Source: Gravel Business Review
1. Mobile phones are an important part of personal affairs. Everyone has their own preferences. No one brand can dominate the world, find its own position, find its own niche, and live a good life.
2. Many big companies have made too many critical mistakes themselves, not because their opponents killed them.
3. Enterprises do not want to have a large-scale share, but to build a great brand with distinctive personality, which must be unique.
4. The Chinese mobile phone market is very open, and vivo pursues first-class capabilities rather than scale.
5. A brand will be truly healthy only if it survives in complete market competition. (In an exclusive interview with the media in 2014, he talked about the reasons why vivo decided not to participate in the centralized procurement and customization of operators)
6. The investment in the upstream and downstream side businesses is entirely based on the rapid development of the main business. Once the main business stalls, the entire industry will collapse. So I am particularly against vertical integration of upstream and downstream. The mobile phone industry is a manufacturing industry on the surface, but a consumer product in essence. And what I know best is consumer goods, so I don’t do anything else. (Interviewed by the media in 2014)
7. Vivo’s globalization strategy is “More Local, More Global”, respecting the local market, local culture, and local talents. Only in this way can local consumers take care of you.
8. The combination of artificial intelligence technology and mobile phones will change the original usage habits of users, giving users more powerful functions and a more intimate experience. Mobile phone manufacturers will also transform from traditional hardware producers to innovative technology companies of “hardware + software + services”. (Speech at the 2018 Boao Forum for Asia “Future Communication” sub-forum)
9. In the future, the shape of the mobile phone may change, and even the name will change, but as a core terminal connecting people with the outside world, its role is irreplaceable. Of course, as demand and technology upgrade, it needs to carry more functions and missions. First of all, the processing of digital information will require powerful artificial intelligence capabilities of mobile phones; secondly, the Internet of Everything requires mobile phones to be able to connect and control devices in various scenarios, and even to perform efficient operations on some scenarios through the built-in AI module of mobile phones. Use scenarios to achieve multi-device linkage. (Speech at the 2018 Boao Forum for Asia “Future Communication” sub-forum)
10. (Communication with the boss of the mobile phone industry) Talking too much about this kind of thing is interference and unnecessary. (Interviewed in 2014)
11. All of our origins will go back to the consumer level to think about things.
12. For vivo, peers are all learning objects. By learning the advantages of other brands, they can make up for their own shortcomings.
13. vivo has no idea of going public in a short period of time, and does not need financing. Most of the listings are to make some money, but we are not short of money.
14. The board of directors will talk about the plan for the next year every year, but it will be said as soon as it is said, and it will never be assessed.
15. vivo will also set some goals, but it pays more attention to “cause” rather than “effect”. Doing so, often finds results that exceed expectations.
16. (Regional Channel Director) You are actually evangelists of our values.
17. The areas that do well often have good values, while those that do poorly are not keeping up with the values.
18. For those who want to make quick money, vivo is by no means a good destination for him.
19. The development of an enterprise should be treated with a “normal heart”, and everything should be thought back to the source of things, especially when there is a price to pay.
20. Corporate culture is the bottom of the bucket. The so-called strategy and technology are nothing more than wooden boards.
21. (Speaking at the 2018 annual meeting) I have said on various occasions that we cannot focus too much on the environment because we have no other way to go. There is only one way, go forward bravely, face the difficulties, and there is no turning back.
22. There must be a pursuit beyond profit, that is, the three dreams of vivo people: to have a world-class culture, products and brands. Culture is the premise, product is the cause, and brand is the result.
23. Adhere to the mission of keeping the stakeholders of the enterprise happy. Only in this way can our enterprise be healthy and long-term, and the foundation will last forever!
24. Technological innovation and fashion-led ultimate products that surprise, love, and follow consumers are the foundation of everything, the primary prerequisite for maintaining the continuous net growth of our huge user platform, and a solid guarantee for mobile Internet traffic management and smart services. Don’t put the cart before the horse!
25. (Speech at the company’s group banquet in 2018) Judging from the 22-year history of our company’s establishment, difficult crises are often the best time to turn crises into opportunities! Although our industry is shrinking, it still has a huge market capacity. As long as we stick to our duty and common sense, we can make fewer mistakes, do more right things, and do things right with a higher probability!
26. In overseas markets, we must firmly follow the path of our own business model. Improve the understanding of the market, do not be impatient, seek progress while maintaining stability, and first aim to survive in a sustainable and healthy manner. Of course, China’s successful experience can be used for reference, but it must not be simply copied to overseas markets. It is necessary to return to the local national conditions, return to the local competition situation, and return to the origin of things to find a breakthrough.
27. We need to understand the emotions of users and see people’s emotions, joys and sorrows. The end of technology is to make people happy. We want to become the brand closest to users, not only to shorten the physical distance, but also to be closer to the heart.
28. People have ideals, and enterprises also have their own ideals. Just as people do not live to eat, companies do not live to make money. Making money is the premise, but it is definitely not the goal to pursue, otherwise it will be mercenary.
29. I will treat the enterprise as a human being and think with anthropomorphism: be happy, live a healthy and long life. Therefore, the vision of our enterprise is healthy and long-term development.
30. The premise of a healthy and long-term enterprise and healthy operation is undoubtedly to do things in line with its own conditions and in line with its own goals, rather than follow the trend. If you have 100 million on hand, do what you can do with 100 million. If you have 100 million and do 10 billion things, you are overestimating yourself.
31. Whether an enterprise is doing well or not, the most important thing is to take into account all aspects. Just like a wooden barrel, how much water is really filled is the shortest board decision. The “wooden barrel” of vivo has four main boards: first, consumers, second, partners, third, employees, and fourth, shareholders. These four benefits distribution links are very important. As CEO, my job is to coordinate these four aspects at any time and keep them happy.
32. We insist on the mission of keeping the stakeholders of the enterprise happy. Only in this way can our enterprise be healthy and long-term, and the foundation will last forever!
33. The most important thing for a business is to do the right thing. As for how to do things well, it is a question of ability and method. We must, as always, insist on returning to the source of things, grasping the essence of things, ensuring that we do the right things, and striving to do things the right way.
34. (2015, BBK company’s 20th anniversary speech) Continue to enhance the perceived value of our brands, products and services in the minds of consumers, including enhancing brand value, providing great products that can truly solve consumers’ pain points and extreme experience. Service is the only pursuit and essence of our large team work. It is the business logic that we have adhered to for 20 years and has never changed. It stems from our most fundamental thinking about what ideals the company pursues and for whom it exists. It is very rich. Logical reasoning combines our corporate culture and business logic well.
35. (Interviewed in 2017) We often say internally that if an industry needs to race against time, the stars and the moon, and the race against time, this industry must not be done, and it is not what we like to do. what are we? We just have tenacity, and given enough time, we can do what we want to do.
36. Logically and theoretically, it has been demonstrated and deduced that a price war is a dead end. Conversely, have long-term healthy enterprises and enterprises that have survived for more than 100 years have survived to this day by fighting price wars? No!
37. (2022 Spring Festival speech) At any time, competition orientation, cost orientation, parameter orientation, and efficiency orientation must not override user orientation. Enterprises that abandon users will eventually be abandoned by users and cannot be healthy for a long time.
38. (2022 New Year’s speech) Users will always only remember the person who created the first, but not the person who followed. We want to form a vivo style of “continuously leading and never passively following” in the mobile phone industry with strong technological attributes!
39. In the first 10 years of our communication team, in a sense, we are more complacent, arrogant, unwilling to make progress, sitting on the ground and watching the sky. Only when people experience setbacks and troughs can they deeply reflect on culture, values and ideas. Play a huge role, after all, thought determines action!
40. The duty is to first distinguish right from wrong, and insist without interest orientation;
Duty is the attitude of pursuing the long-term in everything and not just fighting for the day;
The duty is a highly consistent practice of what you think, say and do;
The duty is to insist on independent and deep thinking, and not blindly follow the sobriety of the crowd;
Duties are attachments that do not seek fruit, but only bury one’s head in planting the cause;
Duty is the subtraction of clear self-ability and must focus from time to time;
Duty is the practice of simplifying complex things;
Duty is the attitude of seeking blame first when there is a problem;
The duty is to be able to share hardships and share the benefits of joys.
41. (In 2015, the speech of the 20th anniversary of the establishment of BBK) The corporate culture and values with the core as the core, I think is the most important reason why our company has survived 20 years, and it is today that our company can compete with world-class companies. the only core competitiveness.
42. Always maintain a normal mind, return to the source of things and think about everything, and eliminate all interference such as pressure, pain, temptation, etc., especially when there is a price to pay.
43. In order to do the right thing and do things right with a higher probability forever, duty and common sense both provide the correct direction (that is, what is the right thing to do) and the solution (that is, how to put things right). do it right).
44. (Speech at the company’s group banquet in 2018) As always, adhere to the duty, insist on returning to the source of things, grasp the essence of things, insist on doing the right things, and strive to do things right. There is no need to ask for the fruit, the cause determines the effect, bury your head in planting the cause, and the effect will come naturally!
45. Many companies care about “fruit”. I think vivo is an enterprise that doesn’t care much about “fruit”. Although “fruit” is very important to a business, it does not mean that it is the most important thing for a business. The “cause” determines the “effect”. If the “cause” is not done well, the “effect” cannot be obtained. “Fruit” cannot be sought, nor can it be sought. Why? Because it is doing the right thing and striving to do it right.
46. What are the manifestations of burying one’s head in the seed? At the current stage, I would like to emphasize three points:
First of all, bury your head in the cause, and stick to long-termism in everything. Only by adhering to long-termism can we better maintain a normal mind, not be disturbed by short-term pressure and temptation, and be more likely to do the right things and do things right. If a person is always busy doing short-term things, focusing on short- and medium-term results, and ignoring long-term important things, problems will easily occur, and they will inevitably fail in the long run.
Secondly, bury your head in the cause, and always stick to altruism and win-win. We often say that duty is the attitude of not taking advantage of others and daring to suffer losses when cooperating with others. Dare to suffer losses is the first step to altruism and win-win.
Finally, bury your head in the cause and fully implement “design-driven and user-oriented”. Technology is always progressing, parameters are always changing, only people’s pursuit of beauty, pursuit of achievement and pleasure, and pursuit of self-meaning remain unchanged. People’s pursuit of certain constants is instead a long-term track that we need to pay more attention to.
47. Long-termism is not only a methodology, but also becomes everyone’s thinking inertia, soberly face the uncertainty of the environment, think in the long-term, improve the ability to simplify the complex, and explore from the mission, vision and values More answers.
48. With an altruistic heart in mind, unswervingly build a united front of mutual trust and win-win results, pursue public happiness and oppose independent music. If we think of our own interests first in everything, and do not take into account the interests of others and the strategic concerns of others, then we will not be healthy for a long time.
49. We should not stick to competition parameters. In essence, technology is not for people to better enjoy technology, but to better enjoy life. We need to listen to the voice of users, understand their needs, create exciting products and services for them with user-oriented and design-driven values, and improve user satisfaction.
50. Design-driven is not designer-driven. The bottom layer of design-driven is value-driven. The most important manifestation of design-driven is that we have to think about the meaning of the product, what we can create, what we can change, what we can give, and then put aside distractions and implement it in an extreme, simple, perfect and elegant way, creating for users and society. value.
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