The industry, first ask Zhao Oulun to speak.
Zhao Oulun: Your question is how to look at the spring of business services is coming, my feeling is that the spring is cold. One is the overall trend of the economy in 2019 or the main tone is not very good, whether it is the situation of China and the United States or the activity of the entire economy, it will be a little worse than before. But I still feel that corporate services are getting better and better. In the case of a worse economic environment, everyone’s spending has become more cautious, and the pursuit of efficiency is higher. They want to expand their income more. And reduce costs, so you need to survive this winter or when this economic trend is down. You said that this spring is coming, I think it’s about the same. From the first year of the so-called enterprise in 2015, the company that started in 2015 has disappeared, because I have just started to start a business with many startups, but now most of them are gone. In fact, corporate services are indeed a long-term business. I feel that it needs this economic cycle to give it a reminder that everyone is beginning to pursue more efficiency. So I think this is a good thing in 2019, but not everyone who does business can support it, and it is also an opportunity for a good entrepreneur. In this case, good people will come out of unreliable companies and gather more power to do more reliable things. Therefore, I am more optimistic about this matter. If you define spring as not a flourishing concept, The feeling of the upcoming sun is particularly appropriate. This is my feeling and feeling about the market trend.
Zhao Bin: From my own point of view, I can put a little longer because I did a business service ten years ago. If it compares with that time, it is spring now. And at the time I was a member of the founding engineering team. The company I was talking about was the first company I made in 2004. There are many customers in our customers who know it. But from the presentation of income to the value of services, to the recognition of the market and the size of the market, I feel that I can’t do it. But today I think it is good to exist in this market. I don’t know if it is spring or February.
Zhao Peng: I think that the people in the first year are divided into good people and bad people. Whenever you say the first year, you go up and do it yourself, white plus black, 5+2, 14 hours a day, or not doing it yourself. However, if you let others do it, such as GGV, when you say that it is the first year, you can do it yourself, or you can save money, or you can take good time. Anyone who sprays the next year, refuses to pay for it, and refuses to work, that is the bad guy. Is it the first year, everyone has their own ideas, the three of us are selling lives, and finally they are making money, we are all working hard here, so we are still qualified to say the first year. I want to say two data. The first company law was promulgated in 1993 and it has been 26 years old. Second, the term “market economy” is December 1992. It has a history of 27 years, so I feel that it is urgent. The concept of a legal corporate governance structure in the true sense is 26 years, the former ones.Compared with standard products, do you charge according to the seats?
Zhao Oulun: It’s not learned this year. In the US, I am doing car rental and P2P. In our business model, we like to charge every year, but if the customer wants to give three years of money, it can be. Because he wants certainty and stability, he will have some income for the second year if he charges every year. Not only the price increase, but also the cost of communication, there are internal assessments. So some bigger companies, as well as state-owned enterprises, hope that there will be three three-year stability, because the establishment of a management system, such as the recruitment management system, you need people to evaluate, this person spent two or three of them In the month, they hope to put this cost in three years instead of now. Of course, all of our customers are annualized, so we are doing something more extreme, of course, because our customer base is more technological. When you face a different customer group, your pricing is really different, so I think the answer depends on what kind of connection you have with your customers. I will briefly talk about the understanding of the year. Why do many investors like him saying that they don’t want to invest in TO B? We want to triple, but we have quadrupled last year. The advantage of this part is that after you do this year, all the things in the second year are based on that, and the SaaS in the United States is more predictable. The second is the product model. The contract I signed for the customer is one year. I will let my service team and product team put the customer’s voice very close. This is an organizational form of benefit. This is my business model. The understanding is essentially the connection to the customer.
Zhao Oulun: Back to prestige, because many of your business are big customers, please share with Zhao Bin, because I often see some startup companies, when they tell me the pricing, most of them will avoid their pricing. Ways to talk about the client’s budget, they will say that this customer has a budget of several million here this year, which means that my pricing method is actually not so important, or is tailored to local conditions, among your customers, is it not? It is also a budget system. Can we do it in full accordance with the flow and data volume?
Zhao Bin: We certainly don’t like the budget system very much. It is difficult to see in the Internet industry. Maybe the traditional industry budget system will be a little more. We can’t be completely SaaS by ourselves, a bit of a service like PaaS, and we can afford to give it to all apps. In fact, I think that some of the advantages of this model are reflected in the previous two parts shared by Zhao. For example, Zhao Peng said, your customers will always be smarter than you. If you don’t have a business, you should not do it. I think that SaaS reflects the view of this model to a certain extent. We are monthly. The advantage is that users will not consider it for a month, so you can consider replacing you next month. When we started this industry, we were the first one. The closest thing we could find before launching was actually some algorithms and technical modules. This is different from other services, at least for more than ten years.For example, an audio engine gives you, or according to the amount of APP you put, this one I handed it to you, and then basically I will see you again, I don’t care about you, I am happy, I am finished. Service task. On the one hand, SaaS has challenges for enterprises and service providers. The challenge is that users can repent at any time. With so much, I pay you so much. If I am not satisfied, I will change you. But I personally think that this reflects the values that were said at the time. Your customers should be smarter than you. Don’t think about the second one and you can do this. If you are on a monthly basis, it is okay, but as Zhao Oulen said, there are other models in this area. I think there are some other reasonable models. Perhaps the more traditional enterprise uses the budget method, which comes from the customer’s needs. If it is from the demand, you as a service provider, why not consider catering, or cooperate? Others are year-by-year. He is more of a customer’s relationship, and he is willing to use it in this way for the customer to have sufficient visibility into his own business plan. And then both sides are good. At this time, I believe that most people will say that I will give you a year-by-year binding. Can you give me a discount? As a business, this is a reasonable discussion.
Wu Chenwei: The next one is the problem of big customers and standardized services. This problem is very entangled. If you want to make your income bigger, it is essential to serve big customers. Big customers will have customized and project-oriented requirements. If you don’t, your customers will be more entangled. It’s also related to the product’s own capabilities, to the value and mission of your company, what kind of things you want to do, because at the end of the day, many companies, especially at an early stage, may not have such troubles now. But the problem is very struggling. Do you have any special strategies for the services, products and management of big customers? Or we insist on a standardized technology orientation.
Zhao Bin: I personally think that this problem is definitely not black and white. For such a business, big customers have their specific value. Of course, the easiest thing for everyone to think about is income. Can he bring you a lot of income? But there are still a lot of aspects, such as benchmarking, demonstration effects, or whether you can get the actual data and polishing, which are some of the motivations. How much extra cost and price do you are willing to pay for this big customer? This is actually a normal business consideration. In general, if you are faced with many big customers and small customers, my personal experience is to return to the efficiency of the company’s overall value creation. Are you doing less efficiency or doing more efficiency? This depends on different situations. We tend to improve our core competencies. It is a common appeal that covers all customers of all sizes and is relatively efficient.
Wu Chenwei: Very good answer, always judge according to the stage of the enterprise. Zhao Peng’s model is quite special. The Silicon Valley is the most admired in the market.This bottom-up approach is to first TO C, some people inside the team are using, and then everyone through the background data to find a door to do the sales of large customers, you will have special products and prices for big customers, you Do you make various judgments and special approvals every day when dealing with sales?
Zhao Peng: Just now a boss said that I have recently asked for a renewal fee. I have a decision here. I know that the value is usually 20,000 yuan. I sold it for 3,000. I will not take this discount. . Therefore, if you give a discount on this matter, it may be beneficial to this order, but once there is a discount, whoever has to discount the discount depends on the discount. It depends on the gains and losses of the discount. It depends on the sales in the company. Status, his leadership is not a small scorpion of VP. In general, the more human factors, the lower the productivity of the company. So for us, all our accounts are never discounted, and all products are not discounted. Some people will say that you are so free? In fact, for the organization of our stage, it has greatly reduced the internal consumption of this matter, there is more time you can explain. Customization is not customized, everyone is an entrepreneur, I think in order to survive, big customers let you customize what you customize, in order to develop, can not be customized without customization, see where you are, this time is the difference People say that you give me this place to get a feel, you do not customize this time? This is a bit loaded. But you are walking on a road, you can’t move it, you don’t have time to do things, it’s a great thing to do it again and again. Once you have a chance, you will feel that it is very remarkable to do it repeatedly, and you are afraid that you can’t find things that you do over and over again. To be alive, the customization is customized, developed, and can be customized without customization.
Wu Chenwei: You dismissed the boss’s needs. After we set the rules up, all the customers and all the sales are actually a unity of culture and culture. In fact, this makes a lot of things, a lot of Experience, the loss within many organizations is reduced to a minimum.
Zhao Peng: One is to participate in GGV activities, all of whom are themselves, it is very important not to discount this matter. Once you have a rule, the middle of the room from 80% to 10% in the middle, you will accidentally put your manager, some areas, some departments, you will put their butt not in a chair . Once you have a system or a system, the ass of several people in your family are not in a chair, and the impact is not only the improvement of management costs today.
Wu Chenwei: What is the size of the income we are in now? Going down, 100 million will become 500 million, 500 million will become 1 billion, and 1 billion will become 5 billion. Do you think that the extension of the current business model can be achieved?
Zhao Oulun: The starting point for everything is demand. We have been brewing and planning some of our new product lines and solutions for another year. The reason is that the customer wants, the customer has always said that the things you recruited are doing very well, and the previous ones have not been solved.This question, can you solve this problem again in our other pain points? So I think that all the starting point is demand. I think that the choice of business is to use such a thinking framework, that is, supply demand. There must be new demands, but no supply can be satisfied, or old needs are not well met. You use new supply and demand to solve, and that is the opportunity. If your supply is no different from others, you don’t have to do it. So we have made a very long-term argument, we have to do real and value real needs along the customer’s needs, providing unique solutions. We have more configuration than customization, and you have to insist on this matter for a long time. Zhao Peng said that everything is correct. We have got some capital support. To some extent, we don’t have to think about survival. So in some of our other software companies, we I got some Buffer and we can stick to a lot of things. I was particularly impressed. The financing at the end of 2016 was the hardest for us. Then GGV saw the long-term, and like the logic I said, they saw the future in the early days. For example, we do the same for SaaS. In the early days, we I believe that the things that are configured in the future can be developed into the largest market. We are not doing customization, but insisting that if you don’t stick to anything, you will have a hard time harvesting something.
Zhao Bin: We are a new ability or a new business, or a new product. This product is still evolving. The iteration of the product will take on different forms. If you want to grow, it will evolve, and then keep this. growing up.
Zhao Peng: About 20 million companies, replacing people every year, some people ran and then added people, or re-development, and then recruit people. Reasonably, an average company spends 10,000 yuan a year, provided that you really do this for others. Therefore, there will be other people who have done this for another 20 million companies. People are willing to give you 10,000, and there will be someone in the morning and evening. We are one of the candidates. As for how much you earn this year, how much you earn next year, normal development will be fine.