Within half a year, new projects must come out! Zhang Ruimin, Chairman and CEO of Haier Group, announced to the outside world for the first time at the annual meeting of Haier on 201416 that nearly 1,000 small and micro organizations under Haier have started the internal reform based on Internet thinking, that is, the reform of "enterprise platform, employee maker and user personalization".
At present, the first thing that appears seems to be a "small micro"-"Raytheon".
This Haier internal entrepreneurial organization, initiated by three post-80s boys Li Ning, Li Yanbing and Xin Li, mainly focuses on gaming laptops. At present, Raytheon, which was born only four months ago, has sold about 3,000 sets per month (the price of each set is 5,999-7,999 yuan), and the sales target for 20 14 years is 400 million yuan. Although this project is still in its infancy, from the outside world, Haier's "genetically modified" project based on Internet thinking has begun to really play a role.
Li Ning, born in 1986, is the product manager of Raytheon Project. When the reporter of China Business News held his business card with shiny silver and two big QR codes, you didn't know that he grew up in the soil of Haier, a traditional manufacturing enterprise.
On this young man's business card, you can't see any information related to "Haier", but he is indeed a member of Haier Maker Organization.
For Haier, Raytheon has experimental and symbolic significance; For Raytheon, in this huge traditional manufacturing enterprise "matrix" with as many as 70,000 people, it needs to survive hard to prove its existence value.
Three "Post-80s" Entrepreneurship Stories
"If you can't meet the needs of consumers, then the product is zero and the users are zero."
"What will you do when you know that this is an impossible task?" Li Ning told reporters that the first task he received in Haier was to complete the sales of Haier computers on the e-commerce platform.
"On the e-commerce platform, the price comparison becomes a breeze. Unfortunately, at this time, you find that your product is not as good as others in price, performance and brand. " Li Ning said that at that time, there were only two choices before him: the first was to stick to it and cultivate goodness; The second is to erase and start over.
In 2003, Haier Computer was founded by Haier Group and Jingcheng Electronic Technology Group, a subsidiary of Taiwan Province Baocheng Group. However, under the condition that the traditional pattern of PC market is relatively mature, Haier Computer has not broken through the tight encirclement and achieved the ideal differentiated rise.
"If you can't meet the needs of consumers, then the product is zero and the users are zero." Faced with great difficulties, the "post-85" boy and his friends chose "zero" and started over.
However, after "returning to zero", the next question facing this brand-new team is: how to reposition?
In 20 13 years, the whole PC market showed a shrinking trend, which was closely related to the strong development of mobile products. However, last year, although the whole PC market was in a downturn, it was a year of rapid development for game notebooks, and it did not seem to be affected by the whole industry. Not only that, because people who buy game notebooks are generally gamers, they emphasize product performance rather than price, so this kind of notebooks are generally higher than other types of products in price and profit.
Positioning himself in the game notebook computer business, Li Ning had the initial idea. On July 20 13, Li Yanbing, born after 1985 who was familiar with the upstream environment, and Xin Li, born after 1990 who was good at communicating with users at zero distance, were recruited, and a brand-new small and micro maker team-"Raytheon" was established in Haier, which started a difficult entrepreneurial process from scratch.
No interaction, no thunder.
Star products are not equal to perfect products, just as no one is perfect, and there is no topic of product perfection; The product is not perfect.
So how can a brand-new product be realized from scratch?
Interaction-using internet thinking to create, in Li Ning's view, this seems to be a good choice.
At first, Li Ning chose JD.COM Mall, a well-known B2C platform website, as the "base". On the platform of JD.COM, they collected 30,000 bad reviews about laptops, and attributed these 30,000 bad reviews to 13 problems, including bright spots on the screen and low resolution. "We want to build a star-rated product, and the goal is to solve these 13 problems."
"However, star products are not equal to perfect products. Just like no one is perfect, the perfect product has no topic and the perfect product has no time. " At this time, Li Ning was deeply influenced by Xiaomi's seven-character Internet thinking formula "focus, extreme, word of mouth and fast". In his view, if a new project wants to succeed, it must "exchange time for space".
"We only solved eight of the three problems of Raytheon's first generation product 13," Li Ning said. "We found Blue Sky Group, a well-known game OEM in Kunshan, and studied the improvement methods and performance of the products with them, and finally decided to go public first."
Of course, it is undeniable that after the first batch of 500 game books went on the market, the products gained a lot of bad reviews. For example, some customers report that there are occasional bright spots (white defects) on the screen. "I remember that 12 out of 500 people reported this problem." Li Ning said that at the beginning, he explained like a diplomat that according to national standards, "three bright spots can be repaired" and "all brands are inevitable". But later, he found that the communication effect was not ideal.
"Customers are basically gamers. They can be kings and heroes in the game. They also have the psychology of being king and dominating outside the game. " Li Ning said, "We need to study this kind of psychology and satisfy it."
"In the past, in the face of customers' questions, our response was to say' you don't understand' and' you have a problem'. The current method is to say,' I have a question',' How can I improve' and' My next-generation product has been improved'. " Li Ning said.
Haier's "Transgenic" Organization
Haier can clearly perceive the collision of two kinds of thinking inside, and some industry observers attribute it to: refrigerator thinking PK Raytheon thinking.
Li Ning told the reporter of China Business News that in fact, the products are not as bad as the customers said, they just want an attitude and attention. Once customers recognize your product, they will actively help you spread it and attract others' attention. "For example, in Wuxi, we have a customer named Yan Ge, who will take the initiative to help Raytheon sell products and help us answer questions raised by other customers in the QQ group." This is the customer generated by Raytheon through interaction, and it is also Raytheon's "iron powder".
Of course, this interaction is not only oriented to the product itself, but also includes the name and brand slogan of "Raytheon".
According to Li Ning, they found out the resources of game companies that have cooperated with Haier, such as Tencent and Shanda, and asked them to recommend some game unions and game teams, and then "sneak into" these groups. After a month's discussion, players mainly born after 1985 recognized that Raytheon's hammer was the originator of the game. In addition, Raytheon represented a culture in Europe at that time, and online games started there. So Li Ning also chose "Raytheon" to name the project. "including Raytheon's brand slogan:' lightning speed, amazing service' is also produced here." Li Ning said.
From July of 20 13 to February of 12, a brand-new game "Raytheon" was booked by 30,000 people in only five months after the first batch of 500 units were sold out. Two batches of 3,000 sets were snapped up in 20 minutes, and they became the runner-up in the sales of game books in JD.COM Mall only half a year after publication.
Not only that, according to Li Ning, "Raytheon currently sells about 3,000 units a month, and its net profit can reach five points, while the net profit of some competitors' related products may not even reach one point. "
Of course, for this brand-new team, the next challenges are obvious, mainly from three aspects:
The first is how to build a sustainable interactive ecosystem.
At present, Raytheon "Team" has opened up "strategic strongholds" in three places, namely: Tencent QQ Group, Baidu Post Bar and WeChat. "But at present, the number of Raytheon fans has reached 6.5438+0.83 million, and the number of fans growing every day is as high as 7,000-8,000." Li Ning believes that with the current interaction and fan growth, the three strongholds are far from meeting Raytheon's service needs. They need to find and establish new strongholds and create new fan management tools. It is understood that Raytheon official website is currently under construction, and Li Ning needs to unite Raytheon's "small universe" with greater circle strength.
The second is how to establish fan rules and growth order.
According to Qin Wang, director of the Enterprise Management Research Office of the Institute of Industrial Economics of China Academy of Social Sciences, the biggest feature of the development of Internet economy is to achieve platform aggregation and reduce platform costs. However, the fundamental path that this development model relies on is that platform owners need to continuously obtain a lot of information. Only by establishing reasonable fan rules and growth order can the platform get more information. Whether the platform can establish good rules of the game after its growth is the key to ensure the sustainable growth of Raytheon.
The third is how to make new projects grow healthily in Haier soil.
Haier can clearly perceive the collision of two kinds of thinking inside, and some industry observers attribute it to: refrigerator thinking PK Raytheon thinking.
The so-called refrigerator thinking refers to Haier's internal traditional manufacturing thinking, which can also be called 1. In contrast, it is the customer interaction thinking and "suspension spring" thinking represented by Raytheon.
"If Raytheon wants to survive better and healthier, it is important to maintain the independence of Raytheon brand from Haier brand to a certain extent." An internal executive of Haier told reporters that next, Raytheon's development may go through three stages: independent operation-capital and investment-introducing venture capital. The last two steps are more of a breakthrough for Haier's "small micro" makers.
In the upcoming "6. 18", Raytheon began to prepare to instigate "World War II".
Leaving the meeting room where reporters met, Li Ning turned and entered another reception room, where they were waiting for their partners from JD.COM.