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Their entrepreneurship is also at a time of changing consumption in China.

China today, in terms of per capita GDP, is equivalent to the United States in the late 1970s-80s. At that time, the US economy was recovering, many categories were concentrated, and the rapid development of real estate led to the rapid development of household products, household appliances and automobiles.

This is an opportunity for Li Xiang, Su Jun and other Chinese entrepreneurs, but if you want to seize this opportunity, there is still a lot of work to do. It is “learning”. They have to learn from others, from books, from the market, and more importantly, from problems.

Learning to learn, learning to solve problems, not onlyIt requires the personal promotion of the founder and the formation of an effective organization within the company. “Once you have formed such a system, in fact, the team will have a very important consensus that problems and solving problems are the process of creating value.” Li Want to say.

I talked with Su Jun and Li about their recent products, and also talked about their thinking about entrepreneurship and management. The following conversations have been edited without changing their intent:

: I would like to ask the two, what is your favorite place for their respective products?

Li thinks: I think what I like the most is whether I really meet the needs of users, and actually meeting users’ needs includes two aspects. One aspect is to meet the basic needs known to the user. Another thing that is more important is that users do n’t know their needs. When you put this product in front of him, he will find that this product is what I want. Some highlights of specific products are exerted by the team; but as the company’s operators, this is the most important point for us to build the product. As long as you meet the basic needs of the user, you also want the user to see it Say, it turns out that this is the feeling I want, it is such a sense of surprise.

Su Jun: In fact, my original intention of making a brand here is simple, that is, I want to make people live in a more beautiful environment. Because we have a certain ability and accumulation, and in a particularly good manufacturing environment like China, I particularly hope to inject the elements of beauty into the product and then pass the elements of beauty to consumers. I mainly look at the problem from this perspective, because it is actually an added value to some extent. At a time when consumption is relatively abundant, it is an added value. From the perspective of consumption upgrade, more and more people want to exchange a certain added value for a better life. I hope to meet this demand in this way. In fact, we can lead and guide this demand, because in our industry, the industry as a whole is relatively weak in this aspect, and we feel this sense of responsibility.

: If consumers are not aware of their needs, then how do you find out?

Li Xiang: Two aspects. I think in the first aspect, you have to know very clearly who the user you want is, and there are also trade-offs in terms of users. For example, the ideal car selection user is a home user, and a home user with children. Family households with children and ordinary household users are completely different from single users who do not have a family. So when you have a clear user group in your head, in fact, you can imagine the scene, it goesScenes, its current scenes, and future scenes. When you imagine these scenes, how do the products and scenes actually integrate? It became clearer and clearer.

And there is extensive discussion and extensive research on this thing, and finally it becomes more and more solid. I think this is a method we are good at, and we must know who your own users are. When you describe this user, everyone’s mind is the same. When you come up with this goal, you can see that the customers in your store are the same as what you want, and at this time we Go back and think very clearly.

Su Jun: To discover the needs of users, the first point for any company is to focus. You can’t do everything. If you can only do one thing, then You will become an expert in this matter. There are two elements to becoming an expert. The first is that you have this desire from the heart. For example, you will find many people who have good products. In fact, they are all product control, product geeks, or He is the collector of the product, and he has an extraordinary love for that field. This is one aspect.

Another one, any love must be transformed into ability through 10,000 hours of practice or accumulation of experience, and different disciplines. Because if you only stay on the passion, it can only become a hobby in the end, it will not become a real landing ability. But these two points are based on improvement, because, for example, Li wants to be a car and I am a smart home appliance. This is actually two narrow areas in the big industry, which are the two focus areas. Once you are in this area, The original motivation is love, then focus, continuous discovery, continuous training, and then you will become superhuman intuition in this field, this intuition is very important. Many times you can make a judgment quickly, but sometimes this judgment is based on logic, and sometimes it is not based on logic. But it ’s not that you are blindly judging, but that you have love, accumulation, and focus in the first place. In the process, it actually evolved into a kind of judgment. I think that the core of demand is actually This judgment.

: Where do you all get this new knowledge and new perspectives?

Lee thought: I think from my cornerIn terms of three aspects, the most basic is the professional knowledge of the team, because, for example, we ca n’t be the most professional when we make cars, and I cannot be the most professional in any field. So throughout the implementation process, you can actually get a lot of knowledge from the team. The second is normal reading. Purposeful reading, you will get the knowledge and information you need. The third is to talk to cattle people, to talk to various cattle people. When these three are put together, in fact, it is often said that whether you eat pork or lamb, you can grow Own meat.

Su Jun: Why do we come to Lakeside University together? Lakeside University is actually very complicated in the process of screening and interviews. Everyone is willing to come. In fact, I think it is the desire for knowledge. The desire for knowledge still comes from the desire to continuously upgrade themselves. So I think the core is to be motivated to learn first. Both of us must be learning people, or most of the entrepreneurs in this wave should be learning people, and make continuous evolution a pleasure. Whenever I learn something, or even have some enlightenment in my thinking, I will make myself very happy. I think this is a starting point, and there should be too many ways to acquire knowledge in this era. Recently we released a lamp. I call it the simplest desktop reading tool. I talked to a big V that day, and he said, “I think your definition is a bit problematic, because people do n’t read now, but not reading does n’t mean they do n’t learn, you will find that there are too many ways to get information now. , Even if it ’s a short stream of information, it ’s actually a way to get information. ” But I think Li and I think that it should not be just a commonality, but we have found a way to screen knowledge.

: But too many paths may not be a good thing.

Su Jun: There is a lot of knowledge. The key is how much you can digest or how much you can perceive. I think this is very important. Maybe we have found a way to screen and absorb knowledge, so we It’s not blind. Of course we have a lot of reading and information. But I don’t think this is the root cause of the efficiency difference. The root cause is the method of filtering.

: Do you have any deeper feelings recently?

Li thinks: The biggest feeling is that consumers ’demand for a good product actually exceeds our initial expectations. When you really make the product well enough, users are not so sensitive about what is 10,000 or 20,000 expensive and what is 10,000 or 20,000 cheaper. Users are in desperate need of good products, and the entire change in the automotive industry was too slow in the past. I think that the future development of cars will really develop more and more from the perspective of smart terminals. How do you provide users with an extraordinary sense of technology and convenient experience. The products you use and the organization behind you will have the opportunity to change this pattern and get a very advantageous position in the future no matter how powerful the car manufacturers are.

In the process of making cars, we were a bit blind and optimistic at the beginning. After doing this for a while, we were a bit overly pessimistic. We thought that traditional cars were very complicated and powerful, but when we really interacted with users, we felt as brand new. A more important terminal, the entire disruption of smartphones, will certainly happen in the automotive industry, but the cycle is slightly longer, but it will definitely happen.

Su Jun: In the early days, the industry used price to enter the market. Although it is also necessary to make the product to the extreme, it pays special attention to the optimization of cost through scale effects, and the rapid outbreak and transaction of the entire e-commerce, including the Internet efficiency platform. But at this point, we find that in fact the consumer market is changing, it is obvious that there is room for segmentation and value increment. China’s market is multi-polar, and some people may be extremely price-sensitive, but overall, the market is broad enough.

Where is the dilemma of the home appliance industry? The dilemma of the home appliance industry is that China’s home appliances actually beat Japan and South Korea in number. However, Chinese home appliances still lag behind in brand influence, cultural influence, true quality and technological innovation, which is a particularly big contradiction. Some companies may produce hundreds of millions of home appliances a year, but he is always competing in scale and cost. We see an opportunity, that is, a trend has emerged at the consumer’s end, and the trend of consumption has changed, making innovation possible. If everyone is unwilling to pay a premium for this additional aesthetic and technological value and innovation value, innovation will never be able to advance, because everyone will always be stuck in the competition of scale and cost, and can only rely on Changes in business models to gain survival opportunities.

The opportunity now is to recognize the value of innovation. This may make our entire industry or the country gradually get rid of the strategy of relying on cottage, scale and low prices. This is a particularly exciting one. thing.

: In the process of starting a business, do you ever feel the bottom of your heart?

Lee thinks: If a person, a team, or an organization has the ability to control the disk, then he basically does not have the problem you are talking about. When will it end? It is a business he has done. When he did it for three to three years, he found that when he planned to do it for three to three years, the business was not completed, and then the situation you said would appear. And a mature team, a good mature entrepreneur, he should review every week, review the progress of the three-year process. At this time it will not appear anything too unexpected.

Once you form such a system, the team will have a very important consensus that problems and solving problems are the process of creating value. If there is no such system and the ability to review, every time a problem arises, everyone is proving that I am right, I am okay, and are tangling right and wrong. When a system emerges, when a problem comes out, everyone sees feedback, but what they see is an opportunity. The process of solving the problem is directly regarded as a process of creating value. When do you say “This problem is so big, why didn’t I realize it?” It was because this company used to conceal the problem. Everyone instinctively hid the problem. Only then did this big problem fall. Because the big problems are accumulated by a bunch of small problems. If this company and this team don’t mind the emergence of the problem, they even think that solving the problem is the process of seeing value. Then there will not be the kind of problem that suddenly appeared one day. I think this is a necessary ability for modern management.

Su Jun: I always think that the limit of a company’s taste is the limit of that boss. I am particularly worried about my limit and the limit of the best person in our team. The artist is likely to have no action for a long time in the creative process, but once he breaks through, the result is achieved very quickly, but it is also possible that he can never break through. Later, I talked to one of the most influential sculptors in contemporary China, Teacher Wang, and I said, “What is the state of the people in the Central Academy of Fine Arts and the people who create art?” He said, “Art thinking depends on fostering, and it can even be called” free “, that is, to be free. If I am not free enough, I will never break that point , this is from artistic creation In terms of perspective. “

So you will see that there is actually some kind of conflict between him and our business logic. Our business logic is fast-paced, efficient, and fast-moving. But from an artistic perspective, it requires free space and slowly accumulates. So I have been thinking about how to create such a space for the team, and at the same time let the team’s capabilities exceed existing limits.

Because of this category, our opponent is the best international company, not the country.Within the business. From the perspective of aesthetic appliances, I think domestic appliances are “aesthetic wasteland”. I can hardly see any bright spots, but there are still many excellent companies and people in the international market. Well, if you are unable to achieve it, it is difficult to achieve our ideal. So I have been thinking, to a certain extent, I can build a system to promote its operation, but at the same time, how can I give the most potential points in this organization to give them ample space? Of course, this may have something to do with what Li thinks is the so-called gray level in their management. But how to better reflect in our positioning of life aesthetics, I will be more anxious in this area.

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