Chapter 28 Chapter Twenty-Seven

"Frankly speaking, I didn't deliberately choose the enemy. This is a misunderstanding of me. Because I always consider problems from the perspective of users, intentionally or unintentionally, I always conform to the principle of subversive innovation, which is bound to make competitors and competitors in the market The giant is in a dilemma, which is very uncomfortable. Especially after the subversion of the business model is formed, it will find it difficult to follow up: the existing things have become a burden, and problems will occur if they do not follow up, and problems will also occur if they follow up. For example Free antivirus, do you think it will follow? If you follow up, you will lose hundreds of millions of revenue, and you don’t know what the result will be. If you don’t follow up, you will lose users.”

In 2010, "The Nation of Entrepreneurship" - co-authored by Dan Senor and Saul Singer - was a bestseller. Perhaps in the minds of many people, Israel is still in the miserable state of more than half a century ago. Therefore, what the book tells about Israel’s economic development today is very surprising-Israel is actually the most entrepreneurial country in the world In China, on average, one person starts a business for every 1,844 people.As of 2011, there were as many as 60 Israeli companies listed on Nasdaq in the United States, second only to the United States and China. The latest global competitiveness report of the World Economic Forum also shows that Israel ranks fourth in the number of patents per million people, second only to Sweden, Switzerland and Finland.Such a dazzling performance makes international companies optimistic about the golden mind of the Israelis.Microsoft, Intel, Google, Samsung and Huawei have set up R&D centers here.

In early November, a few days before the war in Israel ignited, Microsoft CEO Ballmer and Intel CEO Otellini even ventured to visit the country for cooperation and donation.It is the proudest part of the Israeli government to use brainpower to attract funds so that the people can survive and grow amid the war. Such a country can become an entrepreneurial kingdom. The most frequently heard reasons include the courage of the Jews to break through and innovate, and the sense of crisis evoked by enemies from all directions and the lack of natural resources.But how they innovated and how deep their crisis awareness is, without in-depth communication and reading, it is difficult to have a clear grasp.

After returning from Israel, Chen Hong, Chairman of Hanergy Investment, sighed: "I think the success of the Jews is mostly related to spirituality, not emotional intelligence. Our Chinese resources are too rich and the market is too big. Many companies do not have such sense of worry. "Everyone I talk to has a sense of urgency. President Perez said: We have nothing. If we don't innovate, we won't have this country. The military said: If we can't win, we will be wiped out by others Yes. Ordinary Israelis do business all over the world, and they will donate the money they make to the country. They say: because I don’t donate, my country will disappear, and I will be hunted down by others in other countries.”

Lanier, chairman of the translation software company Babylon, is a typical Israeli entrepreneur: he grew up in the flames of war, started his own business with his own genius, and was not defeated by childhood tragedies.Israel has no orphanages because they have no orphans.Once a child loses his parents, someone takes him home and raises him immediately.The president of a fund company said that after the massacre, many of his generation had no parents, and they would not let their children become orphans again.Those who have a little knowledge of Israel's history and current situation are willing to believe this explanation.

Israel was established in 1948.After the founding of the country, the Arab world set off a wave, which made the newly established young Jewish state face two seemingly insurmountable challenges at once: the first was to fight a war for independence, which was a matter of survival, and to absorb a large number of Refugees from Europe after World War II; the second is overcoming threats from surrounding Arab countries.Later, more people died fighting for Israel's independence than American soldiers died in both world wars. Those who survived the war had to struggle to make ends meet in a stagnant economy.Everything is rationed, rationed, one egg a week, and there are long queues.The average living standard of Israelis at that time was only equivalent to that of Americans in the early 19th century.Until November 14, 2012, the war continued.

The magazine's reporter described the Israelis: warm and friendly, courteous to foreign guests.When outsiders ask where there is a public phone, everyone will pull out their mobile phone and lend it to you, but they are never polite to enemies who may threaten them. In this regard, Israeli entrepreneur Mincer replied: "There are only 13 million Jews left in the world. Of course we must protect ourselves." It is true that the situation around Israel is tense and resources are lacking.They spend more than 5 percent of their GDP annually importing coal, crude oil and natural gas.Food and water are also problems, because most of the southern land is desert, which is not suitable for agricultural development.

Faced with such a dilemma, the defense mechanism of the Israelis is not only relying on strong ships and guns, they have built themselves into a global think tank.Because of their unique history and culture, their business and workplace organizations and rules are very different from those of Chinese companies.They prefer to spend their energy on doing things rather than on workplace struggles and unspoken rules.For a correct goal, Intel's local Israeli employees can go to the headquarters to guard the executives, lobbying and arguing earnestly. So, how can Zhou Hongyi and 360 survive in China, where only giants belong?

On December 12, 2012, Line, a mobile instant messaging tool developed by the Japanese subsidiary of the Korean company NHN, announced its launch in China under the name "Lian Wo", cleverly labeling itself the "Korean version of WeChat".This news first appeared on some news sites, no source, no publisher.A few hours later, someone discovered that the name of Qihoo Technology appeared in the User Terms and Agreement section on Linkwo's official website, claiming that Qihoo was authorized by NHN to promote Linkwo products and provide related services in China.Later, some media claimed that Qihoo 360 invested in Line.

Reminiscent of Tencent’s investment in Kakao, another mobile instant messaging service in South Korea, and Zhou Hongyi’s envy for WeChat many times, this news is dubious.In fact, the functions of Line and WeChat are quite different, such as free voice call service.WeChat did not add the intercom function until a recent upgrade.All of a sudden, Lian and I achieved a high transmission and forwarding rate at zero cost. However, Zhou Hongyi avoided answering the question of joint venture or investment. "Many mobile phone products such as "Angry Birds" chose to launch through 360 mobile assistants when they entered China. Line is a mobile phone software in Korea that makes free calls and is more suitable for female users. 360 Mobile Assistant is an open mobile application distribution platform, as long as it is a good product that users welcome, such as WeChat, they can be found, downloaded, installed and used.”

"Free calls" and "suitable for female users" make users feel the selling point within a second, and finally add "such as WeChat", just like the label of "Korean version of WeChat" in the news, once again linking Line and WeChat Hook up.This is Zhou Hongyi's practice of using his strength again. He used WeChat's prosperity to promote Lian Wo, and Lian Wo's new 360 mobile assistant, and Lian Me weakened WeChat's market share. In fact, the two battles in 2012 - 360 special supply machine and 360 search - were also remarkable in terms of product positioning and marketing methods. Borrowing others' fire to light their own lights made the opponent very irritable. A person, a company, walking in the rivers and lakes with a challenging attitude, is bound to be attacked.But Zhou Hongyi unswervingly followed this path: must subvert, targeted subversion.In his view, the space in the Internet industry has been filled by the giants, and they are constantly looking for opportunities. To gain a foothold, latecomers must use a different approach from them: "Subvert them, let them Dilemma, otherwise there is no game." Controversy has always been with Zhou Hongyi, but as the saying goes: In business wars, there are no permanent friends and no permanent enemies.He has been working hard to control the flames of war on products. As for his opponents, his attitude is to talk about business, and the past is the past, and it is time to cooperate when it is time to cooperate.This may have something to do with his personality. When people scold him, he scolds back when his brain gets hot, but he doesn't hold grudges, and greets them with a smile as if there is an opportunity for cooperation. He once commented on the people who had fought against each other in recent years one by one. Ma Huateng.Are Ma Huateng and I rivals?I respect him a lot, and I study and learn from him. Ma Huateng after the 3Q war is worthy of admiration.First, he reflected on himself, second, he made many adjustments and modifications, and third, he quickly spoke with the product instead of spitting. After 3Q, we also have some lawsuits, but the lawsuits must be based on facts and resolved through laws.Tencent also has the media, but they did not criticize us verbally or in writing.On the contrary, they adjusted their business structure, made an open decision, and finally produced such an awesome product as WeChat. Lei Jun.Little 3 fights, I think it is not a war, it is an argument, and they sing to each other.Everyone wants to instill the concept of doing the Internet into mobile phones.Lei Jun believes that mobile phone manufacturers cannot understand the Internet and must make Xiaomi themselves; I think that mobile phone manufacturers should be informed of their ideas, and Internet companies should cooperate with mobile phone manufacturers. ma yun. In 2006, Ali and I had conflicts, and we were very angry and said radical things.But after calming down, I took the initiative to find Ma Yun, and said that it would be fine.He is also a very caring person. Robin Li.Many people think that Robin Li and I have a feud, but it is not.It was my own choice that I didn't beat Baidu when I was at Yahoo. I made a wrong decision and sold the company to Yahoo, losing such an opportunity to challenge.Doing business is like gambling. You have to dare to gamble, and you are willing to admit defeat. If you lose, I will admit it, and we will accumulate capital again.After we left Yahoo, Robin Li and I had nothing to do. We had been cooperating in the early days, but once Google left, he thought that we were no longer needed, and he tore up the cooperation with us. He refused to give the money that should be paid, and he could only get the money back through a lawsuit. , made us feel bad, but I didn't do anything to him personally. In the 3B war, we did not have a war of words with Baidu.I just pushed my search according to my own thinking. My product concept and business concept are different from Baidu.In fact, the traffic I send to search is my own: my own browser, the traffic to the website that used to go to Google, and now goes to myself.Therefore, most of our 10% search market share comes from Google, and Baidu's share has not dropped much, but Baidu's overreaction is beyond my imagination. First, Baidu jumped out and made false propaganda through a third-party agent, saying that our browser and software had problems.This kind of attack method surprised me. I only encountered it in companies like Jinshan (combat). We didn't even want to turn Baidu, it is very powerful, after all we have been doing it for so many years.I think it has been in a state of no competition, no pressure, and can make money while sleeping over the years.Li Yanhong also said later that the whole company was relatively slack, relatively "petty bourgeoisie" and lacking wolfishness-suddenly someone got up and took its share, which he thought was impossible. Tencent has been doing search for seven or eight years and has not gained any share.I once asked Li Yanhong what he thought of Tencent's search. He said that Tencent is not a technology company. They don't understand search and have no impact on us.That's how they see competition.Google is also gone, and they will feel in a trance that Google has been defeated by them, and feel that they are invincible.Then suddenly someone came over halfway, and they might not understand it. I think Li Yanhong is too radical.After Google left, it is not normal for Baidu to be the only one, even if it is far ahead, there will be some competition.Under the stimulation of external forces, the interior will be more executive and creative.Secondly, if you take this opportunity to improve the user experience, many users will turn to like you.None of this is a bad thing.Why don't you earn less money? Zhou Hongyi has been challenging the giants all the time, but he will not step up to the altar and be looked up to by others, because being looked up to by others will eventually be overthrown by others. Zhou Hongyi regards himself as nobody.He put himself in a low-lying place, just hoping to avoid the arrogance of the giants, so as to avoid the fate of being overthrown.And the search and breakthrough in 2012 will definitely not be his most dynamic battle. "My current focus is on wireless, and I spend the most energy. Wireless Internet will subvert wired Internet in the next few years. I'm looking at what wireless search and security look like." Even if there is a cooperation with Line, mobile communication applications still belong to the category that he will focus on in the future, and it seems that the good news is yet to come. Frankly, it's a misunderstanding of me that I didn't deliberately choose my enemies. I have told many entrepreneurs: It is meaningless for you to make products without considering solving problems for users.A lot of people are "buy the box and return the pearl". He only saw the side of me fighting the war of words, and thought that Zhou Hongyi was invincible by relying on the war of words.If you think this way, you are wrong.War of words is a tactic, not the essence of business.I am always looking at what kind of needs are not being met, and whether there is a possibility of giants being subverted in a market where giants exist. Because I always think about problems from the user's point of view, intentionally or unintentionally, I always conform to the original ij of subversive innovation, which will inevitably put competitors and giants in the market in a dilemma, which is very uncomfortable.Especially after the subversion of the business model is formed, it will be difficult to follow up: the existing things have become package tours, and problems will occur if they are not followed up, and problems will also occur if they are followed up.For example, free antivirus, do you think it will follow?If you follow up, you will lose hundreds of millions of dollars in revenue. You don't know what the result will be. If you don't follow up, you will lose users. Indeed, in this case, the giant's counterattack will become irrational, and they will choose to fight the war of words.Because they cannot say that what Zhou Hongyi did was wrong, they can only attack his personal motives and history, calling him a "historical counter-revolutionary."This is very similar to the fighting between people in the "Cultural Revolution", and the result gives everyone the feeling that he seems to pick an opponent every time to fight, and fight for hype.But Zhou Hongyi felt very wronged: It's really not like this! First of all, no matter how hyped you are, it’s meaningless if you can’t provide users with valuable products. Secondly, I don’t take the initiative to scold others every time.My strongest way to fight back is to use subversive competition, to maximize the product experience or business model, and to speak with the product.Everyone talks about looking for the blue ocean market, but in China's Internet industry, no matter what you do, you can't hide from the giants. To be honest, there are too many smart people.When you have an idea, 100 people have the same idea, 10 people have done it, 5 people have been doing it for a year, you just don’t know it yet.How can there be any blue ocean? Ten years ago, when these giants started, the three major portals were still busy with their own commercialization and had no time to stare at them, so they had room and opportunities for growth. The current Internet is highly congested, giants monopolize users and traffic, and teams of tens of thousands of people are constantly looking for directions to see what is popular in the United States and what small teams in China are doing.In this case, you have to make a similar thing according to the rules of the giant game, no matter how good and fast it is, it is useless.It doesn't care at all, it knows you can't play it. For the current new companies, can they do things without bumping into giants?Is there a field where the giants don't enter?If you watch Gu Yongqiang's video, the biggest competitors behind him are not these giants?This is the case for group buying and cloud storage.Therefore, in the direction of entrepreneurship, I encourage entrepreneurs to learn from Apple: "Think" differently.Ma Yun told you, don't fight with the giants in the early stage of entrepreneurship, you will die. This is actually scaring people.If you don’t subvert, how can you succeed? At most, you can only be a small outsourcing team of a giant, a contractor. Of course, Zhou Hongyi didn't want everyone to go to a duel with giants when they were fledgling.As mentioned earlier, follow the judo strategy.To subvert, but also to subvert quietly.You must not look for opportunities for differentiation like the giants.Why doesn't he do instant messaging?Because he didn't see an opportunity for differentiation.The reason for doing the search this time is precisely because I saw an opportunity for differentiation. Some people say that search can make money—they can make a lot of money. If you can’t make money, I will do whatever you want. But it doesn’t mean that you can do it with passion; some people say that I have a search team and technology—this is a necessary condition, but not a sufficient condition. There are many technology companies. Microsoft has challenged Google. Has it succeeded? "Fundamentally, I made up my mind to do search because I saw a subversive opportunity in search. "I do a search that is cleaner and has a better experience. Will Baidu follow? With me, it loses revenue. I bet it is not willing to give up 1/3 of its revenue (referring to medical advertising), which is a difficult task for it. Decision. But for me, I didn't earn the money, so it doesn't matter. If you don't follow, there will always be people who want a clean search. If you have a lot of money, whether you can subvert it depends on whether you dare to give up. "Some people say that Sogou has been doing it for several years, but why hasn't it subverted Baidu's search experience? In fact, both Sogou and Soso are pursuing revenue too early. They also put some advertisements, which are not fundamentally different from Baidu. If they only do some small Improvements cannot catch up with Baidu." Jobs said extraordinary "thinking", but it is very difficult to actually do it.The model of giants is there, and people are easily influenced by it, and latecomers will think: If it can, why can't I? The subversive innovation that Zhou Hongyi conveyed to everyone is: even if it can, we must not.In other words, before subverting others, you must first subvert yourself and make yourself barefoot.It's hard to innovate if you're not willing to give up. When 360 was engaged in anti-virus, others thought they were "barefoot". In fact, they were Kaspersky's agents, and their annual income was 160 million to 170 million yuan. Don't talk about killing others at this time, you should kill yourself first.The biggest difference between us and other antivirus vendors is courage. The content of disruptive innovation theory is known, but in practice it requires courage. Many companies have become slaves to the capital market after going public.Excessively pleasing the capital market will become particularly short-sighted and timid.Not daring to give up means you dare not invest in the future.Without a big pattern, the future may be lost in the end.Amazon was called a liar for a long time in its early years, but it has made a lot of investments in the future; the results are only showing today.Yahoo doesn't invest in the future, it has to meet Wall Street's requirements every quarter, and the company finally declines. It's hard to compete when you're wearing shoes, so keep the barefoot spirit.

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