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为占领印尼庞大而有前途的市场,叫车应用正面临着激烈的竞争。与全球和区域巨头竞争,本地应用程序Go-Jek找到了一种方法来吸引重要的用户群,并获得大量资金,以推动其在超本地服务领域的多元化增长。
印度尼西亚的叫车应用程序Go-Jek是该国摩托车叫车的第一个推动者。以做市商的身份
雅加达每天有350万通勤者的市场仍然吸引着新的竞争对手抢购和优步。但是Go-Jek有着显著的优势,可以保持领先地位,并在摩托车骑乘市场之外进一步发展。
Go-Jek的增长战略
Go-Jek已经占领了一个很大一部分的叫车市场,它已经超越了运输领域。目前,该公司还推出了其他几项服务,以满足其庞大的用户群,同时加强其技术和金融生态系统的使用。凭借这一战略,Go-jek已成为印度尼西亚90%的市场份额和数字钱包(数字货币支付和管理)领域的领先者。
以下是主要服务清单:
·:摩托车骑行服务(从最初的Go-Jek应用程序更名为Go-Jek应用程序,现在成为所有服务的伞品牌)
·叫车服务
·食品配送服务
·发送:特快专递服务
·第三方商家的多元化市场
·卡车接送
·当地按摩服务
·清洁服务
·家庭美容服务
·表演和活动票务
·数字钱包
·医疗服务和在线药房
·汽车保养和服务
Go-jek的目标是专注于其印尼的核心市场,并控制其涉及的所有垂直市场。它的目标是从用户群中获取利益,同时从强大的政府支持中获益,在考虑区域性增长之前,通过各种行业进行扩张。
·Go-Jek对投资者的吸引力
成为印度尼西亚最大的数字服务平台是Go-Jek有趣的定位。这使得初创公司能够吸引大量资金,希望投资于蓬勃发展的印尼技术行业。凭借其在全国的立足点和多样化的投资组合,Go-Jek从投资者那里获得了5.5亿美元的资金,这些投资者被这种“一网打尽”的策略所吸引。
Go-Jek的创始人兼首席执行官Nadiem Makarim计划将这笔现金主要用于用户获取和保留。Go-Jek还将在策略上让用户参与其应用生态系统,熟悉其数字钱包,以无现金交易方式消费现有和即将推出的产品和服务。
Ride-hailing applications are weighing a fierce battle in Indonesia to conquer its large and promising market. Competing against global and regional giants, the local application Go-Jek has found a way to seduce an important base of users and secure large funding to fuel its diversified growth in hyper-local services.
ndonesian ride-hailing app Go-Jek was the first mover in motorcycle ride-hailing in the country. As the market maker in
The market of 3.5 million daily commuters in Jakarta is nonetheless attracting new competitors Grab and Uber. But Go-Jek has significant advantages to remain ahead of them and develop further, beyond the motorcycle ride market.
Go-Jek’s growth strategy
Having conquered a significant portion of the ride-hailing market, Go-Jek is moving beyond transport. It has now launched several other services to cater to its large users base while enhancing the use of its technological and financial eco-system. With this strategy, Go-Jek has notably become the leader in Indonesia for food delivery with 90% of the market, and in digital wallet (digital currency payment and management).
Here is main list of its services:
·Go-Ride: Motorcycle ride-hailing (renamed from the initial Go-Jek app which now serves as an umbrella brand for all services)
·Go-Car: Car-hailing service
·Go-Food: Food delivery services
·Go-Send: Express postal delivery services
·Go-Mart: Diversified marketplace for third party merchants
·Go-Box: Truck pick-up and delivery
·Go-Massage: Local massage services
·Go-Clean: Cleaning services
·Go-Glam: Home beauty services
·Go-Tix: Shows and events ticketing
·Go-Pay: Digital wallet
·Go-Med: Medical services and online pharmacy
·Go-Auto: Auto care and services
Go-Jek’s objective is to concentrate on its core market of Indonesia and control all the verticals in which it is involved. It aims at reaping the benefits from its user-base while profiting from its strong government support to expand through various industries before thinking of growing regionally.
Go-Jek’s attractiveness for investors
Becoming the largest platform for digital services in Indonesia is an interesting positioning for Go-Jek. It allows the startup to attract large funds looking to invest in the booming Indonesian technology sector. With its national foothold and diversified portfolio, Go-Jek has obtained 550 million US $ in funding from investors that are seduced by this “one-app-fits-all” strategy.
Go-Jek’s founder and CEO, Nadiem Makarim, is planning to invest this cash primarily in user acquisition and retention. Go-Jek will also spend tactically to make users involved in its app eco-system and familiar with its digital wallet to consume existing and upcoming products and services with cashless transactions.