丘晖：不会有第二个去哪儿，创业是一条新的荆棘路｜去哪儿系创业者

【环球旅讯 龚达皝】2015年10月26日这天，时任去哪儿机票事业群COO的丘晖，刚刚与家人一起，结束了在新西兰为期十多天的假期，登上回香港的航班，他照旧关机、睡觉，一如往常。

彼时，丘晖和老搭档杨威（CEO）领导下的机票事业群，有近700名员工，已经是一家大型互联网公司的规模了，机票也一直是去哪儿倚靠的支柱和最大的流量入口。

根据当时Q3的财报数据显示，去哪儿机票的季度出票总量已经达到3390万张，同比增长49.4%，进一步巩固了它在线机票市场第一的宝座。

丘晖清楚地记得，去哪儿机票出票量赶上携程，是在2013年9月份，去哪儿在纳斯达克敲钟前的事情了，“虽然在收入上可能要比携程要差，但我们的出票量第一次领先携程，之后，再也没有被他们反超。”

在上市前，携程与去哪儿还偶尔有合作，但上市后，在抢夺市场份额、实现盈利的压力下，两家在线旅游的巨头注定要决一胜负。双方公开的口水战、桌底下的小动作，自此不断，直到去哪儿被携程并购的消息传来。

临危受命

北京时间晚上9点多，丘晖在香港国际机场落地，打开手机后，一长串的未接电话提醒和微信消息通知如潮水般袭来，他盯着这些消息中“去哪儿被携程并购”的字眼，一脸错愕。

其实在当天下午，就不断传出去哪儿被携程并购的消息。晚上，随着携程CEO梁建章、去哪儿CEO庄辰超的内部邮件曝光，传言被坐实。

多数去哪儿高管和丘晖一样，对此一无所知，他坦言，听到消息大家都很震惊，“两家公司之前一直是对手，不断地打，当时我们也在国际机票上努力赶超携程，突然就被并购，成了一家人，团队其实很不适应，难以接受。”

这则消息也犹如一枚深水炸弹，在去哪儿的合作伙伴、供应商里炸开了锅，很多合作商也发信息给丘晖，谈论未来与OTA的合作机会与生存空间，有人看衰，有人看好。

携程并购去哪儿、艺龙后，在线旅游的硝烟也在那一刻戛然而止。在机酒等标品领域，携程已占据半壁江山，市场尘埃落定，许多人的命运也为之牵动。

机票市场上，携程加上去哪儿，基本掌握了航空公司50%的销售渠道，整体战略而言，去哪儿的机票业务也由进攻转为防守。节奏的变化也反应在团队心态上，原来团队憋着劲去追赶携程的势头，现在像突然泄了气的皮球。

丘晖也坦言，自己习惯了去哪儿一贯的进攻型打法，突然要改打防守，很不适应，加上多年来与机票打交道，也让丘晖有点疲倦。“我本来只打算在去哪儿待个3-5年的，之后要么去其它公司，要么自己去创业，哪想到最后在去哪儿整整待了6年。”丘晖感慨道。

在宣布并购的半个月后，一个代号叫“穿山甲”的C2B反向定价系统，在去哪儿机票业务上低调上线，这是去哪儿对在线机票市场的最后一次尝试，也是最具颠覆性的一次。上线一个月后，去哪儿就高调宣布，国际机票业务同比增长达350%。

好景不长，刚过完2016年元旦，去哪儿突然遭到9家航空公司联手封杀。有业内人士称，穿山甲系统就是此次航司封杀的导火索，它颠覆了传统机票的销售模式，也损害了航司利益，而负责这个项目的正是杨威。

在与航司的关系接近冰点下，杨威卸任机票事业群CEO，转而负责新成立的创新事业部，他牵头的穿山甲系统也被停用。当时，杨威和谌振宇找到丘晖，希望他能接任CEO，把机票业务扛起来。

面对与航司日益僵化的关系，的确需要有人去纾解局面，最后，丘晖选择站出来，接替杨威，出任机票事业群CEO。“杨威也是我在深圳航空的老搭档了，我加入去哪儿，也是在他多次邀请下的决定。”丘晖介绍道。

回顾当时的情形与心境，丘晖坦言，自己其实已经做好了去创业的打算，去尝试一些在去哪儿没有机会落地的东西，但既然选择站出来，他也很清楚自己的职责。

从1月20日接任，到7月5日离任，丘晖是去哪儿机票事业群在任时间最短的一位CEO。在这半年里，大多数时间他充当着救火队长的角色，一点点去抚平与航司之间的裂隙。当去哪儿与航司之间的误解消除的差不多了，丘晖也到了告别的时候。

从2010年3月加入，到2016年7月离开，“冒险”从传统航司进入在线旅游的丘晖，与最早只有9个人的机票组同事一起，搭建了去哪儿的TTS体系、供应链，组建了产品和运营团队，主导了产品全面包装与转型等重大事件。

在去哪儿的6年生涯中，他个人也得到了充分发展，从刚加入时的产品经理开始，历任产品总监、高级产品总监、COO、CEO等职。现在回想起来，去哪儿最吸引他的，还是团队那种不断超越的氛围。

丘晖的离去，也惊动了不少媒体，并纷纷揣测背后的原因：或因航司进一步挤压去哪儿生存空间；或因股权激励拿到不错的财务回报；以及对去哪儿私有化将减弱管理层控制力的预期。无论如何，丘晖已经踏上了新的未知旅程。

翻开新篇

离职后第50天，也就是8月25日，丘晖的创业项目“就旅行”在长沙成立，他跃跃欲试，准备把那些酝酿许久的想法，那些无法在去哪儿落地的想法，悉数付诸于就旅行上。

这次创业，就旅行不仅沿袭了去哪儿“不问身份、大声说话，鼓励试错、快速迭代”的企业文化，丘晖还把去哪儿机票事业群大半个管理团队也带了出来。

原来去哪儿机票事业群供应链管理部总经理肖宇、COO李沛、CTO孟祥亮，分别出任就旅行总裁、运营合伙人、技术合伙人。

在丘晖看来，尽管携程和去哪儿占据着机票市场的半壁江山，但仍然有未被巨头覆盖的地方。比如在线上标品市场，携程偏重商旅，去哪儿偏重低价，年轻客群还没有获得足够重视。

另外在线下市场，旅行社和TMC的机票供应链一直很薄弱，虽然携程和去哪儿的供应链非常强，但他们似乎专注于个人旅客，并不打算服务这些To B的链条。

这就是丘晖看到的机会，瞄准C端年轻客群，特别是90后消费者，通过大数据，为他们提供具有竞争力的低价组合产品。

为吸引年轻用户，就旅行的App采用了卡通、小清新风格的设计；后端也采用了之前在去哪儿不敢做的架构，“新的架构更轻，也更先进，都是跟着我们从去哪儿出来的几个年轻技术做的。”丘晖介绍说。

在他的规划中，就旅行未来还将帮助年轻客群智能规划出行线路，提供相应的机票+旅行的打包产品；将采取年轻人喜爱的轻社交低价拼团模式进行销售；推出以游戏互动形式的低价预测功能，帮助用户监测最合适的票价。

这些都是在去哪儿没有过的尝试。“但是在初期，我们还是决定先做自己擅长的，把机票酒店等标品上线再说，之后再一点点迭代，或做定制，或做机票打包产品。”丘晖说，“先把供应链、技术和C端新理念这3大优势发挥出来。”

但是从C端切入的创业项目，最大问题依然是流量从哪里来。丘晖意识到这点，他也并不打算像之前去哪儿一样，烧钱去做，而是选择与异业合作，在高校做线下活动，做新鲜的小工具来获取用户。

做了大半年，砸了几百万营销费用下去，丘晖发现，用户增长并没有起效，也没有突破原有几十万用户、几万日活的规模。他意识到，“携程和去哪儿已经垄断了在线机票市场的流量，就算你的体验做的再好，已经很难获得大量用户了。”

“发现行不通后，我们立刻停止了投入，公司毕竟还有研发成本和供应链成本。”丘晖说，“现在复盘来看，花几百万就想在机票市场砸出动静，难度太大，只能是以亿计，另外当时我们的产品还不成熟，就算继续砸下去，也竞争不过携程和去哪儿。”

丘晖也没想过要与巨头竞争，离开去哪儿时，他也与创业团队，包括和一些投资人沟通过，希望在市场上与OTA形成互补。“所以继续砸下去也没有必要，而且从投资人的角度来说，考虑到行业精准问题，也不会看好我们。”

转型B端

从事机票业务多年，丘晖清楚地知道，机票行业在日益规范下，通过低价竞争去获取C端客户是不合规的，而且用户也越来越重视体验和服务，每家公司都必须在同样价格水平下做出自己的特色去吸引客户。

就旅行的计划是通过机票+玩乐、大交通行程拼接和社交拼团等新产品理念，加上校园推广和异业合作的差异化市场策略去获得年轻用户和流量。但是在巨头垄断的时代，新品牌获得用户还是需要大规模的市场推广，烧钱跟OTA对拼也违背了创业的初衷。

因此，跟团队充分沟通后，丘晖迅速调整了方向，转型B端，专注于供应链技术整合。充分发挥就旅行在供应链整合能力和搜索与交易技术上的优势。

公司成立切入C端的时候，为了夯实基础，B端的供应链也在布局，主要是为供应链薄弱的旅行社和TMC提供解决方案，帮助他们提高采购、交易的效率。

不仅是技术层面的解决方案，就旅行也在思考，怎么把航司、机票代理和旅行社的产品整合进来，怎么帮助客户找到服务好、价格低的供应商，等供应链层面的解决方案。

停掉了投入的C端业务，也渐渐没了声响，丘晖这才认识到，C端创业不抱大腿做几乎是死路一条，“流量太贵了，不是OTA把流量变贵了，而是被某些行业炒的特别高，比如金融行业、视频直播，甚至是一些灰色行业。”

今年4月，就旅行的App索性不再更新，5月份，C端业务停止运营。之后，就旅行开始全力布局B端业务，为客户创造新的价值。“毕竟做B端可以控制成本，实现收支平衡嘛。”丘晖坦白道。

自己很难再获取流量，那为什么不帮助那些有流量、有客源的企业客户做好机票和相关业务呢？就旅行转型背后的逻辑，其实很简单，就是充分利用好自己的优势，把优势赋能客户，从中实现价值与商业变现。

丘晖介绍，目前就旅行主要业务有两块。

一块是针对供应商，利用技术帮助他们做供应链，或者通过优化提高效率，然后把供应商的产品整合起来，提供给供应商自己的手机和PC商城、线上的流量平台（除OTA外），线下的旅行社门店、TMC等。

一块是针对有流量的客户，把整合好的产品供应链接给他们，包括机+酒、机+X的打包产品，向他们提供技术和数据支持，提高交易效率，帮他们做市场营销。

另外，就旅行也为旅行社门店搭建信息化的供应链。

丘晖还透露，在与航司、大旅行社形成良好的合作关系后，就旅行打算尝试做点包机、团队的产品，拿库存整合线下的旅游、服务和特产等，打包做分销和技术提供商。“做供应链这么久了，我们也想拓展点新业务。”

不过，转型的关键问题在于，那些有流量、有客源的企业客户，在巨头林立的市场缝隙下，究竟能获得多少流量、多大的客源市场。对此，丘晖表示，中国互联网的流量，开始变得越来越分散，开始沉到线下。

“2015年下半年，我们已经察觉到线上流量开始随着手机出货量的下滑而萎缩，但整体的流量还在增长，唯一的解释就是，流量重新回到线下，回到了人与人之间。”C端的挫败，加深了丘晖对流量的认识。

?“现在你也看到了，OTA都在向线下要增量，纷纷开门店、做旅行社。”

“在线上，OTA其实只占30-40%，其它线上平台，包括做旅行媒体、搜索、生活服务的，他们都有流量和用户，只不过他们没有机票或旅游产品相关的业务能力。”丘晖解释道。在线下，像机票代理、TMC，三四线城市做直客的旅行社，也有固定的客源和流量。

这次就旅行转型B端面临的另一个问题是，原来的机票B2B平台，在航司去平台化和提直降代的政策下，纷纷转型，寻求新的价值和定位，就旅行能否在线下市场立足，需要有足够的资源和创新的思维，原来的老路已经走不通了。

记者手记

转型后的就旅行，工作重心也放在了供应链的整合，以及线下业务的拓展上。“我们打算把跟机票相关的产品都整合进来，然后把整个供应链拓展到线下去，这个渠道一旦被打通，就不只是卖机票了，也能卖旅游产品，或是其它。”

就旅行团队庆祝业务突破

丘晖坦言，这个过程考验团队的营销能力和销售技巧，接下来会琢磨一些新鲜的玩法，把更多供应商的产品拿上来，再通过客户，把更多产品卖出去。“核心就是两件事，整合供应链做效率提升，拓展线下做市场覆盖。”

谈及创业的感受，丘晖表示，最大的感触就是原来在去哪儿有专门的团队负责运维，系统很稳定，独立创业就失去了这些支持，需要自己去学数据库和运维的技术，摸着石头过河不说，投入还很高，不划算。

“独立创业的好处是灵活，船小好掉头，团队讨论完就可以拍板。在大公司里创业，凡是涉及到资金和对外合作的事情，都有严格的审批流程。像公司业务转型这种，也只有在小公司才可能实现。”丘晖如是说。

据了解，目前就旅行团队稳定扩张，并且今年第三季度开始，已突破了盈亏平衡点，实现盈利，势头正好，丘晖和他的团队正在一步一个脚印前行，他的创业故事还将继续。

【9月27日，环球旅讯发布“去哪儿系创业者”系列文章第一篇《航路信息CEO詹谊：创业之后，尽量淡化“去哪儿”这个标签”》 9月29日，环球旅讯将继续发布“去哪儿系创业者”系列文章的第三篇，讲述的是去哪儿价格战的始与终，正好贯穿了一位酒店人在去哪儿生涯的聚与散。如今这位酒店人虽已投身创业，但回顾自己在去哪儿生涯中的成长、得失，仍有诸多感触和感悟。敬请关注。】

[Global travel news Gong Dahuang] on October 26, 2015, when he was where the ticket business group COO Qiu Hui, just with his family, at the end of the more than 10 day holiday in New Zealand, boarded the flight to Hongkong, he was off, sleep, as usual.

At that time, Qiu Hui and old partner Yang Wei (CEO) under the leadership of the ticket business group, has nearly 700 employees, is a large Internet Co in the size of the ticket, also has been a pillar where trust and maximum flow entrance.

According to Q3 earnings data at the time, where the total number of tickets to the season has reached 33 million 900 thousand tickets, an increase of 49.4%, further consolidate its online ticket market, the first throne.

Qiu Hui clearly remember where the amount of tickets to catch up with Ctrip, in 2013 September, where the NASDAQ bell ago, “ although it may be worse than Ctrip in income, but our volume of votes ahead for the first time in Ctrip, after no longer they overtake. ”

Prior to listing, also occasionally Ctrip and where to go, but after the listing, in the snatch market share, profit pressure, two online travel giant destined to fight. The two sides opened a war of words, small action under the table, since then, until the news of Ctrip merger.

Be entrusted with a mission at a critical and difficult moment

More than 9 pm Beijing time, Qiu Hui landed at Hong Kong International Airport, opened the mobile phone after a long series of missed calls reminder and WeChat message such as the flood hit, he stared at &ldquo in these messages; where is Ctrip acquisition of &rdquo words, face a fright.

In fact, in the afternoon, it was constantly sent to Ctrip where mergers and acquisitions news. The evening, with Ctrip CEO Liang Jianzhang, where CEO Zhuang Chen Chao's internal mail exposure, the rumors are that.

Where the majority of executives and Qiu Hui, are absolutely ignorant of he said, heard the news, everyone was shocked, “ before the two companies have been rivals, constantly playing, we were also in the international ticket Ctrip to catch up, and suddenly it was a merger, one family, the team is not suited, difficult to accept. ”

This news is like a water bombs, where partners, suppliers raged, many partners also send a message to Qiu Hui, talk about future cooperation with OTA opportunities and living space, some people look bad, some people optimistic about.

Ctrip mergers and acquisitions where to go, eLong, online travel smoke also came to an abrupt end at that moment. In the wine, wine and other items, Ctrip has accounted for half of the country, the market has settled, and many people's fate is also affected.

Ticket market, Ctrip plus where, basically mastered the airline's 50% sales channels, the overall strategy is concerned, where the ticket business has also changed from offensive to defensive. Changes in the rhythm also reflected in the team mentality, the original team was trying to catch up with the momentum of Ctrip, now like a sudden deflated air ball.

Qiu Hui also admitted that he was used to where the consistent offensive style of play, suddenly changed to play defense, very difficult to adapt, coupled with years of dealing with the ticket, but also to Qiu Hui a little tired. &ldquo: I was just going to stay there for 3-5 years, and then either go to another company or start my own business. Where did I end up staying for 6 years?. "&rdquo," Qiu Hui said with emotion.

In half a month after the merger announced, a code named &ldquo &rdquo C2B; pangolin; reverse pricing system, where the ticket business low-key on-line, this is where the last attempt for online ticket market, is also the most disruptive time. On the line a month later, where to high-profile announcement, international ticket business grew by 350%.

Good times don't last long, just after the 2016 New Year's day, where was suddenly 9 airline ban together. Insiders said that the pangolin system is the air department to ban the fuse, it subverts the traditional ticket sales model, but also damage the interests of the airlines, and this project is responsible for Yang Wei.

At close to freezing point with the air transport division, Yang Wei's departure ticket business group, CEO, turned to the new innovation division, and his lead pangolin system was deactivated. At that time, Yang Wei and Chen Zhenyu find Qiu Hui, I hope he can take over CEO, the ticket business carried up.

Faced with the increasingly rigid relationship between the airlines, it really needs someone to ease the situation, and finally, Qiu Hui chose to stand out and replace Yang Wei, as the ticket business group CEO. “ Yang Wei is also my old partner in Shenzhen Airlines; where I joined him was also decided by many times he invited me. "&rdquo," Qiu Hui introduced.

Review the situation and state of mind at that time, Qiu Hui frankly, I was ready to start going to try some where no chance of landing, but since the choice to stand up, he is also very aware of their responsibilities.

From January 20th to take over, leaving in July 5th, Qiu Hui is where to go ticket business group in the shortest time in one CEO?. For the first half of the year, he served as the captain of the fire brigade, and a little to smooth the gap between the ship and the ship. The misunderstanding between where to go and the airlines was almost eliminated, and Yau Hui was at the same time to say goodbye.

From March 2010 to July 2016 to join, leave, “ risk ” from the traditional navigation company enters online travel Qiu Hui, and only the first 9 individual ticket group colleagues, built where the TTS system, supply chain, set up product and operation team, leading the overall product packaging and other major transformation event.

In the 6 years of his career there, he was fully developed, starting with the product manager who had just joined, as the product director, senior product director, COO, CEO and others. Now, in retrospect, what attracted him the most was the atmosphere of the team's constant transcendence.

Leave Qiu Hui, also moved a lot of media, and speculated that the reason behind or because of our airlines where to go to further squeeze the living space; or for the equity incentive get good financial returns; and where privatization will weaken the management control expectations. In any case, Qiu Hui has embarked on a new unknown journey.

Open a new chapter

Fiftieth days after the departure, which is August 25th, Qiu Hui venture &ldquo travel; ” in Changsha was established, he was ready to put the brewing for a long time, ideas, who cannot go where the landing ideas into travel on all.

This venture, travel not only followed the &ldquo identity, ask where to go; speak loudly, encourage trial and error, fast iterative ” enterprise culture, Qiu Hui also where the ticket business group most of the management team is also brought out.

Where to go, the ticket business group, general manager of supply chain management Xiao Yu, COO, Li Pei, CTO, Meng Xiangliang, respectively, as president of travel, operations partner, technical partner.

In Qiu Hui seems, although Ctrip and where to occupy the ticket market half of the country, but there are still not covered by giants. For example, online superscript products market, Ctrip emphasis on business travel, where to emphasize the low price, young customer base has not yet received enough attention.

In addition to online travel ticket market, supply chain and TMC has been very weak, although Ctrip and go where the supply chain is very strong, but they seem to focus on individual travelers, does not intend to these To B service chain.

This is Qiu Hui to see the opportunity to target the C end of the youth group, especially after 90 consumers, through big data, to provide them with a competitive combination of low-priced products.

In order to attract young people, travel App is designed by the cartoon, small fresh style is also used before; where dare to do architecture, “ the new architecture is more light, more advanced technology, are a few young followed us from where to go out to do. "&rdquo," said Qiu Hui.

In his plan, future travel will also help young consumers intelligent planning travel routes, and provide the corresponding products packaged air + travel; will take the young favorite low light social mission to fight mode sales; launched in the form of interactive games price forecast function, help users monitor the most appropriate fare.

These are the places where you have never tried. &ldquo, but in the early days, we decided to do what we were good at first, and then put the airline tickets, hotels and other labels on the line. After that, we could do a little bit more iterations, or do custom, or do airline packing products. &rdquo, Qiu Hui said, "&ldquo. First, bring the 3 major advantages of supply chain, technology, and C - side new concepts.". ”

However, from the C cut into the venture project, the biggest problem is still where traffic comes from. Qiu Hui aware of this, he does not intend to go where, as before, burn money to do, but choose to cooperate with different industries, in the university do offline activities, do fresh gadgets to obtain users.

Done for half a year, smashing millions of marketing costs go down, Qiu Hui found that user growth did not work, and did not break the original hundreds of thousands of users, tens of thousands of daily living scale. He realized that, &ldquo, Ctrip and where to go has monopolized the online ticket market traffic, even if you do better experience, it has been difficult to obtain a large number of users. ”

&ldquo. When we found out, we stopped investing immediately. After all, there were R & D costs and supply chain costs. ” “ Qiu Hui said, now the recovery disk, spend millions to hit out movement in the ticket market, too difficult, only to billions of dollars, and then we are still not mature, even continue to drop down, also compete with Ctrip and where to go. ”

Qiu Hui also did not want to compete with the giants, leaving where to go, he also with the entrepreneurial team, including and some investors ditch through, hoping to complement the formation of OTA in the market. &ldquo: so it's not necessary to continue to ruin it, and from the investor's point of view, we will not be optimistic about the accuracy of the industry. ”

Transition B side

In the ticket business for many years, Qiu Hui know clearly that the ticket industry in the increasingly standardized, through price competition to get the client C is non compliant, but also pay more attention to user experience and service, every company must make its own characteristics at the same price to attract customers.

The travel plan is based on the new product concept of "ticket + fun", "big transportation", "stitching" and "social networking", plus the differentiated marketing strategy of campus promotion and cross industry cooperation to obtain young users and traffic. However, in the era of monopoly, the new brand users still need large-scale marketing, burning money with OTA on the fight, but also contrary to the original intention of entrepreneurship.

因此，跟团队充分沟通后，丘晖迅速调整了方向，Transition B side，专注于供应链技术整合。充分发挥就旅行在供应链整合能力和搜索与交易技术上的优势。

When the company was cut into the C terminal, in order to consolidate the foundation, B side of the supply chain is also in the layout, mainly for the supply chain of weak travel agencies and TMC solutions to help them improve procurement, transaction efficiency.

Not only is the solution of the technical level, we are also thinking about how to travel, in our product integration, airlines ticket agent and travel agency, to help customers find a good service, low price of the supplier, supply chain solutions level.

Stopped into the C business, also has no sound, Qiu Hui this realized, C end enterprise does not hold the thigh almost is a dead end, “ the flow is too expensive, not OTA the traffic becomes expensive, but some industry speculation is particularly high, such as the financial industry, video direct sowing, and even some grey industry. ”

In April this year, the travel App simply no longer update, in May, C terminal business stop operations. After that, travel began to fully layout B end business, creating new value for customers. “ after all, B can control costs and make ends meet. ” Qiu Hui confessed.

It is difficult to obtain traffic, then why not help those who have traffic, tourist enterprises customers do ticket and related business? The logic behind the travel transition is, in fact, very simple, that is, make full use of their advantages, to the advantage of customers, from the realization of value and commercial realization.

Qiu Hui introduced, the current major business travel two.

One is for the supplier, using technology to help them make the supply chain, or by optimizing the efficiency, then the products integrate suppliers, suppliers provide their mobile phone and PC mall, the flow line platform (except OTA), offline travel stores, TMC etc..

One is the flow of customers, the product supply chain integration to them, including packaged products, machine +X machine + wine, and provide technical support to their data, improve the efficiency of the transaction, help them to do marketing.

In addition, the travel agency for travel agencies to build an information supply chain.

Qiu Hui also revealed that the formation of good relations of cooperation with airlines division, travel agency, travel to try charter, team of product, take inventory of line tourism, services and products such as packaging, distribution and technology providers. &ldquo: we've been doing the supply chain so long, and we want to expand our new business. ”

However, the key issue lies in the transformation, those who have the flow, the source of enterprise customers, in the giant bristly market gap, how much traffic, how much tourist market?. To this, Qiu Hui expresses, the flow of Chinese Internet begins to become more and more dispersive, begin to sink next line.

“ the second half of 2015, we have been aware of online traffic began to shrink as mobile phone shipments decline, but the overall traffic continues to grow, the only explanation is that flow back to the line, back between people. ” C side defeat, deepened Qiu Hui's understanding of the flow.

? “ now you also see, OTA are in line to incremental, have opened the shop, do travel agency. ”

“ online, OTA is just 30-40% and other online platforms, including travel media, search, service life, they all have traffic and users, but they don't have a ticket or business related tourism products. "&rdquo," explained Qiu hui. Online, such as air ticket agent, TMC, three or four line cities do direct passenger travel agencies, but also have fixed source and flow.

这次就旅行Transition B side面临的另一个问题是，原来的机票B2B平台，在航司去平台化和提直降代的政策下，纷纷转型，寻求新的价值和定位，就旅行能否在线下市场立足，需要有足够的资源和创新的思维，原来的老路已经走不通了。

Reporter notes

After the transformation of travel, the focus of work is also on the integration of the supply chain, as well as the expansion of offline business. “ we intend to ticket related products are integrated in the whole supply chain, and then extended to the line down, this channel once opened, will not only sell tickets, can sell tourism products, or other. ”

Celebrate business breakthroughs with travel teams

Qiu Hui admitted that the process of testing the team's marketing capabilities and sales skills, and then will consider some of the fresh play, more suppliers of products to take up, and then through customers to sell more products. &ldquo: the core is two things, the integration of supply chain to improve efficiency, expand the line to do market coverage. ”

Turning entrepreneurial experience, Qiu Hui said, the biggest feeling is that where has a special team responsible for the operation and maintenance system is stable, independent business will lose the support, you need to learn database and maintenance technology, the stones do not say, investment is also very high, is not worthwhile.

&ldquo, the advantage of independent entrepreneurship is flexibility, small boat U-turn, the team discussion can be finalized. In a big company, all the matters involving capital and foreign cooperation have strict approval procedures. Such as the transformation of the company, this is only possible in small companies to achieve. ” Qiu Huiru said.

It is understood that the current travel team stable expansion, and in the third quarter of this year, has exceeded the breakeven point, to achieve profitability, the momentum is, Qiu Hui and his team are a step forward, his entrepreneurial story will continue.

[9月27日，环球旅讯发布“去哪儿系创业者”系列文章第一篇《航路信息CEO詹谊：创业之后，尽量淡化“去哪儿”这个标签”》 9月29日，环球旅讯将继续发布“去哪儿系创业者”系列文章的第三篇，讲述的是去哪儿价格战的始与终，正好贯穿了一位酒店人在去哪儿生涯的聚与散。如今这位酒店人虽已投身创业，但回顾自己在去哪儿生涯中的成长、得失，仍有诸多感触和感悟。敬请关注。】