---
title: "Digital Operations System Design: Dual Scenarios—15-Minute Convenience, 30-Minute Home Delivery"
description: "This article discusses the 'Six Dual System' for digital operations, including dual private domains, dual paths, dual scenarios, dual shelves, dual delivery, and dual middle platforms. It focuses on the dual scenario concept, which combines the first transaction scenario (offline immediate delivery) with the third scenario (O2O with near-immediate delivery), and introduces the 'new store merchant' model that leverages both physical and online presence to overcome traditional retail limitations."
author: "刘春雄 刘馨忆"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
telephone: "+8615854817671"
published: "2021-12-18"
language: "en"
canonical: "https://xinjignxiao.com/en/articles/digital-operations-system-design-dual-scenarios15-minute-convenience-30-34c2b2a7/"
markdown: "https://xinjignxiao.com/en/articles/digital-operations-system-design-dual-scenarios15-minute-convenience-30-34c2b2a7.md"
original_source: "https://mp.weixin.qq.com/s/JMNvZbew4VN-dqSZXUAe6A"
translation: "https://xinjignxiao.com/zh/articles/%E6%95%B0%E5%AD%97%E5%8C%96%E8%BF%90%E8%90%A5%E4%BD%93%E7%B3%BB%E8%AE%BE%E8%AE%A1-%E5%8F%8C%E5%9C%BA%E6%99%AF-15%E5%88%86%E9%92%9F%E4%BE%BF%E5%88%A9-30%E5%88%86%E9%92%9F%E5%88%B0%E5%AE%B6-34c2b2a7.md"
attribution: "New Distribution — https://xinjignxiao.com/en/articles/digital-operations-system-design-dual-scenarios15-minute-convenience-30-34c2b2a7/"
usage_policy: "https://xinjignxiao.com/ai-policy.txt"
---

# Digital Operations System Design: Dual Scenarios—15-Minute Convenience, 30-Minute Home Delivery

> This article discusses the 'Six Dual System' for digital operations, including dual private domains, dual paths, dual scenarios, dual shelves, dual delivery, and dual middle platforms. It focuses on the dual scenario concept, which combines the first transaction scenario (offline immediate delivery) with the third scenario (O2O with near-immediate delivery), and introduces the 'new store merchant' model that leverages both physical and online presence to overcome traditional retail limitations.

Source: Teacher Liu's Digital Marketing (ID: liuchunxiong1964)

The digital operations "Six Dual System" includes: dual private domains, dual paths, dual scenarios, dual shelves, dual delivery, and dual middle platforms. The "Six Duals" is an institutional design to ensure bC integration, online-offline integration, and the trinity of manufacturer, distributor, and store, serving as the technical and organizational guarantee for the F2B2b2C model.

******Dual Scenarios**

E-commerce has been able to capture about 30% of total social retail sales because it created a new type of transaction scenario. As stated in "Scenario Revolution," the internet has created two major scenarios: one is the **online transaction scenario**, such as Alibaba; the other is the **traffic entry scenario**, such as WeChat, group buying, and Toutiao.

If we call the traditional transaction scenario the "first scenario," it is **offline transaction with immediate offline delivery.**

The e-commerce scenario is the second transaction scenario, characterized by **online transaction with delayed offline delivery.**

The third transaction scenario is now called **O2O**, such as Meituan Waimai. It involves online transactions with near-immediate delivery.

Previously, apart from the third scenario, the first and second scenarios were quite singular. When new scenarios divert traffic, there is no counterattack, and market share inevitably declines.

**Dual scenarios mean that every retail terminal in the future will not have a single transaction scenario but at least two or three scenarios, competing in each. Conversely, single-scenario traffic will decline.**

The differences among the three major transaction scenarios can be analyzed using two logical systems: **first, the cognition, transaction, and delivery system; second, the three-dimensional space system of offline, community, and network.**

******First Transaction Scenario**

The first transaction scenario is characterized by: **1. Separation of cognition and transaction; 2. Synchronization of transaction and delivery.**

In the industrial era, mass media dominated user cognition, such as brand advertising. Brand awareness had to be "known to all" and become the "consumer's first choice," which is **brand-driven**. However, from user cognition to user order, there must be a conversion. For example, watching TV at night forms brand memory, and the next day the consumer goes to the store to purchase.

Therefore, for mass FMCG, the requirement for channel-driven is to be as "ubiquitous and readily available" as possible, reducing transaction costs and creating convenience for consumers.

**Convenience and ease are the essence of channels.**

The transaction process, with one hand paying and the other delivering, is called **synchronization of transaction and delivery.**

The first transaction scenario involves two major spaces: **first, media space.** For example, TV brand advertising, where media space is the primary cognitive space; **second, offline space.** Offline space is the primary transaction space.

**The problem caused by the separation of cognition and transaction is high cognitive cost.** Because there is a time lag between obtaining cognitive information and transaction, if cognitive intensity is insufficient, there is no memory at the time of transaction. Therefore, cognitive memory must be repeatedly reinforced. Additionally, the limited mass media for cognitive information leads to a symbiosis of media oligarchs and industry oligarchs, making it difficult for many small and medium enterprises to cross the advertising threshold.

The first transaction space also benefits small businesses because the living radius and business radius of small shops overlap, acquaintances are also regular customers, and the success rate of staff recommendations to users is high. **This is another scenario of cognition-transaction integration.**

Brand cognition driven by media placement is called the user's "preferred brand," which is more evident in KA stores. Brand cognition driven by channel is called the terminal's "first-recommended brand," which is more evident in rural and community stores.

******Second Transaction Scenario**

The second transaction scenario is characterized by: **1. Synchronization of cognition and transaction; 2. Separation of transaction and delivery, with delayed delivery. This is exactly opposite to the first scenario.**

Whether cognition is obtained through word-of-mouth (offline space), community (community space), media (media space), or network (network space), with the popularity of smartphones, orders can be placed online immediately. **This process is the synchronization of cognition and transaction.**

After ordering online, delivery cannot be immediate; it requires a period of logistics. Same-city logistics can deliver the same day, while cross-city logistics depends on delivery distance and logistics development.

There are two delivery methods: **the first is "to home,"** such as SF Express and JD Logistics. This is truly "home delivery"; **the second is "to community,"** such as Cainiao Post stations.

**"To community" is different from "to home."** Generally, the time to pick up packages at Cainiao Post is similar to the time to go to a community convenience store. However, Cainiao Post is centralized delivery, so if multiple packages are picked up at once, it still saves time.

Because the second transaction scenario has delayed delivery, it is only suitable for planned purchases, not for immediate consumption items. Therefore, the market share of the second transaction scenario has a ceiling.

**The synchronization of cognition and transaction brings the greatest benefit: rapid monetization of traffic.** Traffic manifests as user cognition; once cognition is formed, it can immediately convert to transaction, with orders placed on the phone without delay, unlike the first scenario which requires continuous accumulation of cognition. This is beneficial for new brands to quickly generate sales.

**But the disadvantage is equally obvious: "easy to attack, hard to defend." Lack of continuous accumulation of cognition means constant purchase of traffic, forming dependency.** The lack of a carrier for cognition accumulation is a major problem for Taobao brands and new consumer brands. When traffic rises, sales rise; when traffic falls, sales fall rapidly. Strong dependence on traffic leads to poor sales stability.

******Third Transaction Scenario**

The third transaction scenario is characterized by: **1. Synchronization of cognition and transaction; 2. Slight delay in delivery, but not long.** Meituan is an example, with delivery times ranging from 20 minutes to 1 hour.

**Because the retail end of the third transaction scenario is nearby, transactions after ordering are extremely convenient.** For example, food delivery. Moreover, food delivery has created a professional group, making delivery even more convenient.

The third transaction scenario was initially limited to special industries. The catering industry requires insulation and freshness; Hema Fresh requires freshness, and it did not extend to mass consumer goods.

Traditional stores are extending from single scenario to multi-scenario, with many industries and stores piloting. **In the future, with the advancement of bC integration, even traditional stores can accept online orders. Even small shops can have a large number of SKUs through "dual shelves."**

******Dual Scenarios**

**Dual scenarios mean simultaneously having the first transaction scenario and the third transaction scenario.**

The promotion of dual scenarios should thank three forces: **first, food delivery; second, Hema; third, community group buying.** They enriched the content of the third scenario.

The operating entities of food delivery include some that are exclusively delivery without dine-in; others are dual-scenario with [dine-in + delivery].

Xibei's delivery has unknowingly reached the billion level. McDonald's established its own delivery system "McDelivery" independent of delivery platforms and a dedicated delivery team, proposing **"24-hour delivery, 30-minute arrival."**

Hema is one of the retail enterprises that early adopted dual-scenario operations, with some stores having over 60% online orders. The store proposed **"fastest 30-minute delivery within 3 kilometers."**

Hema NB (Hema Neighbor) further proposed **"30-minute home delivery, 15-minute convenience."**

**"15-minute convenience" refers to the "convenience store scenario" in the first scenario.** Residents can walk to the Hema NB community store within 15 minutes.

**"30-minute home delivery" refers to the O2O scenario in the third scenario.** Residents order online, and delivery arrives within 30 minutes.

Community group buying has advanced dual scenarios into the traditional retail sector. The "group leaders" in community group buying are sometimes full-time, but most are store owners themselves, with "group leader" as a part-time role.

**Store owner + group leader equals dual scenarios.**

Community group buying enriches dual scenarios in two ways: **first, "pre-sale."** This is an important content enrichment, which will be discussed later in "dual shelves"; **second, "self-pickup."** Although self-pickup requires users to come to the store, combined with "pre-sale," its value is immense.

******Dual Scenarios and Three-Dimensional Space**

In the industrial era, commerce was one-dimensional space—offline. **The first scenario only utilized one-dimensional space.**

In the information age, commerce already has three-dimensional space: offline (on-site), community, and network space. **However, the second scenario still only utilizes one-dimensional space—online, which is a waste of commercial space dimensions.**

**In dual scenarios, cognition, transaction, and relationships can all be established in three-dimensional space. Among offline, community, and network spaces, community space plays an important role.**

**Offline strong relationships, community strong interaction, network convenient transactions. This is an overview of the advantages of each of the three spaces.**

Traditional offline stores have the advantage of "strong relationships" within their business radius. Familiar faces are regular customers. This is the advantage of traditional stores.

Although traditional stores have strong offline relationships, they cannot be used to commercially disturb users' lives, so in relationship interaction, stores have a certain passivity. They cannot overly interfere with users' lives.

**In the interaction of business circle relationships, community plays a good buffering role.**

First, many stores have established user communities, and community group buying uses community as a platform for user interaction.

Second, community communities differ from social e-commerce (WeChat business) which has too strong utilitarian overtones; they are peaceful and warm. Because they are in the same community, all are acquaintances, and communities generally do not go too far. **It is through community that offline strong relationships become community strong interactions.** Community interaction is not too intrusive, laying the foundation for traffic conversion to online platforms.

Third, users in community communities have similar needs, making it easier to reach consensus.

**Connecting offline and online is difficult, but traditional stores can achieve dual-scenario transactions through the transitional link of community communities.**

******Dual Scenarios, New Store Merchant**

Stores that simultaneously have the first transaction scenario and the third transaction scenario are called **dual-scenario "new store merchants."**

New store merchant is not a word game but a retail logic different from stores.

**In a store, the shop is fixed at a specific geographic location; in a store merchant, the commerce is active among users. There is a difference between active and passive.**

**In a store, the shop is the core of traffic, attracting traffic with the shop. Customer relationships determine user stickiness.**

**In a store merchant, people are the core of traffic; the shop has basic traffic, but people are the main body of traffic.**

Now is the time to use store merchants to solve the dilemma of stores.

For thousands of years, retail places have been called stores.

A store is a shop. Folk custom: large ones are stores, small ones are shops, and they are places for trade activities. Hotels, restaurants, inns—stores have geographical attributes.

**In store revenue, geographic location determines traffic, so location is important.** Store area determines the business circle radius; for small shops, the radius is a 15-minute walk. For large stores, the radius is so large that customers need to drive.

**In store revenue, location and business area play the main role.** Given the same operating capability, the better the location and the larger the business area, the higher the revenue. However, stores have offsetting factors. The better the location and the larger the area, the higher the rent. Hence, there is a saying that stores "work for the landlord."

**Store merchant is not e-commerce.** E-commerce has no physical stores, only virtual stores on e-commerce platforms.

Store merchants have physical stores, like stores, constrained by business circle radius. At the same time, store merchants also have online stores, not constrained by business circle radius.

**The benefit of physical stores is strong offline relationships.** At the beginning of e-commerce rise, users were delighted by "dear" interactions, but now it seems just a novelty.

**Strong offline relationships easily form people chains.** China's deep distribution is a people chain formed by manufacturers around channels. In agricultural society, because living radius and business radius overlapped, acquaintances were regular customers, and customer relationship management was an innate skill of stores.

This unique customer relationship is commercially valuable, especially in the era of social media, where community has become a personal standard, and commerce revolves around people chains.

**In commerce around people chains, the location of the store is no longer important. Online stores mean wherever people are, the store goes; wherever relationships are, the online store goes.**

**From a transaction perspective, a store merchant is "physical store + online store," with the physical store as the cornerstone. Without a physical store, a pure online store becomes social e-commerce.**

The main bottleneck of stores is limited business circle radius, and business area restricts the number of SKUs. Online stores are not subject to this limitation.

**Online stores adopt online ordering and offline delivery. Online ordering is not affected by business circle radius. Offline delivery, with nearby immediate delivery and distant third-party delivery, is similar to e-commerce.**

Store business area restricts SKU quantity. The SKU quantity of online cloud stores is theoretically unlimited.

Some stores have become internet-famous or check-in stores in the internet age, attracting users beyond the business circle radius.

******New Store Merchant Portrait**

To summarize, the new store merchant portrait is as follows:**

**First, have a physical store, but do not rely on it.**

Traditional stores focus on transactions; the future focuses on experience. Experience forms strong cognition and strong relationships. Experience is the starting move of new store merchants. Transactions are more reflected online.

Why do new store merchants still need physical stores?

In traditional retail small shops, the store is a transaction place. In new store merchants, the store is no longer the main transaction place, so what is the value of the store?

I believe: **In new store merchants, the store is indispensable because it is credit endorsement and a scene for cultivating fans.**

**1. User confidence.** Chinese people believe "those with property have perseverance." A store can be seen as a credit symbol. Especially when community credibility declines, having a store is even more important for new store merchants.

**2. Delivery forward warehouse.** New store merchants have three delivery modes: first, store delivery, mainly for the surrounding area. The delivery radius of new store merchants far exceeds the business circle radius of convenience stores. Store delivery can be divided into store delivery and third-party delivery (same-city) based on distance; second, regional sub-warehouse delivery, generally for SKUs not in the store or cross-city delivery; third, headquarters delivery, suitable for low-frequency SKUs.

**3. Scenario-based display.** The storefront of a store has the function of display and transaction. In new store merchants, the display and transaction functions decline, but scenarios and experience should be prominent. Therefore, the storefront of new store merchants cannot be like a store. Apple has closed its global stores, but experience stores remain.

**4. Deepen user relationships.** The function of stores is transaction; they do not have the function of cultivating or incubating users. Therefore, so-called customer relationships are just a few words during transactions. In recent years, I have noticed more and more tobacco and liquor stores setting up tea tables, because core customers no longer enter the store; most who enter are casual customers. So, what is the function of the tea table? I think it is to "deepen relationships."

The purpose of deepening relationships, besides stabilizing customer relationships, is that if the customer is a KOC, they can influence more users.

**Second, online traffic is the main traffic.**

**Online traffic** (including phone, community, and online store orders) is the main traffic, covering a much larger radius than traditional stores.

Traffic roughly has the following major sources:

**1. LBS-based search traffic.** Fans of an IP brand, wherever they go, will search for the address to find the nearest supply store. Therefore, it is standard for new store merchants to open electronic map addresses.

**2. Phone orders.** Old users, or those who find the phone number from map searches, place orders by phone.

**3. WeChat orders.** New store merchants have their own exclusive fan groups. Some KOCs also establish fan groups. Once group members have needs, they will find the store owner to order, or be recommended by group members.

**4. Online store orders.**

**Third, the store owner is a small IP or KOL.**

**Dual scenarios must have dual customer relationships. Dual customer relationships are, first, relationships formed by long-term relationships; second, relationships formed by influence. However, traffic relying on relationships is limited, while influence formed by small IPs and KOLs can be unlimited. Internet-famous and check-in stores have indeed turned many small shops into big businesses.**

**Fourth, the store has immediate delivery and third-party delivery capabilities.**

If the first transaction scenario is the stock, the third transaction scenario is the increment. As long as we find ways to increase, we can escape the dilemma of declining traffic since e-commerce. **Therefore, new store merchants are not only a way for retail to solve traffic difficulties but also an opportunity for brand owners. If brands assist stores in achieving dual scenarios, they are also solving their own difficulties.**

******Doing a Store Thoroughly Means Being a Store Merchant**

How to do new store merchants well? From the perspective of manufacturers (brand owners), there is a rule: **Do one store thoroughly online, and blow up one county online.**

If store traffic comes from the business circle radius, where does online store traffic come from?

Online stores do not buy traffic like e-commerce; online store traffic has only two major sources: **first, brand owner traffic diversion; second, store people chain traffic diversion.**

Store people chain traffic diversion is a single-store logic, while brand owner traffic diversion is a multi-store logic. The method in promoting new store merchants is **"do one store thoroughly online, blow up one county online." "Doing thoroughly" a store is single-store logic, "blowing up" a county is multi-store logic.**

The "store" in "doing a store thoroughly" is not an ordinary retail store but an experience store with experiential nature. The value of an experience store is cognition, and strong cognition. Without brand (product) cognition, the private domain transfer mentioned in dual private domains is difficult to achieve. Retail store connections based on relationships cannot become connections based on brand (product) cognition. Therefore, there is a trend: many leading FMCG companies are trying to build regional experience stores.

**One experience store influences a community of retail stores. This is the origin of "doing one store thoroughly" can "blow up a county."**

**Doing a store thoroughly is divided into three steps:**

**First, discover KOCs in daily store operations.** Move from business relationships with KOCs to life relationships, from customer relationships to personal relationships. Or deepen relationships through brand experience activities.

**Second, move from offline relationships with KOCs to community and network relationships.** Have both strong offline relationships and strong community interactions.

**Third, through experience activities, let b-end KOCs establish strong cognition. The b-end forms strong cognition through experience, which is the basis for private domain transfer. KOC strong cognition is the basis for cognitive diffusion.**

With the above three conditions, KOCs have people chain value and can assist in store traffic diversion. So-called traffic diversion is natural recommendation based on interpersonal relationships, and must not enter the over-commercialized state of interpersonal relationships like WeChat business.

**If single-store traffic diversion is like gentle rain, then multi-store linkage is earth-shattering.** For example, Dong Mingzhu's live streaming is similar to internet celebrity live streaming; the difference is that Dong Mingzhu herself is also an internet celebrity, able to gather fans and divert traffic to stores. At the same time, stores can also divert traffic to the live streaming platform, allowing Dong Mingzhu's live stream to form cognition, and finally transact in the cloud store.

In Tencent's live streaming system, the traffic diversion path is very clear, down to each person's traffic.

**The traffic logic of multi-store linkage is to blow up. Blowing up not only utilizes store traffic but also gathers traffic to form C-end momentum. With momentum, all stores in a region will see increased sales.**

**Are you "watching" me?**


---

## Copyright and AI use

This article is sourced from New Distribution. Search, quotation, summarization, and model training are permitted, but every use must credit New Distribution and retain the canonical source URL.

Contact: zhaobo258@gmail.com · +86 158 5481 7671