1905 movie network news "You rob me, I rob you, the account is right!", the 2024 absurd crime comedy film released the "Rich Together" version trailer and the "Tribulation in Tribulation" version poster, highlighting the film’s dark humor, and all the characters in the film were also revealed.,,, Playing three "poor ghosts" temporarily organized a group to rob, but they met with other gangs who were not good, and even played a police officer, Sister Jiang, who was chasing all the way, all forces You rob me, I rob you, a good show after the mantis catches the cicada and the yellow bird is about to debut. The movie "Temporary Robbery" was directed by the producer and Mai Qiguang, and gathered three generations of old, middle-aged and young people in the Hong Kong circle to focus on a continuous series of robberies, which will be released nationwide on January 19, 2024.

Three poor ghosts are rich together in two robberies, and a group of bandits will gather with you to rob him and make his appearance

In the "Rich Together" version of the trailer released by the movie, the gangster Mei Lantian (played by Guo Fucheng) said "how much money are you short of" as an opportunity to uncover the prelude to Mei Lantian inviting the poor ghosts Ah Gui (played by Lin Jiadong) and Mu Ronghui (played by Ren Xianqi) to form a temporary group to rob. One gangster, two gangsters, a series of robberies that make people laugh and laugh came into being. The gangsters robbed the foreign exchange store, the street gunfight was about to break out, the stolen money changed hands several times, and the profiteers, thieves, thieves, police, gangsters and other people of different identities met because of the "bag of money". The mantis caught the cicada, and the yellow bird was behind, and all kinds of people gathered to stage a absurd drama of "you rob me, I rob you". The structure of the multi-line narrative, the humorous atmosphere, the high-energy reversal of the plot… Director Mak Qiguang aimed the camera at the ordinary citizens and the little people at the bottom of the streets of Hong Kong, and depicted the "livelihood" of ordinary people who worked hard for money.

The easter egg at the end of the trailer has planted a new suspense for the audience. In the black and white screen, the temporary robber group is planning a plan. Mei Lantian stuttered and asked: "I don’t know how to divide the money after talking for so long." The stupid and witty tone is anti-" gangster "character, and Murong Hui is like a decision maker waving" adjourning the meeting ". The story is confusing, and the truth is difficult to distinguish. What is the truth? It needs to be released urgently. Since the official announcement of the movie "Temporary Robbery", the popularity has continued to rise. Whether it is the film’s unique temperament, absurd and humorous style, or the image of the buck-toothed bandits starring Guo Fucheng, it has refreshed the audience. They have praised "the three bandits are here" and "I haven’t seen this type of Hong Kong film for a long time". As the characters continue to reveal their characters, the story concepts are also released layer by layer, arousing the audience’s infinite curiosity and conjecture.

The main creator draws materials from ordinary people’s lives and creates sincere creations, absurd + police and bandits to create black humorous Hong Kong films

In a limited space, can there be more drama? On the group portrait poster of the "robbery in robbery" version released simultaneously by "Temporary Robbery", the bright yellow background is filled with scenes from foreign exchange shops, car repair shops and other trailers. The 10 actors are separated on the upper and lower sides of the stairs covered with small advertisements, arranged in an arc, and pointed their pistols at the previous person with interesting expressions and shapes, perfectly restoring the robbery scene of "you rob me and I rob you". The picture is very humorous and at the same time conceals clues. Ren Xianqi and Zhang Keyi are at the beginning and end of the team respectively. Murong Hui, played by Ren Xianqi, holds his head in his hands and has a terrified expression on his face. He is being threatened by the fat fork he plays; Lin Jiadong plays Ah Jiao, holding a bag with "coward" in his hand, and the toy pistol in his hand is very suitable for the scene. He is being pointed at by his wife Yilin with a gun in her pregnant belly; Bingbing hides behind Anan, the thief downstairs, the big head of the thief, the robber Mei Blue Sky, and the underworld shrimp raise their guns less closely. The police officer Jiang Sister holds the gun with both hands at the end of the team, heroic and righteous. Among them, Mei Lantian, the gangster played by Guo Fucheng, is wearing red clothes that attract the attention, carrying a bag of money and holding an AK in hand, and sunglasses can’t hide the hostility, showing domineering behavior. The key prop throughout the movie, the red taxi, is parked at the door of the repair shop, silently watching the absurd robbery that is full of fun.

The movie "Temporary Robbery" tells the story of the gangster Mei Lantian, the taxi driver Ah Jun, and the nursing home social worker Murong Hui who accidentally formed a team to rob. Three decadent middle-aged people were involved in a storm in order to track down a huge sum of money they had stolen. At the same time, the female police detective Jiang also locked the three people. You rob me, I rob you, and for a while the gangsters each have a ghost, and a bag of money actually caused a shocking robbery… Who robbed who? The creative inspiration of this film comes from the plight of the peers around director Mai Qiguang who are short of money, and relies on the insight into the current situation of ordinary people’s lives. After five years of painstakingly polishing the script, the director and team combined absurd and police elements in the creation to deconstruct a series of social issues in a dark and humorous way. Behind the absurd banter, there is also no lack of Maimai’s warmth of humanistic care.

The movie "Temporary Robbery" is produced by Er Dongsheng, directed by Mai Qiguang, starring Guo Fucheng, Lin Jiadong, Ren Xianqi, and Zhang Keyi, starring Lin Xue,,, Wang Minde, Sun Jiajun, Zengbit, Fu Jiajun, Zhang Songzhi, Jiang Zhuowen, Chen Yishen, and Wang Songyin. It will be released nationwide on January 19, 2024.

Directed by Rene Liu, supervised by Zhang Yibai, and starring Jing Bo Ran, Zhou Dongyu and Tian Zhuangzhuang, the film is being shown. Since the beginning of the road show, the film has set up post-mailboxes in about 1,750 campuses and cinemas all over the country, setting up a platform for the audience to tell their feelings, recording the once beautiful feelings, saying goodbye to the past in a friendly way and cherishing the present. These emotional stories have also been compiled into a special video, which was released today.

It is reported that since the beginning, the film has received tens of thousands of postcards written by the audience. Although the words are simple, the feelings contained in them are sour. In this regard, director Rene Liu said: "Thank you for sharing these regrets, misses, joys and rejoicing with me. I hope this small mailbox can receive your precious story. " At the same time, since the film was released, it has broken records one after another. Up to now, the film has won the single-day box office champion for 10 consecutive days, and the box office has exceeded 1.2 billion, and director Rene Liu has also become the only female directors of Billion Club.

　

After ten thousand viewers delivered it, they shared real and touching emotional stories in the mailbox.

Since April 12, the film Later Us has set up a post-it mailbox in about 1,750 campuses and cinemas all over the country, setting up a platform for the audience to tell their feelings, recording their once beautiful feelings, saying goodbye to the past in a friendly way and cherishing the present. According to statistics, since the beginning of the event, the mailbox has received postcards written by tens of thousands of viewers. The film side collected these touching memories, good wishes and regrets, and compiled them into a two-minute video, which was released today. In the video, some viewers wrote their own pictures of youth, pictures of delivering postcards, and pictures of tearful memories and blessings. Just looking at them makes people feel sore. "It’s true to miss you, and it’s true to miss you", "It’s a pity to leave him, but I don’t regret it" and "I still can’t let him go". Without any rhetorical modification, these heartfelt love words are the simplest and most touching. The audience who watched the movie were also moved by the sincere feelings of the movie, and wrote down their love feelings in the mailbox later. The past will eventually pass, and the present is the best time.

Although most of the later "we" are full of regrets, like a cruel spell, there are always exceptions to good love. During the road show, a couple came to the scene with their young children to share their love journey: "We met in 1999, and we have experienced a lot from high school to college. Now we have our own baby. Although there are many difficulties, these are nothing to mention in the face of love. Finally, the boy knelt down and made a sweet confession: "We will continue for the next twenty years, will you?"

　

"Later Us" broke the record one after another and won the Japanese box office championship for ten consecutive days.

In the special, director Rene Liu, like other audiences, was moved by these touching loves and once choked up. At the same time, she generously revealed the original intention of shooting: "I hope that this film will make you remember a moment of your own in a certain scene, which is what I want to do most when shooting this film." At the end of the video, she also said to all the audience who shared it: "Thank you, and you are willing to share these regrets, misses, happiness and joy with us. I hope this small mailbox can receive your precious story. "

Cover journalist Wang Guoping

After nearly half a century of humiliation, Zhenyuan Iron Anchor finally returned to its homeland. Now it lies quietly in the People’s Revolutionary Military Museum in China, Beijing, for Chinese people to pay their respects. It is like a thorn to warn the world at any time.

In 1895, the Qing government was defeated in the Sino-Japanese War, and Zhenyuan Ship, once the backbone of Beiyang Navy, was captured by the Japanese army and incorporated into the Japanese naval fleet. After serving in Japan for many years, it was disintegrated in Yokohama on April 6, 1912.

In order to show off its achievements, Japan displayed the big iron anchor on Zhenyuan ship in Ueno Park in Tokyo after the Sino-Japanese War of 1894-1895.

Until 1945, after War of Resistance against Japanese Aggression’s victory, as a victorious country, Zhenyuan Iron Anchor finally returned to China at the request of China naval personnel.

At that time, with Zhenyuan anchor, there were 34 Japanese warships of various types after the victory of the Anti-Japanese War.

Zhenyuan anchor, which has experienced humiliation, witnessed the smoke of war for half a century, and also witnessed the reversal of the national movement between China and Japan. As Jun Boli wrote in his commentary on Zhenyuan Iron Anchor, this is a historical testimony of Chinese people’s heroic resistance to imperialist aggression and their glorious victory.

Zhenyuan ship anchor exhibited in Junbo. The anchor weighs 4 tons and is 4.15 meters long. Compared with other exhibits in the museum, there are far fewer tourists who pay attention to the anchor.

1. The giant ship shocked Japan in East Asia to suffer from "fear of distance"

Dingyuan and Zhenyuan, two armored ships of Beiyang Navy, once opened the most glorious era of China’s modern navy.

On August 7, 1886, Ding Ruchang led Dingyuan, Zhenyuan and other ships to patrol Busan, Yuanshan, North Korea and Vladivostok, Russia, and led the fleet into Nagasaki, Japan for maintenance on the way home. According to Japanese historical records, the visit of these two giant ships even caused "fear of’ setting a distance’ and’ town far’" among Japanese people at that time, which caused a feeling of resentment, envy and fear in Japan.

Dingyuan Ship and Zhenyuan Ship, as symbols of the naval strength of the Qing Dynasty, led beiyang fleet to patrol Vladivostok in the north and Hong Kong and Singapore in the south every year, visited Saigon and the Philippines several times, and arrived in Southeast Asian countries and regions such as Singapore, showing the presence of China’s naval forces in the East China Sea and the South China Sea.

After the Sino-Japanese War of 1894-1895, the Zhenyuan ship captured by the Japanese army was repaired in Lushun dock, and its iron anchor at the bow was clearly visible.

2. Defeated and captured giant anchors show public humiliation

After the defeat of the Sino-Japanese War in 1895, Zhenyuan Ship was captured by the Japanese on February 17th, 1895.

On February 27th, 1895, Zhenyuan Ship was towed to Lushun by Japanese ship Xijing Maru. From March 26th to June 1st, the machine parts and hull were overhauled. On July 4th, Zhenyuan arrived in Yokosuga to change weapons.

On March 16, 1895, Zhenyuan was formally incorporated into the Japanese fleet, still using the name Zhenyuan, and was listed as a second-class warship on March 21.

Since then, Zhenyuan Ship, as a member of the Japanese fleet, participated in the battle of Lushun, the battle of the Yellow Sea and the naval battle against Malaysia in the Russo-Japanese War. And Zhenyuan was formed by Japanese ships such as "Yandao" and "Qiaoli", which were sworn enemies ten years ago.

On December 12, 1905, the old Zhenyuan ship was listed as a first-class coastal defense ship. On April 1, 1911, it was registered as a target ship for testing new weapons. It disintegrated in Yokohama on April 6, 1912.

Zhenyuan Ship served in the Japanese Navy for 17 years.

In order to show off the victory, after the Sino-Japanese War, Japan removed the anchors of Zhenyuan and another Beiyang Navy Jingyuan ship, transported them to Japan, erected them in Ueno Park in Tokyo, and placed 10 warheads of Zhenyuan ship’s main gun around the anchors, which were welded to Zhenyuan ship’s anchor chain for 20 fathoms, and set up a naval battle inscription to humiliate Chinese.

Ueno Park, a famous scenic spot in Japan, often appears in the diaries and notes of many Japanese students studying in Japan after the late Qing Dynasty.

In 1906, a young man named Cheng Gan "went to Japan to examine technology medicine" and also went to Ueno Park.

Cheng Gan said in his diary that since the Sino-Japanese War of 1894-1895, the Japanese have exhibited these trophies everywhere. "One is to restore martial arts, and the other is to encourage people to do things afterwards, even with the density of their hearts."

At that time, Chinese, who went to Japan, "mostly avoided the road because of things related to national humiliation, or ran away when he saw it, fearing that he could not compare with it."

Japanese painting: Zhenyuan ship arrived in Yokosuga as a trophy after the Sino-Japanese War of 1894-1895.

3. "claim it back immediately to remove the shame."

In 1945, War of Resistance against Japanese Aggression won an all-round victory, and the United States, China, Britain and the Soviet Union formed an Allied Committee to deal with post-war issues. At that time, the Japanese government sent a huge delegation to Japan.

In March, 1947, Navy Major Zhong Hanbo was ordered to go to Japan to serve as the chief military attache of the first group (military group) of the China delegation.

Before departure, Gui Yongqing, commander-in-chief of the navy, summoned Zhong Hanbo in Nanjing and explained one thing: "After the Sino-Japanese War of 1894-1895, our navy lost, and Zhenyuan and Jingyuan were captured by the Japanese, and their anchors, anchor chains and shells were displayed in Ueno Park, which was a national shame of our country."

Gui Yongqing asked Zhong Hanbo to "claim it back immediately in order to get rid of shame" after he arrived in Japan. Zhong Hanbo vowed to complete the task.

On March 9, 1947, after Zhong Hanbo arrived in Japan, he made it a top priority to retrieve the iron anchor. However, the process of asking for the relics of the Sino-Japanese War to return to China was not smooth.

Before Zhong Hanbo, the third group (economic group) of the delegation tried to handle it, but it was unsuccessful.

Zhong Hanbo found in the archives that at that time, the headquarters of the Allied Forces stipulated that the military and civilian assets of the Allied Forces plundered by Japan in wartime were only during the Second World War, and for China, the time was from September 18, 1931 to September 9, 1945.

Allied headquarters refused to file a case on the grounds of exceeding the time limit. At the same time, MacArthur’s claim to China’s cable anchor is not supported.

4. "The ship anchor return case has been completed"

After summing up his previous experience, Zhong Hanbo invited Long Zuoliang, an expert on Japanese issues in the China delegation, and Mr. Wei, a legal expert, to demonstrate the idea of cable anchor and find the basis.

On March 28, 1947, after full preparation, Zhong Hanbo went to see the tough American Colonel Pass, the leader of the second group of Allied headquarters.

For this meeting, Zhong Hanbo has a wonderful account in his memoir "The Mission of Military Attaché Abroad". At that time, Pass still said that he could not accept the case on the grounds of exceeding the time limit. Zhong Hanbo elaborated on the reasons for his claim, which mainly meant that China was a victorious country in the Second World War and ranked among the top four. If the Allied headquarters still used the war time limit as an excuse, it would be right for Japan to continue to display the spoils of Zhenyuan anchor captured in the Sino-Japanese War to show off the traces of militarism. If the case is not filed, China will seek unofficial communication methods to remove the stigma.

At the same time, Zhong Hanbo also stressed that the anchors, shells and anchor chains of Zhenyuan and Jingyuan ships have been displayed in Ueno Park in Tokyo for decades, which is tantamount to a militaristic "education", "enlightenment" and "encouragement" for Japanese people. It is absolutely in line with the policy of the allied headquarters to recover the ship anchor and other things, and it is helpful to completely eliminate the principle of Japanese militaristic thought, and should not be bound by the definition during the Second World War.

A week later, Zhong Hanbo came to the second group of allied headquarters again. This time, the duty officer clearly told him that the ship anchor return case had been completed and handed a copy of the memorandum to Zhong Hanbo.

The memo reads: At 9: 00 a.m. on May 1, 1947, a ship anchor return ceremony was held at Tokyo’s Shipyard.

5. Zhenyuan Iron Anchor Military Expo Exhibition

At the end of April, when Zhong Hanbo went to Ueno Park in Tokyo, all the relics of the Sino-Japanese War, such as iron anchors, had been taken away.

At 9: 00 am on May 1st, the handover ceremony of the Sino-Japanese War relics was held at Tokyo’s Zhipu Wharf as scheduled. At the ceremony, representatives from China, the United States and Japan were sent.

Captain Miller of the US Far East Naval Command handed over the document to Zhong Hanbo for signature, proving that he had received 2 anchors from Zhenyuan and Jingyuan ships, 20 anchor chains and 10 artillery warheads. Liu Guangping, the first naval captain of the Japanese delegation in China, and Liu Yusheng, a member of the third team, were also present.

As a historic moment, Zhong Hanbo took a photo with the iron anchor at Tokyo’s Zhipu Wharf.

After the signing ceremony, Zhong Hanbo returned to the station, submitted the original signing to the team leader, and the team leader checked it and filed it.

According to the arrangement, this batch of Sino-Japanese War relics was transported back to China in two times. The first batch, including 20 anchor chains with a total length of 53 meters, was repackaged in 10 boxes and 10 artillery warheads. The customs anti-smuggling ship "Feixing" was transported back to Shanghai on May 4, 1947. The second batch, including two ship anchors, each with four tons, arrived in Shanghai by the ship "Longshun" on October 23rd.

It is worth mentioning that both Feixing and Longshun were plundered by the Japanese from China during the Anti-Japanese War, and they were returned to China this time.

For this batch of Sino-Japanese War relics returned to China, the China media at that time followed up. On July 15th, 1947, Shenbao reported on the process of Zhenyuan Iron Anchor’s return to China with the title of "The Great Iron Anchor’s majestic posture is still beyond recognition". Along with the report, it also published two photos of the iron anchor in the cabin.

On July 15, 1947, the photo of two iron anchors in the returning cabin was reported and published. Unfortunately, the anchor of another Jingyuan ship was later lost in the war.

After returning to China, these relics of the Sino-Japanese War were transported to Qingdao Naval Academy as the material evidence of revenge.

A few years later, when the war of liberation began, these relics were lost again. After liberation in 1949, the People’s Liberation Army found Zhenyuan iron anchor among the piles of untreated wastes on the dock through the introduction of dock workers in Qingdao Port.

In 1959, Zhenyuan Iron Anchor was sent to China People’s Revolutionary Military Museum for exhibition.

If you analyze it carefully, you can still see an obvious welding trace on the anchor handle. In the war that year, this iron anchor was smashed and ready to be sold as scrap iron. That welding trace is the scar left after repairing the iron anchor.

Due to the limited scope of Zhong Hanbo’s search, there are still two Zhenyuan relics in Japan today: the first anchor of Zhenyuan ship, and the existing Yoshinozu Shrine in Okayama, Japan; Zhenyuan ship 305 mm shells, the existing Japanese "Sandali" ship park.

An obvious welding trace can also be seen on the anchor handle of Zhenyuan anchor. In the war that year, this iron anchor was smashed and ready to be sold as scrap iron.

6. The China Navy finally avenged itself after the Sino-Japanese War.

In May, 1947, the relics of Zhenyuan and Jingyuan, which had endured great humiliation in Japan for nearly 50 years, set sail for home. Along with Zhenyuan anchor, there were 34 Japanese ships, including the destroyer Yukikaze, which was regarded as a meritorious ship by the Japanese navy.

After World War II, the remaining destroyers, patrol ships and transport ships of the Japanese navy were divided among the top four countries of China, the United States, Britain and the Soviet Union as part of Japan’s compensation.

At that time, 135 Japanese ships were selected, which were divided into four parts according to tonnage, and the four countries drew lots to decide.

At that time, China won eight warships, including the two destroyers "Night Moon" and "Yukikaze" with the largest displacement among Japanese ships at that time.

On July 1, 1976, eight Japanese compensation ships flying the Japanese captive flag and the Japanese flag set sail for China.

At 2 o’clock on the afternoon of July 3, eight ships arrived in Shanghai. Since then, China has accepted three batches of 26 Japanese ships.

Thirty-four Japanese warships totaled 30,500 tons, and the China Navy finally got its revenge after the Sino-Japanese War of 1894.

Chen Yue, a scholar of Sino-Japanese War, told the cover journalist that during his academic visit to Japan, a Japanese professor told him that War of Resistance against Japanese Aggression’s victory in 1945 was China’s total victory against Japanese aggression.

According to this Japanese professor, since the Sino-Japanese War of 1894, Japan has never given up its aggression against China, and War of Resistance against Japanese Aggression is a continuation of the Sino-Japanese War of 1894. Under such a big time and space background, China has won the overall victory against aggression, while Japan has always been defeated.

As Jun Boli wrote in his commentary on Zhenyuan Iron Anchor, this is a historical testimony of Chinese people’s heroic resistance to imperialist aggression and their glorious victory.

　　CCTV News:Fake and shoddy fire-fighting products are extremely harmful. In order to prevent fake and shoddy fire-fighting products from entering the market, these days, local fire rescue departments have destroyed a large number of inferior fire-fighting products.

　　These inferior fire-fighting products, such as fire extinguishers, hoses, fire doors and emergency lighting, which are being destroyed by firefighters, were seized by the fire rescue department in Pingxiang, Jiangxi Province in the recent law enforcement inspection. Firefighters told reporters that if these inferior fire-fighting products enter the market, once they encounter a fire, they will not only fail to play a protective role, but may also contribute to the spread of the fire and even cause casualties.

　　In Langfang, Hebei, Quanzhou, Fujian and other places, firefighters used toothless saws, fire axes and other tools to cut, dismantle and professionally destroy more than 10 kinds of counterfeit and shoddy fire-fighting products, such as fire extinguishers, emergency lights and water gun hoses.

　　In addition, in order to let users of fire-fighting products learn to distinguish the authenticity of fire-fighting products, fire rescue departments in Taizhou, Jiangsu, Guigang, Guangxi, Chizhou, Anhui and other places came to local shopping malls, markets, sales shops, restaurants and other key places to explain the identification methods of inferior fire-fighting products to the masses.

　 　 Special feature of 1905 film network 　There is a kind of movie that you can never create suspense, a kind of movie audience won’t worry about the protagonist, and a kind of movie that you can’t modify everything in the script at will. This is a biographical movie. You can’t let Lincoln lose the Civil War, you can’t let Kennedy survive the shooting, and you can’t let Bruce Lee enjoy his old age.

　 　 Therefore, it is difficult to get high marks for biographical films. Even Morgan Freeman can’t save biographical films. In that year, Mandela, starring him, made the audience sleepy, but Steve Jobs, starring Michael Fassbender in 2015, became a rare boutique in biographical films.

　 　 Throughout the whole film Steve Jobs, there is no plot to waste the audience’s time, no time-consuming and laborious narration of Steve Jobs’s life, and no description of the obvious fact of how Apple succeeded. The film only tells the fragments of three press conferences.

　 　 And put all his energy into portraying Jobs’ rather extreme personal character.

　 　 The first press conference about the film was the first generation of Macintosh computers. At that time, when Jobs was in his prime, he denied that Lisa was his daughter, and even gave the surprising conclusion that 28% of men in the United States might be the father of his daughter Lisa.

　 　 His expectation of product sales is also extremely outrageous, which is ten times or even a hundred times larger than the actual sales. His attitude towards technicians and business partners is extremely bad, and he even threatens others by destroying his reputation in order to achieve the demonstration effect.

　 　 Joanna, who followed him around all the time, couldn’t have imagined that this housekeeper was played by Kate Winslet, a beautiful woman. Of course, if you look closely, it is still beautiful, and the later the film, the more beautiful Kate becomes.

　　　　　　　　

　 　 Another highlight of this film is that the director didn’t shoot the official demo clips of each conference. Although all the props, venues and audiences were in place, he just didn’t shoot the actual release, which is what makes this film amazing.

　

　 　 Because you don’t need to shoot it, you don’t need film and television language to describe it. Everyone knows that Jobs’ press conference has never failed, his company has failed, and he has failed as a man. But it is the press conference that he reached 30 years ago, and no one has yet surpassed it. Even ten years after his death, Apple’s new product launch is still the focus of the world.

　　　　　　　　　

　 　 The second press conference in the film was after Jobs was kicked out of Apple. At that time, in order to return to Apple, the ambitious Jobs released a competitive product of Apple computer and named it the Black Box.

　 　 Half an hour before the press conference, it was the same partners and the familiar mom Joanna. This time, Jobs, as paranoid as a few years ago, was entangled in every detail and even began to challenge the laws of physics for a perfect cube.

　

　 　 However, in some things, he is more mature than a few years ago, at least now he won’t humiliate programmers anymore. Unfortunately, the formal suit at this conference was a bit of a steal. After all, Michael Fassbender’s beauty is really beyond Jobs’ comparison, and with a slim black suit, I believe the female fans are screaming inside.

　　　　　　　　

　 　 Time went by in 1998, and the third press conference of this film began. This time, Jobs had returned to Apple and once again took control of everything. In business, his ambition for many years was finally realized. Even on the eve of the press conference, he was qualified to call Bill Gates a useless bastard.

　

　 　 Unfortunately, from the colleague’s point of view, Jobs is the complete jerk, even if he is a genius, he can’t hide it.

　 　 Treat friends for many years, treat partners who silently support him every time. He is still the heartless person ten years ago. The only thing that has changed is his attitude towards his daughter. In fact, his paranoid personality is also related to his tortuous life experience and unfortunate childhood experience.

　 　 Jobs finally had a soft side in his heart. He finally decided to make a music product called ipod for his daughter to replace the ugly walkman.

　 　 Now, Steve Jobs has been dead for ten years, and the iphone has finally got rid of the panel design when he was alive. Apple is still the unique unicorn company in the world, but it is still too early to comment on Steve Jobs’ contribution to the whole world. Maybe a century later, people will feel completely different when they come to see this film again.

On July 16, 2023, the fourth season of CCTV’s "Hello Life" is about to go LIVE. As the only designated car for the column, "120,000-class large 7-seat electric hybrid SUV" Blue Power E5 will also take viewers and friends to enjoy a better life. Every Sunday night at 19:30, lock in CCTV-3 variety channels or CCTV, CCTV Video, Youku and Tencent and other online platforms to watch the fourth season of "Hello Life". Blue Power E5 will say hello to life with everyone!

"Hello Life" is a new youth travel life slow variety show jointly produced by China Central Radio and Television Station and CCTV Network, and produced by CCTV Variety Channel. This July, the fourth season of the show will return heavily, and will continue to lead everyone to feel the rainbow after the wind and rain, the fireflies in the jungle, the warm singing under the stars, and the hearty laughter between the streets… Life is beautiful like a dream. In the natural flow, everyone on the road can enter their dreams, realize their dreams, and become the protagonist of life, so that everyone’s emotions and emotions can be best presented. In this season’s program, hosts Nigel Matti and Sanbing will travel to Shenzhen, Xilin Gol League, Hangzhou, and Harbin with many star guests to explore the deeper depths of real life and say "hello" to life more sincerely! In the fourth season of "Hello Life", the only designated car for the column, Blue Electric E5, has also become a travel partner for hosts and guests to experience a better life during the journey, and will accompany the "sunny combination" Nigel Matti and Sanbing along the way, as well as Yu Kewei, He Classmate, Yue Yunpeng, Xu Mengtao, Ayunga, Wang Bingbing and other guests, to escape from busy work and return to the natural and authentic life state with a positive and optimistic attitude, talk about life experience, and share life aesthetics.

The "120,000-class large 7-seat electric hybrid SUV" Blue Power E5 has the same leading advantage of easy to use and good province. It not only has a large space, but also has a 5 + 2-seat super space to bring a wide field of vision and a comfortable driving experience. In addition, it has a long battery life. The WLTC comprehensive cruising range is as high as 1150km, and there is no mileage anxiety. It can also get a green card, enjoy the green card advantage of unlimited travel and no purchase tax, and save 10,000 yuan in Shanghu. The key is also to save energy consumption. The fuel consumption of WLTC’s 100-kilometer feed is only 5.5L. It can save 50,000 yuan after five years of 100,000 kilometers of use. The NEDC pure electric cruising range is as high as 110km, and travel is more economical. In addition, Blue Power E5 is also the first model to be equipped with HUAWEI HiCar 3.0 in depth, sharing Hongmeng Technology, which is

In order to further promote the popularization of new energy vehicles and upgrade rural travel methods, Blue Power E5 actively responded to the national call of "New Energy Vehicles to the Countryside". From now until September 20, it will launch the "Thousand Counties and Thousand Towns Tour Exhibition", actively guiding rural residents to go green with practical actions, and helping the popularization of new energy vehicles in the rural market. This season’s "Hello Life" focuses on the theme of "Rural Construction and Development".

What kind of excitement will the "sunny combination" and "CCTV group soul" gather together? Which hot land and which stories will the star guests in the new season find? All is well, please follow Blue Power E5 to set off together. Lock in CCTV-3 variety channel at 19:30 every Sunday night, or CCTV, CCTV video, Youku and Tencent and other network channels, Blue Power E5 accompanies you to love, and say "Hello" to the longing life together!

In order to further enrich the resources such as exhibitions, lectures and social cultural relics appraisal of Pudong History Museum, recently, Pudong History Museum and Shanghai Collection Association held a series of activities of co-construction and co-education in the museum.

More than 100 guests, including relevant personnel from Shanghai Collection Association, Pudong New Area Cultural Relics Protection Management Office, Pudong History Museum and cultural enthusiasts, participated in the day’s activities. On that day, the folk treasure-hunting activities were the most popular, and the organizers specially invited Zhu Li, former general manager of Shanghai Cultural Relics Store, distinguished professor Shen Asia, researcher of Shanghai Museum and ancient conservatory of Fudan University. They are all famous experts in antique art appraisal. Many collectors at the scene heard the news and came out with their own collections for experts to appreciate.

Most of the objects brought by collectors are ancestral objects, including porcelain, calligraphy and painting, ancient coins and many other categories. Through the professional guidance and appraisal of experts, everyone has a new understanding of their "baby". Many participants said that it is still meaningful to invite experts to treasure in the museum, hoping that Pudong History Museum can provide more opportunities for appreciation and exchange for folk collectors.

[car home Xuzhou Preferential Promotion Channel] is currently carrying out preferential promotion activities in Xuzhou, with the highest discount of 145,000 yuan and the lowest starting price of only 341,000 yuan. If you are interested in this model, please click "Check the car price" in the quotation form to get a higher discount.

Mercedes-Benz EQE SUV brings people visual impact with its unique front face design and striking body lines. Its front face adopts a closed air intake grille with sharp LED headlights, creating a strong sense of science and technology. The body lines are smooth, and the overall style is fashionable and dynamic, which highlights the luxury and exquisiteness of Mercedes-Benz.

Mercedes-Benz EQE SUV has a body size of 4880*2032*1679 mm and a wheelbase of 3030 mm, providing a spacious and comfortable interior space. The side lines of the car body are smooth, elegant and dynamic. The front tread is 1649 mm and the rear tread is 1662 mm, which ensures excellent handling stability. Equipped with 19-inch wheels and 235/55 R19 tires, it shows the perfect combination of luxury and sports.

The interior design of Mercedes-Benz EQE SUV follows Mercedes-Benz’s consistent luxury style. The center console is equipped with a 12.8-inch high-resolution central control screen, providing drivers with an intuitive and easy-to-use operation interface. The steering wheel is made of leather, with delicate touch and electric up-down and forward-backward adjustment function, which provides a comfortable grip experience for drivers of different heights. Both the front seat and the co-pilot seat are equipped with heating and ventilation functions, and support electric adjustment, height adjustment, backrest adjustment, leg rest adjustment and lumbar support, which improves the riding comfort. The main and co-pilot seats also have seat memory function, which is convenient for drivers to quickly adjust to personalized settings. The car is equipped with USB and Type-C interfaces. There are 3 interfaces in the front row and 2 interfaces in the back row to meet the diverse charging needs of passengers. In addition, the front seats are also equipped with mobile phone wireless charging function, allowing drivers to enjoy a convenient charging experience on the road.

Mercedes-Benz EQE SUV is equipped with an excellent motor with a maximum power of 300 kW and a maximum torque of 858 Nm, which provides drivers with strong power output and excellent acceleration performance.

The owner of car home said that although the power performance of Mercedes-Benz EQE SUV is good, it is not equipped with rear wheel steering function in the low-profile model, which makes the vehicle inflexible. As the owner of the BMW 3 Series, he feels that there is still a certain gap in the handling of this SUV, especially when passing through the pit, the body will shake more, and the overall feeling is softer.

1905 movie network news On the evening of November 26th, the movie Long Live was premiered in Beijing. Directors Cheng Gong, Ren Changzhen and the producers of the film appeared one by one. Go player Ke Jie also attended the premiere as a special guest to watch this documentary film. Although the host never let go of the feeling of chatting with Ke Jie and playing chess with artificial intelligence, Ke Jie returned to the movie, saying that after playing chess with artificial intelligence, he felt that life was not easy and long live life.

　

Long live life records the living conditions of more than ten ordinary Chinese in 2017. Among these people, there are female taxi drivers, street singers and couples, and uncles who pedal three rounds in Lhasa. These people who have no intersection constitute the hardships and helplessness that the film wants to tell, but everyone is silently insisting on life.

　

When talking about why he invested in such a film, producer Guo Binggang said: "As a practitioner in the industry, a director once said that in our industry, people are doing it and the sky is watching. The industry is progressing, and practitioners should provide the audience with nutritious works. Long live life is one of them. This film is kind and warm. I believe this film will go well in the future. This film can make some contributions to the industry. "

　

The two directors have worked closely together before, and the title of "Long Live" comes from a TV documentary that they collaborated on 10 years ago. Ren Changzhen, one of the directors, said that this cooperation was planted 10 years ago. She recalled that she was still a TV director who filmed celebrities instead of ordinary people, while Cheng Gong was an advertising director.

　

Recalling the filming process, Cheng Gong said that it was very easy: "It is easy to make a film. It’s very simple for us. It took three months. After 45 days. This movie is over. Very easy. " But to his surprise, the film was well received during roadshows in more than 20 cities.

　

Go player Ke Jie, as a special guest, also took the stage to talk about his feelings. Although he was also "digging a hole" by the host and talked about his experience of playing chess with artificial intelligence, Ke Jie still smiled and said that after playing with AI, he knew that life was not easy, and then said: "After playing chess with AI, I will feel that life is very beautiful, long live life."

　

The movie Long Live will be officially released on November 27th.

　 　 　 　Core tip:

1. Xiaomi, which has not cooperated with any traditional mobile phone brand, has achieved the fastest growth, and the ecological chain strategy is the main reason, which is a unique solution for Xiaomi to expand the market power boundary.

2. Xiaomi’s ecological chain is an active strategy. It takes capital and values as a link, binds a large number of hardware suppliers and entrepreneurs, achieves scale effect, and enhances user stickiness, which is essentially different from the so-called ecological strategy of promoting "ecologicalization".

3. Xiaomi makes its controllable organizational boundary always coincide with the market boundary through the ecological chain, thus effectively achieving the purpose of eliminating competition, improving penetration and preventing entry, which is a very clever market power strategy.

　

Case Provision | Case Center of Entrepreneurial Dark Horse College

Author | Nine Records

　

04

Ecological chain:

The Resource Boundary of Xiaomi Market Power

In fact, among Internet people, Lei Jun is neither the first one to make a mobile phone, nor the last one, nor even the most famous or determined one.

In September 2015, 360 CEO Zhou Hongyi posted a message in a circle of friends, "… … I’ll fuck anyone who stops me from making a mobile phone … …” His remarks were aimed at his partner Coolpad. In December 2014, Qihoo 360 reached a strategic alliance with Coolpad to set up a joint venture company. Coolpad provided smart phone design, research and development, technology, manufacturing, supply chain management, quality control, marketing, after-sales service and other resources, and 360 provided security software, mobile application design and online marketing and promotion resources. But then Coolpad announced the cooperation and shareholding of LeTV, which triggered Zhou Hongyi’s warning.

According to media reports, as early as before the rise of Xiaomi, Zhou Hongyi had talked about cooperation with Huawei with the model of "selling mobile phones at low prices to gain users and Internet advertising distribution to gain benefits", but the cooperation failed. There is also Netease Ding Lei, who found his own shareholder Duan Yongping. As the founder of BBK, Duan Yongping also has a considerable say in vivo and OPPO, and then he didn’t talk it over.

There are several similar examples. In terms of "Internet thinking" and the number of users, Ding Lei and Zhou Hongyi may not be weaker than Lei Jun, but they would rather choose the form of cooperation with mobile phone brand manufacturers, because they know that the traditional ecological model of upstream suppliers and downstream agents is naturally beneficial to enterprises that have been in the industry for a long time. This "market barriers" is hard to break, so it is better to cooperate.

However, today, we can see that Xiaomi, which has not cooperated with any traditional mobile phone brand, is the fastest growing "Internet mobile phone". The difference in strategy is the main reason for the difference in results.Xiaomi adopts a power strategy based on value creation rather than a competitive strategy, which is the ecological chain strategy.

1. Converting capital into resources

To understand Xiaomi’s ecological chain strategy, we must first understand Xiaomi’s position in the market.

Even though a certain power base has been formed in the market through the export of values and fan base, Xiaomi is still at a natural disadvantage in key dependence and trading partnership.

One of the most realistic problems is the competition for upstream resources. Mobile phone hardware industry,There is an extremely complex supply chain system, and each mobile phone company often has hundreds of suppliers.Both start-ups, medium-sized enterprises and large enterprises are facing the challenge of supply chain, and some spare parts even need to be reserved one year in advance. Even with Apple’s power position, every generation of apples may have difficulties in supply in the first two months, and all "hunger marketing" is helpless.

In 2013, Xiaomi once launched a 10400mAh mobile power supply from 69 yuan, but it was out of stock for a long time, and the problem was in the industrial chain. According to media reports at that time, some small and medium-sized brand customers complained that Samsung shelved its plan to supply millet batteries at low prices. Since then, Xiaomi Note2 has also been postponed because it can’t get the most tight AMOLED screen. It is understood that after the decline of Xiaomi’s growth rate in 2015, due to the upstream supply chain manufacturers’ adjustment of the supply plan for Xiaomi to prevent risks, Xiaomi suffered a four-month shortage, indicating that Xiaomi in the supply chain still lacked strong power endorsement.

Another problem lies in the downstream user service link. As an Internet company, Xiaomi’s purpose is not only to sell mobile phones, but to retain users and maintain relationships with users through new retail channels to form long-term services. But if there are no more hardware products besides mobile phones, this business model is not established. Because buying a mobile phone is a very low-frequency behavior, there must be a higher-frequency transaction interaction between Internet companies and their users. In cmnet, software is generally downloaded free of charge, so we must rely on hardware to solve this dilemma.

An obvious problem is that more people are needed to make more kinds of products, but Xiaomi’s pursuit of concentration means keeping the company as small as possible and not doing too many things. If hundreds of hardware products are made, the management pressure and communication pressure are unimaginable.

Like other manufacturers, Xiaomi can also choose to cooperate, but cooperation will lead to the concession of Xiaomi’s product values, with the increase of intermediary agents and circulation links. Many cross-border Internet entrepreneurs have lost their power and lost themselves in cooperation.

Through the establishment of cognitive and relational boundaries, Xiaomi has been invincible in how to sell mobile phones, but it still needs to gather more strength to break the constraints of resources and become the master of the market.

Every entrepreneur has his own unique gift. Lei Jun’s gift is not only his enthusiasm for the Internet, but also his capital operation. He knows what capital wants, and he also has a letter of trust for capital. After 2013 and 2014, with the rise of "Double Innovation", thousands of new intelligent hardware entrepreneurs appeared in China, and they showed Lei Jun a new solution.

As a result, Xiaomi began to use capital to solve the problem. From 2013 to 2014, Xiaomi invested in 25 startups a year.

Xiaomi has two teams to face the cooperation of the ecological circle. One is the ecological circle fund within Xiaomi, which is led by co-founder Liu De. The second is Lei Jun’s Shunwei Fund. In addition, in June 2016, Xiaomi announced that the private bank "Sichuan Hope Bank" jointly sponsored by New Hope Group and other enterprises was officially approved by the China Banking Regulatory Commission. On September 1st, Xiaomi and China UnionPay officially released Xiaomi Pay. In May 2017, it reached a fund cooperation of 12 billion yuan with Changjiang Fund.

Different from the natural ecosystem around big companies, Xiaomi’s ecological chain is a market strategy. The traditional industry ecological chain is that manufacturing enterprises integrate upstream and downstream by means of procurement and distribution. The ecological chain of Xiaomi is to gather a group of startup companies through capital means to realize "group purchase" in the upstream and enrich the products of Xiaomi’s new retail channels in the downstream.

In November 2014, Xiaomi made a round of financing for air purifiers before the air purifier products were listed, with a valuation of 25 million US dollars. If in the traditional supply chain mode, Xiaomi can only get market power equivalent to his actual investment (millions of RMB); However, under the eco-chain model, the power resources obtained by this product are equivalent to those of a company with a valuation of $25 million. In this way, Xiaomi changed the expected capital investment into realistic resources.

This is an original new gameplay that binds products, capital and users together. It is precisely because of this innovation that Xiaomi has used thousands of people to do things that tens of thousands of people can do, and firmly held his own values and did not compromise with the old tradition.

In the animal world, small and weak animals always have to erect their feathers and expand their bodies in the face of a large number of hostile opponents, so as to scare off their opponents. The same is true for start-ups. If they shrink in a corner and are timid, they will definitely become the dish of their opponents.

The ecological chain is another key link in the construction of Xiaomi’s market power. Through the ecological chain, Xiaomi forms alliances with some start-ups by means of capital, and at the same time makes them no longer competitors.

If Apple’s success benefits from a complete ecological chain circled by its own IOS system, then Xiaomi’s ecological chain is an active strategy. It takes capital and values as a link to bind a large number of hardware suppliers and entrepreneurs. On the one hand, it achieves scale effect, on the other hand, it also enhances user stickiness, thus building Xiaomi’s resource-based power boundary.

2. "Xiaomi Ecology" is not "LeTV Ecology"

It is worth noting that Xiaomi’s ecological chain is a market strategy, which is essentially different from the "ecosystem" naturally formed around large enterprises. Xiaomi’s ecological chain is a product of intentional cultivation, not a decentralized network connection, but a core alliance strategy.

The concept of "ecosystem" comes from biology, which was introduced into the field of organizational theory by American sociologists in the 1970s, and formed the school of "organizational ecology". After the rise of the Internet, some scholars put forward the similarity between commercial ecosystem and biological ecosystem, and there are also various relationships among food chain, macro environment and competition. They named such an organizational form that is highly dependent on external cooperation and resource management as "Network Based Organizational Form", which is different from the traditional organizational form that is highly closed or highly dependent on market transactions and has clear boundaries, which is what we now call "ecological model" or ".

Ecology and platform are two concepts that are often confused, although they have many connections. Simply put, the platform strategy is to build a market, while the ecological strategy is to build a city. The core of platform strategy is to link bilateral relations to match transactions, while the core of eco-strategy is to create a closely linked multi-format system by constructing and managing extensive and multi-level cooperative relationships (long-term strategic cooperation agreements, investments, joint ventures, mergers and acquisitions and other non-product transactional relationships).

If Xiaomi only buys products from various startups, or only lets enterprises sell products in Xiaomi channel, Xiaomi is the builder of the platform, but Xiaomi is doing "investment+incubation": enterprises in the ecological chain are independent companies. Xiaomi generally holds 20%-25% shares in eco-chain companies, jointly defining products, leading design, assisting in research and development, and endorsing the supply chain. Therefore, the ecological chain of millet has greater diversity and more complex symbiotic relationship.

In the business ecosystem, energy and nutrients mainly appear in the form of user flow. In the process of Alibaba’s development from a platform to an ecosystem, massive users have always been the core and solid foundation of its construction. Similarly, Tencent announced the implementation of the open strategy to build an ecosystem around WeChat, which obviously comes from hundreds of millions of highly sticky users of WeChat.

In addition, in the organizational ecosystem, the value chain assumes the role of food chain. In nature, the food chain is the core organizational logic, which determines the flow and transformation path of energy and nutrients. In Xiaomi ecological chain, the development and release of hidden value of user groups depends on the construction of value chain in the ecosystem.

Therefore,Xiaomi’s ecological chain is actually an extension of its own power boundary. As the core of the ecological chain, Xiaomi should provide a user base that can support the healthy development of the whole ecosystem and control the key links of the value chain/network, which is by no means possible for every enterprise.

In the domestic A-share market, one company once set off the ecological banner, that is LeTV.

Jia Yueting, chairman of LeTV, said: "Our competition with peers can no longer be measured by the gains and losses of a certain stage or point, but more depends on the connection and integration of all links in the ecological chain and the cross-border innovation and continuous subversion on this basis." An open letter to employees.

As a result, LeTV put forward an "eco-anti-"business model, established an all-encompassing ecosystem from sports programs to online car rides, and believed that mutual diversion among eco-enterprises would have great commercial value. For example, from the very beginning, Jia Yueting’s positioning of LeTV’s mobile phone was to attract users with video and become the entrance of LeTV’s ecological terminal, so LeTV’s mobile phone has been sold below the cost price. (April 2015, China Entrepreneur Magazine, "Don Quixote • Jia: The Lonely Journey of the Subverter.

Letv’s typical imagination of "ecological opposition" is: in the stadium scene, there is a moment when people have the strongest desire to buy — — When you see Messi kick the ball into the goal, then you will think, I’ll buy a pair of shoes like this!

Later we learned that it was a dream.

The out-of-control LeTV Ecology can only make a fuss about related party transactions, deferred income tax and equity distribution of subsidiaries, and hide losses.

However, LeTV’s failed attempt does not mean that the development prospect of Xiaomi Ecology is gloomy. Xiaomi’s ecological logic is much simpler and more effective: Xiaomi does not expect related transactions between eco-chain enterprises to bring income (LeTV’s case proves that this income is unreliable), but uses the eco-chain to improve the overall market efficiency.

Moreover, there is always a core in Xiaomi’s ecological chain — — Xiaomi mobile phone and Xiaomi brand values, which provide fast-growing resources and channels for other start-ups. Unlike the "loss-making" sales of LeTV’s mobile phone, Xiaomi’s mobile phone has always been making money, although it claims low gross profit margin.

In the early days of the rapid growth of Xiaomi’s mobile phone, some suppliers complained that Xiaomi’s "Internet thinking" was good, but it was predatory, which depressed the profit margin of supply chain enterprises. However, using the eco-chain strategy, as of the first quarter of 2018, Xiaomi has brought more than 210 eco-chain enterprises into its own track, further enhancing its power position in market negotiations, and also allowing suppliers who cooperate with Xiaomi to have more orders.

It can be said that Xiaomi effectively uses his power to eliminate the dissatisfaction of suppliers, and at the same time, it is further transmitting Xiaomi’s values — — There will be a large number of users coming with the price reduction, which is the reappearance of Xiaomi’s cognition of market power in the industrial chain relationship.

In December 2015, Lei Jun proposed that the ecological chain should be an independent brand. Three months later, "Mijia" was released.To some extent, Xiaomi’s "Mijia" ecological chain system can be regarded as the intelligent hardware version of the App Store.The App Store launched by Apple in 2008 is a successful example of a single enterprise establishing an ecosystem, which determines the acquisition form of applications and services in the era of mobile Internet.If the smart hardware in the future is also the first choice to enter the track of "Mijia", the growth space of Xiaomi will be limitless.

3. Under the rule of Xiaomi

For an ecosystem, win-win is the premise of growth. An ecological chain that can continuously share benefits for all participants is fundamentally sustainable.

Then, can everyone achieve a win-win situation in the Xiaomi ecological chain?

The answer is yes.

First of all, the ecological chain has changed the relationship between Xiaomi and other startups and reduced the future risks of Xiaomi.

In the early days, Xiaomi’s market power cognitive boundary of "high quality, high value and high cost performance" not only affected the big manufacturers it aimed at, but also affected the future of many entrepreneurial projects.

In 2014, at the peak of domestic intelligent hardware entrepreneurship, entrepreneurs, investors and entrepreneurs often asked the same question, "If Xiaomi made your product, how would you respond?"

This antagonism leads to many situations of "cottage" millet. In a dialogue with senior government officials in 2015, Lei Jun also specifically mentioned the proliferation of counterfeit goods. Because of Xiaomi’s strong influence in the hearts of consumers, some startups in the south began to make Xiaomi’s mobile phones and accessories, which caused many problems. Xiaomi once asked the government to increase anti-counterfeiting efforts.

However, with the development of Xiaomi’s ecological chain, these voices have gradually weakened. If you can get Xiaomi’s investment and guidance, why bother to "cottage" it?

This reflects the power of Xiaomi ecological chain.

The future enemies of a company include not only those visible competitors, but also those startups that don’t know where they are. It is impossible to solve the problem simply by relying on competitive strategy. Xiaomi makes its controllable organizational boundary always coincide with the market boundary through the ecological chain, thus effectively achieving the purpose of eliminating competition, improving penetration and preventing entry, which is a very clever market power strategy.

Secondly, the ecological chain has effectively cultivated Xiaomi’s allies in values.

Liu De, the co-founder of Xiaomi in charge of the ecological chain, is a designer and once worked in the Whampoa Military Academy of China Industrial Designers — — University of Science and Technology Beijing is the head of the Department of Industrial Design, and he leads the team in charge of the design of Xiaomi mobile phone.

Liu De divides Xiaomi’s ecological chain into three layers: the innermost layer is the basic hardware such as mobile phone and TV, which is closed and Xiaomi can only do it himself; The second layer is the product directly related to it — — Headphones, charging treasures, bracelets, and IOT devices such as rice cookers, electric kettles, and smart desk lamps are semi-open; The outermost layer is household consumables, such as rice related to rice cookers, filter elements related to purifiers, etc. Xiaomi does not do it himself. The products of the first two floors are also part of Xiaomi’s new retail channel, which can sell the products of the third floor. For example, you can place an order to buy filter elements on the APP page of Xiaomi air purifier.

Xiaomi requires every product to be explosive, and Liu De’s team will personally participate in the design of eco-chain products, and use Xiaomi’s rapid penetration of the market to help these products quickly occupy the market.

In addition to the support of capital and supply chain, Xiaomi will also pass on some explosive methodologies, such as how to simplify the design of a product, reduce costs and meet 80% of the needs of 80% users. When mi band was launched that year, Xiaomi asked the manufacturer Huami Technology to focus on two things — — Reduce power consumption, increase viscosity and improve design. When smart wearable devices cost thousands of dollars in foreign countries, Huami Technology launched the first generation mi band in 79 yuan, which quickly became popular.

The well-known self-media curiosity daily has analyzed the reasons for the success of Huami Technology. They found that in terms of sales expense ratio, relying on Xiaomi’s channel and word-of-mouth marketing, the sales expense of Huami accounted for less than 2% of revenue for a long time, while its peer benchmarking manufacturer Fitbit was nearly 25%. With the help of Xiaomi ecological chain, its procurement cost is also nearly 50% lower than Fitbit.

In order to support the cost of sales, Fitbit’s gross profit margin has been maintained at around 40%. However, the gross profit margin of Huami was only 12.3% and the net profit margin was -4.2% when it produced the first generation of mi band, so it was able to create explosions and cultivate users at a very low price. After the launch of Xiaomi’s second-generation bracelet in mid-2016, the price was raised from 79 yuan to 149 yuan, and the net profit rate of Huami Technology became positive. Therefore, in just three years, the strength of Huami, after being a large-scale brand, has undergone a major reversal compared with Fitbit: the net interest rate of Huami has risen to 8.15%; After 2015, Fitbit’s revenue continued to decline and it fell into a loss.

Of course, there are also some eco-chain enterprises that don’t like to survive in this system. Because the Xiaomi ecological chain emphasizes cost performance, both Lei Jun and others in the company like to say, "The biggest disadvantage of this product is that it is too cheap!" It is difficult for these enterprises to obtain higher gross profit within the Xiaomi ecological chain.

In this respect, Xiaomi is also different from Wal-Mart. The ecological chain is an open platform, which only participates in the incubation of start-ups from 0 to 1, and the later development is not limited. Entrepreneurs can make their own brands outside the ecological chain, and it doesn’t matter if they don’t even accept Xiaomi’s investment. Xiaomi is not so much a channel provider as a product gathering place with common values.

With the help of ecological chain, Xiaomi has effectively constructed the resource boundary of its own market power, so its market position is more stable.

05

Replay

The previous article is magnificently about 20,000 words, but it is actually just studying a problem:What is the reason why Xiaomi can succeed in the market?

Around this problem, we have two findings:

First of all, we find that power strategy, not competition strategy, is leading the growth of Xiaomi.

As mentioned above, the growth of Xiaomi is a textbook case of market expansion. As a start-up, they have established a set of.Market power system in the name of "Xiaomi mode": establish the brand identity in the era of mobile internet with cost performance and explosion rate, and use this to push back the improvement of organizational efficiency and establish the cognitive boundary of power; Turn customers into "fans" and let them participate in the design and promotion of products, so as to form the relationship boundary of enterprise market power; Build an ecological chain by means of venture capital, share the risk of market demand with small hardware startups, accelerate their growth and expand the resource boundary of enterprise market power.

It is this innovative system that distinguishes Xiaomi from many mobile phone manufacturers, builds and cultivates its own exclusive market, and grows step by step in the environment surrounded by wolves, dancing with the wind and soaring to the top.

From the beginning to the end, Xiaomi’s market decision is to occupy the market "mainly with me". We have not found that Xiaomi has taken the initiative to make competitive efforts to find the gap of opponents or build barriers to prevent opponents from attacking. But because of this, they always hold the initiative of the market.

In the dark horse college of entrepreneurship, according to the mental model, entrepreneurs are divided into two categories: heaven school and earth school. Xiaomi can be said to be a typical Tianpai company. Huawei and ZTE have been communication enterprises for 20 years, and Lenovo, OPPO, vivo and other companies also have rich experience in manufacturing and selling consumer electronic products, all of which are naturally grown in this industry. But Xiaomi is not, Xiaomi is a real heterogeneous — — It is more like the spokesperson of the future Internet product model in today’s social ecology — — If you believe Lei Jun’s prediction.

Generally speaking, Tianpai startups succeed in the market, or they seize the opportunity of social change and create a new industry, such as Ali; Either have some independent innovative technologies and find ways to realize them, such as Baidu. Because it is difficult to break through the bottleneck of resources and relationships, Tianpai startups are generally afraid of fighting with incumbent enterprises in the traditional business environment. But Xiaomi is different. It brings the idea of Tianpai entrepreneurs to the world of local giants and proves itself in the market struggle.

Xiaomi’s method of winning the struggle, specifically, Xiaomi’s method of building its own power in the market through values, rice flour and ecological chain, is more practical for today’s entrepreneurs. Because the opportunities of using innovative tools to change the world in the initial stage of the Internet have become less and less, entrepreneurs are now facing more situations, how to take root in an industry and do their best to create a new and successful company. Xiaomi is an example in this respect.

Secondly, we believe that Xiaomi’s achievements also challenge the traditional company value evaluation system.

In 1970, Milton Friedman, an economist, published a famous article in The new york Times Magazine: Corporate social responsibility is to improve profits. This creed, together with the hypothesis of "rational man" in economics, supports the continuous improvement of corporate profits and the legalization of personal income of shareholders and executives.

However, Drucker, a master of management, does not agree with this view. In his view, profit is the result and should not be the purpose of management. It is the reward given to the owner by the enterprise for its continuous operation, but the purpose of the enterprise must exist in the society.

Xiaomi is such a Drucker-style enterprise instead of Friedman-style enterprise. It is a dream enterprise, not a profit machine, but a startup company that wants to create value for society.

In Xiaomi’s business model, user reputation is the origin, cost performance is the engine, and social media is the accelerator. Everything Xiaomi does is to provide products that are "touching and affordable", and he believes that actively reducing the gross profit margin of hardware will eventually bring the desired business value.

According to traditional business ethics, all enterprises will try their best to avoid the situation of zero gross profit, because that means that your company has no barriers in the market.

But Xiaomi did the opposite. It took the initiative to reduce the gross profit, which was consistent with the words of Amazon founder Bezos:"A large company with low gross profit that can survive is itself the biggest moat."However, it is a big challenge to traditional business values.

Why should an enterprise exist? This involves the fundamental definition of enterprise and even entrepreneur value. The expectations of shareholders are different from the interests of enterprises, and the goal of investors is only to make money.

Interestingly, when Xiaomi went public, most media in China, even a large number of self-media, always unconsciously worried about investors.Look at the value of millet simply from the perspective of making money.People ask Lei Jun again and again, where is the moat, where is the revenue growth point and where is the profit? butFew people study the value of millet from the perspective of society and market. However, few people in the media are real investors in Xiaomi.

In our opinion, the value of Xiaomi lies in the value it creates for users. Xiaomi can become Xiaomi because it is a real market revolutionary and a great entrepreneurial experiment that is still going on.

Moreover, the traditional evaluation system can not reflect the possible changes in the future and the value of entrepreneurs’ personal factors to the company.

On the road to Xiaomi’s success, there are huge contingency factors: if Xiaomi didn’t just catch up with the tide of "double innovation" and loose capital environment in the first four years and rush to the "stratosphere" with the fastest speed, would it be able to survive the twists and turns in 2015-2016? If Lei Jun hadn’t happened to be the president and angel investor of Jinshan, could Xiaomi have won the unthinking support of so many netizens and business partners at first, thus enjoying loyalty and reputation? These questions are hard to answer.

But if we look at it from another angle, it is precisely because the founder of Xiaomi is Lei Jun that it can have these accidental opportunities. Lei Jun’s upward motivation, adherence to Xiaomi’s values, familiarity with the method of "lean entrepreneurship" and his resources, contacts and personality are the necessary conditions for all future opportunities of Xiaomi.

In fact, it is precisely the combination of the founder’s personal characteristics and the entrepreneurial methodology based on uncertainty that makes the startup explode with great energy. Wu Xiaobo, a media person who spent $200,000 to buy Xiaomi shares, said, "Lei Jun himself is the biggest premium of Xiaomi".

For an ongoing change, people always overestimate the change it will cause in the next year, but underestimate its long-term impact.

Looking back now, as Lei Jun said in an open letter on the eve of listing: "In the past eight years, the cottage in China has been completely eliminated; China’s smart phones and smart hardware are getting better and better in quality and cheaper in price, and they are rising strongly in the world … … Xiaomi has also become the fourth largest smartphone manufacturer in the world, changing more than 100 industries through eco-chain products. "

Isn’t it an extraordinary market achievement for a startup company to grow from zero to the fourth place in the world in eight years in a long-standing mainstream battlefield?

It should be noted that this paper only studies Xiaomi as a startup company. When a company gets bigger and bigger, especially after listing, it is likely that some decisions that helped it succeed will no longer apply. According to the case center of Entrepreneurship Dark Horse College, in the future market, Xiaomi still faces at least four main risks:

1) Risk of explosives.Xiaomi’s low gross profit strategy determines that each of their products must be explosive, and the cost should be diluted by explosive products, otherwise it will lose money. Take Xiaomi air purifier as an example, the mold opening cost is 10 million. If only 10,000 units are sold, the cost of each unit will increase by 1,000 yuan. Only after the sales volume can reach millions of units can this cost be reduced to a negligible level. This requires that every product of Xiaomi must be based on the needs of a large number of users, and a large number of people will buy it. However, the preferences of modern users can easily migrate with the head IP, and the demand for diversification is also increasing. The emergence of explosions is very accidental. Once a heavyweight product fails to become an explosive product, Xiaomi may fall into huge financial risks.

2) Fan risk.Xiaomi should become both a popular company and a fan culture company. The contradiction here is, is the growth of fans sustainable? Every company can maintain a limited number of fans. If the number of fans stops growing, the growth space of Xiaomi’s subsequent Internet services and intelligent hardware products will be greatly tested, and Xiaomi will lose its difference from other mobile phone manufacturers. No matter from the perspective of future development or current market, Xiaomi needs new means to interact with users and complete new traffic conversion.

3) Main channel risk.Xiaomi’s ecological chain is a big stove, and Xiaomi’s own brand is a heat source. With waste heat, the surrounding intelligent hardware can be made. But the outside world defines an enterprise, or more from its main channel. Especially in the capital market, I prefer "Friedman-style" enterprises, and it is difficult to understand the ecological practices of startups. Letv’s case is not to be discussed. Since 2014, Haier has launched a "micro-model" to build an entrepreneurial ecosystem and achieved good results. From the beginning of 2014 to the present, Haier’s revenue has doubled, its profit has increased by 70%, and its share price has doubled. However, in the same period, Gree focused on its main business, its revenue didn’t change much, its profit doubled, but its stock price quadrupled. Therefore, no matter how great achievements Xiaomi’s ecological chain has made, the valuation of Xiaomi may be defined more according to its position in the main channel in the capital market.

4) Technical risks.Every startup company will enter the "new normal" of slow growth sooner or later after experiencing a high-speed growth period. At that time, companies without the accumulation of key core technologies cannot have stable market power. The next development of Xiaomi needs to get more source innovations from the outside to the inside, including hard technology.

For a startup, all success is temporary. The greater the achievements in the past, the greater the challenges in the future.

Today, the development of Xiaomi has changed from the company that wanted to "follow the trend" and take a ride on the mobile Internet to the standard-bearer who promoted the concept of "touching people’s hearts and being kind in price". But as of 2017, Xiaomi’s share in the global mobile phone market is still only 6.4%. This shows that changing people’s inherent cognition is the most difficult thing in the world. Even if you are sincerely starting from users, you will not let all users become your fans. This is also the fate of most reformers in history — — There were countless people who wanted to change the world, and eventually they became a supplement to the diversity of the original world.

Today, the mobile Internet has become much more complicated than what Xiaomi imagined when he was born. In the early days of Internet application, companies that master Internet tools in advance may be able to dig the "first bucket of gold" more easily, but in the future, all companies will be Internet companies.

As time goes by, everything that God has given a person will be gradually taken back, talent and identity will lose their aura, fans will get old, fashion trends will change, and all that can be left is what they have fought for at the moment.

Lei Jun said: Kind people will not be too bad luck. We wish Lei Jun good luck! Xiaomi, good luck!

[References]】

[1] Professor Catherine &bull of Stanford University; M• Eisenhardt, Market Construction and Boundary Shaping: Entrepreneurial Power in the nascent market (translated by Yu Ming, Guanghua, Peking University).

[2] Xu Xiaoping, a teacher of Zhenge Fund, talked about Entrepreneurship several times.

[3] Luo Xiaoqu, Ph.D. of Stanford University and former chief strategy officer of the dark horse of entrepreneurship, has made relevant research results on "entrepreneurship ecology".

[4] Notes of Xiaomi, Li Wanqiang, Hong Feng, Gao Ziguang and other partners and executives in the dark horse college of entrepreneurship.

[5] Xiaomi’s internal marketing manual "Sense of Participation" and experience collection "Notes on Xiaomi’s Ecological Chain Battlefield".

[6] Caitlin • Muff, Thomas • Dilik et al., Management Education for the Benefit of the World.

[7] Zhou Hang, Shunwei Capital; Feng Weidong, Tiantu Capital; Dai Saiying, founder of three dads; Liu Jianhong, Peng Gang, former senior executives of LeTV; etc. in the dark horse college of entrepreneurship.

[8] Major media reported publicly.

[For more reading, see Article 12.】

Values, Rice Flour and Ecological Chain: Xiaomi’s Market Power Game (I)

Values, Rice Flour and Ecological Chain: Xiaomi’s Market Power Game (Ⅱ)