of the "WoDian" model, emphasizing the need for a compliant and sustainable ecosystem for mutual benefits among consumers, merchants, and platforms [12]

最近总有人问'现在做 "我店" 模式晚不晚'？我敢说：不但不晚，反而正是抢市场的黄金期！您去街上看看，多少实体店老板在偷偷换路子 —— 前阵子一个 连锁餐馆老板跟我说，以前在老平台月流水 50 万，抽成 20% 加推广费，到手纯利不到 3 万；转做'我店'模式后，三个月客流翻一倍，手里的钱反而多了！ 这模式到底藏着啥门道？今天给您扒透，看完就知道这波机会值不值得抓！ 先说说实体店的难处：现在主流平台抽佣 15%-25%，卖 20 万奶茶，光平台成本就去了 6 万，比雇人还贵；顾客领完券就跑，复购率才 12%，100 个客人回 头的不到 12 个。但今年政策变了，国务院明确说要'降成本、支持数字化转型'，各地政府拿出 300 亿补贴，单个商家最高能拿 50 万，这等于政府帮你出钱 转型，这种机会可遇不可求！ | (船分 | | | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | | 2022年 | 2023年 | 2024年 | 2024年 | 2023年度 | 成果 | 环比增长 | 计划环比增 | 目标 ...

文章编辑：wsymh1205 在上海本地生活服务领域备受关注的 "我店" 模式，其争议核心在于是否为资本骗局。深入分析后会发现，其增量分红模型本身具备可持续性，关键在于运 营中的风险把控。 模式核心：增量分红的可持续性 "我店" 模式的核心是增量分红模型，目前已支持上百家相关平台运营。其显著优势在于： ·采用无泡沫的设计，连续 36 期保持 15% 的增幅； ·商家让利部分的 40% 可覆盖前 36 期积分，形成 "5 倍出局" 的正波模式。 | | 自 营 | 供应商 | 营业联盟 | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | | | | 入驻 让利 | | | | | | | | | | | | 赠送 | 30 消费者 | (豊200) | | 最多40次 | 18 | 消费者:最高获得 积分的5倍购物券 | | | | | | | m 商家 | @200) | ક્તિ સે | 补贴 | 购物券 | 商 家:最高获得 积分的5倍购物券 | | | | | | | | 消费 | | ...

Core Insights - The "WoDian" model in Shanghai has emerged as a significant case in the digital economy, achieving a transaction volume of 100 billion and 20 million users in three years, driven by a green points mechanism and a restructured commercial ecosystem [1][5] - The model creates a new business logic of "consumption as investment," forming a community of interests among consumers, merchants, and platforms [1][5] Consumer Benefits - The most attractive feature for consumers is the "full refund" value proposition, where spending 1,000 yuan can yield 200 green points, redeemable for 1,000 yuan in vouchers, effectively making their spending feel like an investment [3] - A white-collar user reported that by converting monthly expenses of 3,000 yuan into points, they could accumulate nearly 20,000 yuan in vouchers over a year, equating to a 50% discount [3] Merchant Advantages - Merchants can achieve profit growth through a "discount for traffic" strategy, where a 3%-20% discount can lead to cross-industry revenue [3] - A chain supermarket in Shanghai, after joining the platform with a 5% discount, not only received a 5-fold points subsidy but also saw a 30% increase in actual profits due to lifetime consumer commission [3] Technological Framework - The underlying competitive advantage of "WoDian" lies in its technology-driven anti-bubble mechanism, with a dynamic dividend algorithm that ensures sustainable profit distribution [4] Policy and Market Support - The national policy "Implementation Plan for Promoting Green Consumption" provides a supportive environment for "WoDian," encouraging the model of consumption rebate points [5] - The success of "WoDian" is attributed to its alignment with trends in consumption upgrading, entity transformation, and technological innovation, creating a community of interests among consumers, merchants, and platforms [5]

最近，"我店模式" 在私域商业圈可谓赚足了眼球，成为火出圈的热门话题。 这个模式究竟有什么奥秘？ 是能带来丰厚收益的新风口，还是可能让人踩坑的陷阱？ 为什么 "我店" 能实现百亿流水？ 今天咱们就来深入聊聊这个 "我店模式"，看看它是否靠谱，能否真正为商家和消费者带来实惠。 一、"我店模式" 核心揭秘 （一）模式本质与运营主体 "我店模式" 创新性地融合了绿色积分与分红机制，把绿色积分作为分红的重要依据，通过平台新增业绩来释放抵用券。 这种模式既契合国家倡导的绿色积分理念，又为商家和用户开辟了新的盈利渠道，自然吸引了众多手握商家资源的项目方。 "我店" 平台由上海某店网络科技有限公司运营，自 2021 年 8 月创立以来，短短两年时间就创造了百亿级流水，拥有 200 万 + 活跃会员，整合了 20000 + 实 体商户。在当下实体门店经营困难、消费意愿低迷的大环境下，这样的成绩十分耀眼。 （二）四大业务板块构建生态闭环 从模式构成来看，"我店" 主要由四大板块组成： （三）消费与积分循环机制 消费者在平台消费后，会获得购物券和积分。购物券可以在促销商城直接抵扣消费金额，积分则会按照特定算法逐步释放成消费券，用 ...