? Before talking about reading, let's take a look at the chronicle of Zhang Xiaolong, the godfather of China products.
1 year-old, 1969, from Hunan.
25 years old, 1994, graduated from graduate school.
28-year-old, 1997, got the first five-star work Foxmail, which is famous in the Jianghu.
32-year-old, 200 1 year, financially free,120,000 Foxmail was acquired, and I began to think about my soul, appearance and consciousness.
36-year-old, in 2005, he fell to the bottom because he messed up the QQ mailbox that Ma gave him and had high hopes.
At the age of 37, in 2006, she volunteered to be a seven-star mailbox like Dubai Yacht Hotel and was laughed at.
39-year-old, born again in 2008, QQ mailbox was rated as Tencent seven-star product.
4 1 year-old, 20 10/year-old, QQ drift bottle is a great success because it captures the loneliness of human nature.
In 4 1 year and 20 10/year, three internal departments of Tencent simultaneously launched the horse racing wechat product, wechat 1.0.
42 years old, 20 1 1 year old, the new function "shake" has become a killer.
43 years old, 20 12, the new function "friend circle" once again detonated the market and unified the rivers and lakes.
There are many angles to interpret his story, and I want to make two points:
? 1. To create unparalleled products, you must have Huigen: at the age of 28, you can become famous in the rivers and lakes, making it possible to rebound at the bottom. A fame may depend on luck, and the luck of continuous fame is useless;
? 2. To be an Internet product, age is not a problem; At the age of 39, I was reborn with QQ mailbox, and I polished WeChat at the age of 4/kloc-0. If you are not successful in your thirties, don't be discouraged;
? Let's talk about the feeling after reading it. Here are three deeply touched cases. I put the aphorism in the book in the rightmost column of the screenshot, but just look at it. This epigram may seem right today, but it will be wrong tomorrow. The key is to think independently while watching; ?
Case 1: How does KPCB Peng Kaihua Ying do continuity? Products; KPCB is well-known, as well as Ali/Baidu/JD.COM. COM/ shenzhou are all on their investment list; How to judge whether a company is on the verge of creating huge demand? The key clue is how far the company boss is from the customer's feedback. Entrepreneurial friends can reflect. Do you take time to pay attention to customer feedback regularly every day? Did you spend enough time? ?
The following is the judgment logic of KPCB Investment Software Company. SAAS startups can sit in the right place and look at the scores of products created by their own companies. To win the favor of KPCB, every item needs to be met, and most companies can only meet two or three of them; There is also a logic: cast an angel to see the concept, cast a round to see the product, cast b round to see the data, cast c round to see the competition, cast d round to see the return; Isn't this inconsistent with the logic of KPCB, product department? Even in the d round, we may still face collapse or be abandoned because of backwardness;
Case 2: about background factors: seemingly unrelated factors affect the success or failure of products; Cite the case of Kindle; In Amazon's ecosystem, we sell kindle hardware at a low price, then acquire users, and then profit from the online consumption of these new users. The book is interpreted from the kindle and Amazon products themselves. The Xerox Research Center, a magical R&D center, has reappeared. This R&D center is inextricably linked with the products of several big companies such as Apple/Amazon/Microsoft. One of the "seemingly unrelated factors" in this case is the support and promotion of the publishing house on the surface, because it touches its own interests and secretly opposes it, which becomes a big friction; In the process of enterprise growth, we must find out and solve these potential friction forces, otherwise, we don't know how to die when the enterprise dies;
Case 3: Still about background factors, do seemingly unrelated factors affect the success or failure of products? The case company is Tetra Pak, a Swedish company. The company's slogan is customer-centric. There are many companies shouting this slogan, but it is easier said than done, and few companies can combine knowledge with practice. His business model is simple and complicated. Quite simply, he is a packaging company. The complicated thing is that he has to get customers, get customers' customers, and get customers' customers, so the company can survive. This packaging company has also trained thousands of "seemingly unrelated" scientists, engineers and designers, in fact, in order to help customers solve all the problems; His process of entering the American market is also worth pondering. His style of play is somewhat similar to the summary of Crossing the Gap (highly recommended book). Select seed users first, then operate (serve) seed users well, and then "cross the gap"; ?
? Finally, how do corporate travel services create legends? Regarding the competition between Didi/Yizhi//Uber, the mismatch between the supply services provided by everyone and the needs of C and B terminals is very serious. As shown below, how can we turn "mismatch" into "positive match"? Don't watch it for the time being;
? Seeing this, do you have this feeling: "I know everything, but I still have a hard time"? Yes, your company's solution still depends on yourself. Reading can stimulate your thinking, which is enough value; ? Have a nice weekend!