Lakara founder Suntaujan: Three years payment industry is qualifying

"Get the end of the world" of the trend of countless martial arts heroes, each of the road master tournament is imminent. Suntaujan (Weibo), as early as 2005, the eyes locked in the mobile payment field, claiming to be "credit card faction."　　The founder, chairman and president of the Lakara, in an interview with this newspaper, predicted that within three years of their own subdivision is qualifying, the opportunity to top several of the first batch of the 27 Third-party payment licences. "What's the rank of Narakala?" "He smiled:" I am sure I have confidence in myself, not necessarily to strive for the first, but one is always needed. "This is the sixth time that Suntaujan started his own business, and he has chosen a completely different field from his previous venture," he said. From the composition, Lakara is a complex project, there are six different business, theory is six completely different nature of the company. "But the close cooperation between each other, is seamless connection." "Will technology be copied?" Can the platform be replicated? How long can the effectiveness of experience last? Sun said that this is a particularly long industrial chain industry, "long tail effect" is very obvious, in fact, he is more welcome to peer to copy, copy, and not afraid of the big guys to "cottage" their own.　　In his opinion, he has cultivated the internal strength and even wrote The secret cheats, he is convinced that the first six years of Lakara to do is to build their own set, and now, the gas field full.　　Welcome to the Giants to replicate the 21st century: Why to develop mobile phone version of the terminal? Suntaujan: The handset and the card reader together, form a processing end, this is a mass market, is also an innovation.　　To put it more seriously, NFC may not be a revolutionary innovation in mobile phones, but it is a revolutionary innovation to make a series of applications in mobile phone card reader. "21st century": we feel that this is a product similar to micro-innovation, because it is based on your large platform and consistently provide services and product development model developed.　　Why does it say revolutionary innovation? Suntaujan: Revolutionary innovation and micro-innovation are all relative, just look at the perspective and latitude is not the same. Revolutionary innovation is the product from scratch. But from 1 to 1.2, 1.5 is a micro-innovation.　　Using smartphones to entertain all bank cards, to carry out individual payments and transfers, Lakara is the first to achieve commercialization, so I think it is revolutionary innovation. "21st century": Does this innovation set up industry barriers?　　such as technology, user stickiness. Suntaujan: The industry itself is a very high barrier, because its industrial chain is particularly long.　　For example, if you want to copy, you need to do something like this--apply for a license development of technology, the establishment of data centers, and all banks, UnionPay to establish docking, and business providers such as operators, electricity, electricity and gas companies contract and docking, and then a professional team to run development, and finally the production of these terminals and sold to tens of millions of consumers. Theoretically all technical barriers can be replicated. Stronger is the comprehensive barrier. The simplest example, on my system, you give China Mobile (Weibo) or Unicom mobile phonePay, brush the real time to the account.　　And a copycat to do this, no more than half a year can not be done.　　21st Century: You only talk about the barrier effect of the later or the foreign entrants, now the internet giant or monopoly companies if replicated you do?　　Suntaujan: No problem, welcome. A grass to grow into a big tree, theoretically should grow in a barren mountain wild ridge, but not long under the eaves. Of course, if you have to choose to grow under the eaves, vitality is strong enough, you can break the roof.　　Do business is also the case, you have innovated this model, if the industry's eldest brother copy you, to kill you, that means that you are not enough innovation, either this dish is not your food, or your vitality is not enough. In fact, we have been copied and never surpassed. We discard yesterday's things, such as requiring iOS and Android clients to be updated every two weeks, constantly on line new features, new business, new applications, such as the pace of Self-renewal, sustainable development capabilities, self-development ability represents the company's comprehensive strength. So the user will feel more and more convenient and easy to use, now including Jingdong, Fank, such as electric dealers are also docking with us.　　This industry is dens, according to work, you enter My network, My network generated trading volume, I have the proceeds, to their own. Listing is a rite of the 21st century: In your opinion, what stage has the company entered?　　Is there a timetable for listing? Suntaujan: We're relatively adolescent. At present for Lakara, the first does not consider the listing, the second does not consider profitability.　　Now it is still a happy rodeo, the license issued only a year, this time to consider a profit or listing, I think it belongs to the total no situation, did not grasp the point. I think, listing is a company's adult gift, if you do not have to adult when the matter, or in order to hold the adult gift of ruin, finish this adult ritual, your bitter days began.　　And the good enterprise does not go through the listing also should solve the good staff's worries. "21st century": The Adolescence of the company, the rapid expansion of the internal level began to complex.　　Is there any change in your management style?　　Suntaujan: Last October only more than 700 people, now (June 2012) More than 3,000 people, business, from a single convenience store repayment, expansion to the current convenience stores, small micro merchant receipts, personal card terminals, plus users operating four lines. This brings about two changes. The first one is the Big bend, we foresee this change last October, we chose 17 branches to carry on the pilot of ground troops first, test to what kind of merchant develops, how recruit, manage.　　The second is the selection of cadres, our cadres are from the grassroots training. My personal change is that it was more of a steward, and now basically a pipe-holder, with the emphasis on the other people in the Executive Board. I now mainly do two things, one is to look at the direction of the real time, the direction of the development of the Lakara is not the direction of the six modules, is not in the course;This person is not competent, in this position is not to play the director.　　A first-time start-up team can not manage such a big chess, without previous experience, including my senior executives of the battle, coupled with our own cultural integration, it is impossible to do. 21st century: In the early years you felt you were a marketing genius, and now you have begun to shift to the role of managers and corporate strategic architects. Is that so?　　How did you do that?　　Suntaujan: I've been using more thoughts on management than marketing. When the business through the fire across the river, people said I was a marketing master, I said you only saw my appearance, did not see my essence. I'm just doing everything right according to the rules of the textbook, not that I have some odd strokes. To win a fight, you definitely need a high level of marketing, and even winning a battle will require your high level of marketing.　　But to win a war, there must be a level of management. Of course, I also think that to be a good leader of the business needs a high grade in marketing. Dan is not high enough, depending on whether you can understand the essence of marketing, the essence of marketing is the first product, the essence of the product is the first demand, when you catch the user needs, in a very clever way to solve the demand, you will be very happy. But that's not enough to get users to accept your product.　　This is the problem that marketing should solve. "21st century": in your serial business, has been changing the industry.　　Why not focus on an industry, a platform-or-holding company? Suntaujan: To make Tencent mode or Lenovo holding mode is my hope, now Lakara is an opportunity. So Lakara will hatch some subsidiaries and let my deputies find their stage.　　But I will always be in the parent company. An enterprise, especially a company that needs a large amount of money, such as financial services, the founder's influence and ownership of the enterprise cannot be measured by the percentage of shares, even if Lakara one day I can only hold 1% of it, I am still the founder of Lakara. At that time if I still have the ability, I will still lead this company.