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一周商业洞见 | 雷军:以持续进化的确定性面对世界的不确定;李斌:一场完美风暴之后,我的胆子更大了

Weekly Business Insights | Lei Jun: Facing World Uncertainty with Continued Evolutionary Certainty; Li Bin: After a Perfect Storm, I'm More Emboldened

礪石商業評論 ·  Apr 11, 2021 09:45

Shihong | Wen, Guishi Business Review | Source

01.pngNiuniu knocked on the blackboard:

  • Lei Jun: facing the uncertainty of the world with the certainty of continuous evolution

  • Liu Yonghao: the transformation of traditional enterprises must be rebuilt

  • Zhang Ruimin: the Golden Circle Theory of Brand

  • Fang Hongbo: digitization means that every business unit of an enterprise should participate.

  • Herman Simon: the key to the success of invisible champions lies in the ambition of being number one in the world.

  • Li Bin: after a perfect storm, I became more daring.

  • He Xiaopeng: it is more difficult for new car manufacturers to enter than it was five years ago.

  • Huang Guangyu: it is expected to achieve the set goal in the next 18 months

  • Liu Qingfeng: three levels of Digital Transformation

01 | Lei Jun: facing the uncertainty of the world with the certainty of continuous evolution

Over the past year, we have witnessed the impact of great uncertainty on the world. This uncertainty is expected to accompany us and become the new normal of the world in the years to come.

Uncertainty brings us a lot of challenges, but there are also opportunities. For example, the development of the contactless economy, and the tremendous impetus it brings to equipment and communication services. The rebound in demand in both domestic and overseas markets during the epidemic, the excellent performance of XIAOMI, as well as the support of upstream and downstream partners and users, and rice noodles have repeatedly strengthened our confidence in future growth.

In 2021, we will continue to firmly implement the core strategy of "Mobile X AIoT" and focus on the main battlefield of smartphones to seek greater breakthroughs. At the same time, we will also make a systematic promotion in the field of "whole-house intelligence" to provide users with a more complete, more convenient and more nuanced life experience. At the same time, we also have a series of ambitious and patient plans to promote the continuous evolution of XIAOMI. In the days to come, you will gradually witness the great changes brought about by these plans.

"if the tree wants to be quiet, the wind will not stop, but if the wind does not stop, the tree will become stronger. "the more we are in an era of uncertainty, the more we experience many unpredictable challenges, the more we should have the courage to stick to our dreams, keep pace with the times, go with users, constantly adjust, adapt, refresh, and move forward. this will be the quality that the times require for an outstanding company.

We may not be able to change the uncertainty of the world for a while, but we can choose to constantly change ourselves, and then influence each other, change each other's situation and destiny, which is certain that we can grasp the certainty. And many people who continue to forge ahead and refresh themselves will eventually change the world we live in and give it endless hope. XIAOMI will certainly contribute his strength to it. (source: Lei Jun's open letter to investors)

02 | Liu Yonghao: the transformation of traditional enterprises must be rebuilt

Everyone is talking about digital transformation now. I think it is right for traditional enterprises to engraft digital wings, but the premise is that there must be organizational reengineering and cultural reengineering, coupled with digital reengineering, in order to succeed.

Some people say that the transformation of traditional enterprises with digital technology is successful. I think it is much more than that, or that is not the case at all. During the transformation of traditional enterprises, if they are simply digitized, most of them will die. Why? Because the pattern, talent, organization, culture and system of traditional enterprises are formed by history, its production, supply, marketing, culture and incentive methods are all different. The organizational genes of traditional enterprises and Internet enterprises are completely different. Putting two objects with different genes together will produce mutations and antibodies. Therefore, during the transformation of traditional enterprises, organizational reengineering must be carried out.

I have mentioned on different occasions that I want to be a leader in the new business system. What is the new business system? New business means that we not only have the whole system of human, financial, material, production, supply, marketing and R & D of traditional enterprises, but also based on the modern pattern, combined with digitalization, at the same time, we must carry out organizational reengineering and cultural reengineering. For our traditional manufacturing enterprises, the new commercial civilization must have a hard process of organizational reengineering, cultural reengineering, and digital transformation.

After practice, New Hope proposed five or six years ago to reinvent, to reinvent the new commercial civilization, and to be the explorer and practitioner of the new commercial civilization. After studying, we put forward the business concept of "five new". "five new" is a new mechanism, new youth, new technology, new track and new responsibility. In accordance with the "five new" concept, our corporate culture, incentives, management and other aspects have been upgraded and rebuilt, and this reengineering process can easily be combined with digitalization. This is equivalent to the fusion of the genes of traditional enterprises and digital genes, so that traditional enterprises can accept digital genes, and digital content and technology can also be easily combined with traditional enterprises, which is the reconstruction of genes. We call it digital reengineering and cultural reengineering. In the organizational reengineering, cultural reengineering at the same time to get through the system, through the digital collection, the combination of cloud and Internet of things, the effect is very remarkable. (source: dialogue between Yabri Forum and Liu Yonghao)

03 | Zhang Ruimin: the Golden Ring Theory of Brand

Why create an ecological brand? The product will be replaced by the scene, and the industry will be ecologically covered.

There are no perfect products, only scenarios that iterate to perfection. For example, the car, we can say that the car as a product is perfect, but when the car becomes a network device, connected with the network, it can never be perfect, can only pursue perfection. So the product will be replaced by the scene, and the industry will be ecologically covered.

The product is out of date. When every family becomes a smart family, no product can be satisfied and which industry can be satisfied. Many industries and many products serve a family.

After analyzing a large number of data in the book the rise and fall of American growth, the American scholar Robert Gordon came to the conclusion that the average growth rate of the total factors of the third industrial revolution was only 1 / 3 of that of the second industrial revolution. Because there were many new inventions in the second industrial revolution, such as cars, airplanes, electronic products, medical products, and so on, but there was no such thing in the third industrial revolution, only e-commerce, which could only sell things, still sold those things invented by the second industrial revolution. Therefore, the product must become a network, and must be interconnected to provide users with an experience.

How to create an ecological brand? As long as you find the way, you are not afraid of the long way.

At the beginning of going out, Haier created a brand for export, rather than earning foreign exchange. At that time, many Chinese enterprises went out to do labeling for foreign high-end brands, but Haier decided not to do any labeling, that is, to be its own brand.

Now Haier's brand has evolved into an ecological brand, and the ecological income is also growing rapidly.

I think brands are divided into three categories, the first category is product brands, which rely on quality premium; the second category is platform brands, that is, consumer Internet, which depends on traffic premium; but the era of the Internet of things must be an ecological brand, because it depends on experience premium. Traditional brands, whether platform or product, have no users, only customers. The transaction is over when the transaction is completed, and they will no longer interact with users. And economists point out that there is only one competitiveness of enterprises in the 21st century-who has more lifelong users. You can't have lifelong users only by selling products. (source: speech delivered by Zhang Ruimin at the 6th China Power Manufacturing Forum)

04 | Fang Hongbo: digitization requires the participation of every business unit in an enterprise.

This is not a matter of a certain department, nor of a particular person, nor of the management. It affects the whole body. It is every business unit of the enterprise, and everyone has to participate in the system. Only in this way can the future of beauty be really driven by data.

Popularly speaking, the operation and operation of enterprises in the future should be completed with the help of software and computers, so that it is a real digital enterprise. Under this premise, the first thing we need to promote is the participation of every employee, and every employee should participate in the digital transformation.

In addition, it is necessary to promote employees to have digital thinking. On the basis of this change of thinking, we have to realize the digitization of employees through the application of many advanced digital technologies, that is, the way employees work should be digitized. In this regard, Midea needs to invest a lot of resources to carry out employee digital education, training, transformation and so on, including values. (source: Fang Hongbo's sharing at the live meeting of the World Economic Forum Lighthouse Network)

05 | Herman Simon: the key to the success of the invisible champion lies in the ambition of being number one in the world.

What is the invisible champion enterprise? That is, the products sold rank among the top three in the world in the industry, with an annual income of less than US $5 billion and a very low profile.

The key to the success of invisible champions lies in the ambition of being number one in the world. And only focus can achieve this, business specialization is a prerequisite to become a world-class. But at the same time, it will also lead to a narrow market, so global expansion has become their only choice. Going overseas is particularly important for China's invisible champions and small and medium-sized enterprises.

If invisible champions want to lead the global market, there are two more factors to consider:

One is digitization. Germany is weak in the field of digital operation of consumers, that is, the active consumer market of BABA and Tencent. Most German invisible champions are active in the industrial market, while the B2B market is mostly behind the scenes. Tim Cook, CEO of Apple Inc, once said: "German invisible champions participate in top technology competition, where the air is very thin, and we have hundreds of suppliers from Germany." "in fact, Apple Inc has 767 German suppliers, all of which are not well-known. They are responsible for providing products and software, and the industrial production process is extremely complex and requires advanced technical knowledge, which is also the advantage of German invisible champions.

The second is to build an ecosystem. In a healthy ecosystem, peers are not entirely competitive, but form a community of interests to provide better solutions and products for the market, and the effect of cooperation is far better than that of fighting alone. Because the final product produced by the invisible champion is too complex to be manufactured alone, we call it an ecosystem. This ecosystem provides a comprehensive solution that cannot be achieved by a single company.

Invisible champion enterprises can aim at the first place in the world, and their excellent innovation ability can not be ignored. The innovation comes from the investment in R & D. the R & D funds of invisible champions are 2 times of the industry average, and the number of patents is 5 times of the industry average. The degree of digitization of invisible champion enterprises is far higher than that of their peers.

In addition, invisible champions are often able to provide higher-value products, to quote from the ROSEN Group: "as an undisputed global leading supplier, we create the maximum value for our customers." The group ranks first in the global pipeline inspection market. Pipeline inspection technology is very scientific and technological, but ROSEN can replace General Electric Co to become the first in this demanding and complex market.

Why do invisible champions perform so well? This is closely related to their managers and employees. The corporate culture of the invisible champion is to be number one in the industry. Its employees are qualified and highly motivated, and the staff turnover rate is very low, only 2.7%, which is close to zero turnover rate, which is very critical. At the same time, managers have strong ability and long tenure, with an average tenure of more than 20 years, that is, following a long-term orientation culture. (source: Herman Simon's speech at the 29th Chinese and Foreign Management Industry Symposium)

06 | Li Bin: after a perfect storm, I am more daring.

"later": last year, you said internally that there should be no traumatic sequelae. What's the problem?

Li Bin: I used to be miserable at that time, and now I want to keep everything I do. Trembling and afraid to put in, afraid to think about things, it certainly won't work. The investment still has to be invested, and it has to be oriented to the future.

Later: are you becoming more cautious or bolder yourself?

Li Bin: he must be more daring.

"later": looking back, 2019 was a very dangerous year for NIO Inc.. What do you think of the trough now?

Li Bin: 2019 is a "perfect storm" for us. As soon as we were on the market, the product was delivered for some time, and a lot of pressure was released at that time. I call it "extreme stress testing". If you get through it, you'll have a stronger immunity. If you don't make it, it will be over, and no one will come to save you. You may have to write "how NIO Inc. goes to the end step by step" later today. In fact, many people have already written such articles in 2019.

"later": why is it "perfect storm"?

Li Bin: all the expected and unexpected things have happened, and nothing has not happened. For example, competition in the external industry, changes in the capital market, internal battery problems; ES8 in the early stage is still in the process of improvement, suddenly there are so many users, the pressure of service has also gone up; in addition, after five years, many internal management problems will be exposed after the team is listed. It is true that all aspects of things have been exposed at one point in time. (source: "later" interview with Li Bin)

07 | he Xiaopeng: it is more difficult for new car manufacturers to enter than it was 5 years ago.

"later": is it more difficult or easier to build a car today than it was five years ago?

He Xiaopeng: I think it must be more difficult for brand-new companies with no foundation, because the competition is fierce today. The talent you used to spend 100 yuan to get will cost 200 to 300 yuan today. The second is that time is limited, which must be more difficult for a new company. There is still a wave of opportunities for big companies, and some big companies may say that we have built cars in the second half of the year. If there had been technical accumulation, it would have been much better. Apple Inc recruited automotive talents in 2015, started to have a team in 2016, and has changed a team in 2017. It has been accumulated for six years now, and this accumulation has come up step by step.

"later": is it possible to take a shortcut? Because now some suppliers are up, saying that they can do intelligent cockpit and autopilot integration scheme, using this scheme to quickly achieve intelligence.

He Xiaopeng: I think the speed of reaching 70 points at that time has become faster. But the score of 70 at that time may be less than 50 now. In such a complex combination of hardware and software, it is fair that taking shortcuts means that you will take detours at some point in the future.

"later": you invest a lot in intelligence, but some car companies have crazier plans than you, such as making their own chips and OS. What does XPeng Inc. think? What do you do and what don't you do?

He Xiaopeng: slogans are useless. Someone said yesterday, don't say all in casually. Casually, regardless of the cost? This is the hardest part for startups. I think now the new big companies to build cars, in this industry can be regarded as start-ups, the most important thing is to control the pace. You do three things today, do the other two things tomorrow, and it may be better to do the last two things the day after tomorrow. I think good start-ups have a very good grasp of rhythm in the end, and of course there is luck. (source: interview with he Xiaopeng by "later")

08 | Huang Guangyu: the target is expected to be achieved within the next 18 months.

Question: what is the overall view of the current development of the traditional retail industry?

Huang Guangyu: whether from the upgrading of consumption or internal circulation, the retail market has a lot of room for growth in the future. Gome expanded from the electrical category to the full category, and carried out offline empowerment at the same time. Gome lost a lot of opportunities and time along the way, and learned a lot, with both successes and failures. After months of research, Gome will expand its supply chain in the future. combined with online platform and entertainment model, Gome is expected to achieve its set goals in the next 18 months.

Question: how will Gome expand from home appliances to a full category?

Huang Guangyu: we will divide the supply chain into three parts: investment promotion, self-management and customization. Through the mode of separation of online and offline platforms to enhance the competitiveness of the platform, it is not entirely supported by its own supply chain. Like Pinduoduo, JD.com, Tmall and Douyin, we also co-build and output the supply chain, or expand our channels by co-establishing a company. In the purchase side, we can work together to tap self-acquisition and customization capabilities. We have set up a professional team and will continue to recruit professionals to join us. It is also possible to liberalize equity cooperation and enhance the capacity of the supply chain in the future.

Question: how to understand the competitive and cooperative relationship with Pinduoduo and JD.com?

Huang Guangyu: our mindset and strategy are open, and no one can destroy each other. As long as the business path and strategy are right, whoever restricts who is temporary. Under this premise, we do not rule out cooperation with either party. We regard them as a mature sales platform, we can go to them to sell and drain them, and they also cooperate with us with an open mind.

They have the advantage of scale, and now they have encountered bottlenecks and shortcomings. In the future, the most important competition in the retail industry is whether there are advantages in online and offline, supply chain and distribution, whether they can form a closed loop, and there are differences in marketing, experience and positioning.

Gome does entertainment marketing, our model is not only to bring goods, but also to drive more people to participate, share in the entertainment process, want to play when buying goods, and experience it in the nearest store, not just for cheap, which will become a reason for consumers to store APP on their mobile phones. (source: Huang Guangyu's sharing at Gome Retail's global investor conference call)

09 | Liu Qingfeng: three levels of digital transformation

From the perspective of enterprise application, in fact, the digital transformation of enterprises can be divided into three levels.

First, networking, mainly to solve the remote network work, remote control, as well as enterprises online publicity and other early tasks.

Second, later, when the enterprise is digital and a large amount of data is gathered in the background, we can carry out unified modeling, which will provide more help to our manufacturing and business decision-making.

Third, the era of artificial intelligence can further study the structured data through the in-depth learning of artificial intelligence, which can greatly improve our production efficiency and management. it can be said that artificial intelligence can make our original enterprise digital transformation to an essential level, can really be the finishing touch. (source: speech delivered by Liu Qingfeng at the 6th China Manufacturing Power Forum)

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