Lou Weibing, president of Kim Li Group: Innovation needs to be guarded by surprising

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"Innovation, I think must be to guard is surprisingly." You have to find out what is the right, what is strange, every day the extraordinary strokes of people, that is called evil. "This is Lou Weibing's innovative view, and his more than 20-year career summary and personal portrayal."

Shou is surprisingly the foundation, is Tsinghua School motto "self-improvement, heavy moral load" load, but also the township of Confucius and Mencius traditional culture edification. The Shandong man, who graduated from the chemistry department of Tsinghua University in 1998, whether it is graduating from the beginning of the special district into Konka group work, or 10 years later resolutely left into private enterprises as senior executives, or the current "partner" as the identity of China's independent brand mobile phone leader Gionee transformation and upgrading, and constantly pursue challenges and innovation, It's the Lou Wei ice that follows your heart's choices.

Thick accumulate thin hair. Now, on the platform of Gionee, Lou Weibing is completing a leap-forward innovation dream. Industry watchers can find that Gionee has undergone a subtle change, and, in a sense, can even be called "two startups".

Lou Weibing summed it up as a few points: thinking innovation, user-centric Internet thinking has become the core of the transformation, the goal is to establish a direct communication with users of the Community system; product innovation, based on the Chinese market to establish end-to-end ecosystem, and strive to build a 350 million user-level platform; Brand Innovation, To elife as the representative of the younger people in the face of the increasingly successful, and the face of business people Kim Litian also sound development of business model innovation to O2O for the incision, from the manufacturer into a retailer, operator, service provider extension.

These innovations are as sharp and conspicuous as "icebergs", but Lou Weibing has also been pushing "underwater" organizational and institutional innovation, such as "internal partners". And these, also benefited from the Golden State group Chairman Liu Lirong's full support and open mind.

Like elife title "The Strongest Brain" program of a shot, the outside feel that many innovation dare "surprisingly". But Lou Weibing knows how to "keep right", for example, with patience and perseverance to do everything to the extreme, such as in the pursuit of "fast" time appropriate "slow" down. Because he is clear, whether the development of Gionee or his life, all need to respect the Basic Law, must learn to precipitate and cultivate, if, will innovate more possible, gain greater wisdom.

"User-centric at all times"

21st Century: What is the biggest innovation that you push after you get to Gionee?

Lou Weibing: I led an organizational change, and the change continues.

At that time we invited a consultancy firm, they gave us a call matrix, integrated research and development model, in the High-tech industry such as Huawei, such as companies are highly praised this model, I studied later, in fact, found not suitable for the mobile phone industry, and decided to innovate themselves.

A company's organizational model, I think to meet industry needs. The smartphone industry, I call it a trans-tech, humanities and Internet services, these three points are set in a complete presentation of a product, and three inside relatively there are conflicting things, such as science and technology of the main things biased, the humanities and the main bias, the Internet also emphasizes the service of people, It is difficult to solve the problem through a group of three people who understand the humanities, a science and technology, and a service. So I always think that if the owner of the enterprise does not do the largest product manager, it is difficult to make a particularly good product. Then at the same time requires that this person has across marketing, research and Development, supply chain management capabilities, to talk about technology, can go to operate products, can understand how to achieve the supply chain, but also know how to do the market, so the industry threshold is really high. So 30-Year-old, 20-year-old entrepreneurs, it is easy to get up in the Internet field, but in the mobile phone industry, 40 years old before it is difficult to come out, it does take many years across a number of areas of experience, the final mastery, will be achieved.

"21st century": What innovations have been driven by organizational change?

Lou Weibing: Gionee from the original channel brand, to a product company, or to a consumer brand to change, I also think that all Chinese enterprises, old brand enterprises are facing a big problem, is the channel started, but too dependent on channels. Now all the core is to user-centric to solve the problem.

I have a point of view, the Internet companies have an inherent advantage, born to face the user, it must be user thinking; Such a change I think is the most difficult, the whole system in the final analysis, is how to surround for the sake of users, this is the core of organizational change. We go to reform research and development mode, research and development mode to solve how to interact with the user, let the user participate in, this is what we used to be quite distant things. Now I'm building a big customer service system, users of your complaints, can be from micro-bo, micro-letter to, but also from the post bar, how can I let a user in different channels over the complaints, can get through it, it is actually very difficult, this is what we are doing.

Another, is in Gionee vigorously promote product managers and product thinking. It is no use to go to a meeting every day to talk about it. We call the inside of everything as a product, you will see we will have some products in the terminal counter, formerly called the market promotional materials, now we also call it products. You need to think about who your users are, what the problem is with your product, and how you can continue to refine your product through iterative thinking. Every job is to think about what my product is, what my users are, what my users need, what my user pain point is, and then through the user feedback way to know what is good, continue to retain, what is bad, the next generation to solve off. This is also a sense of innovation culture indoctrination.

"The right direction is the most important."

21st Century: What is the difference between what you understand about Internet thinking and what other people now understand?

Lou Weibing: I actually quite agree with Lei talk about the focus, the ultimate, Word-of-mouth, but I do not agree with fast, our internal call slow.

I think the core of Internet thinking is to solve two major problems, one is the asymmetric information, one is the purchase of the not convenient. For example, the user of a county, the original did not know sporting goods in addition to Anta, Li Ning, as well as Nike, Adidas, which is asymmetric information, not smooth; later know, but found no physical store to buy. And the electric quotient core solves these two points.

Solving these two problems led to the "Return of the Initiative", from the enterprise back to the user base, all you have to revolve around the user, focus or extreme, or word-of-mouth, but is around the user how to find his pain point, and then through the focus, the ultimate way to give solutions, and then exceed the user's expectations, so that users have Word-of-mouth, This is the theory system.

Lei is speaking fast, in fact, the Internet products are suitable for rapid development, quick trial and error, fast access to users, I agree. But I think the development of mobile terminals, it is slow, fast impossible to make the best hardware products. You see Apple, a generation of products sold for two years, a year to change the board, but the entire design rehearsal for about 4-5 years, such as the expected to launch this year's sapphire screen, is five years ago to start stockpiling technology, this is not slow? Only by slowing down can you really achieve the ultimate in a product.

Lei mobile phone when standardized, no differentiated PC-type products to do, that the price of the product to determine the key, I think he is wrong, I insist that the mobile phone is a fashion, design sense of the product, we must pursue this sense of design. I do not deny that the millet push software system is very important, but I think the visual sense must be the most important. In addition, the business model is not the same, we think the hardware can be a premium, they think the hardware profit is zero or even more outrageous free argument. Therefore, Gionee to do a generation of products, the flower cycle is much longer than the Internet phone manufacturers such as millet, you through slow to solve these problems, slow must be out of malt, fast must be out of good things.

"21st century": What is your biggest worry about innovation?

Lou Weibing: I worry about the correctness of the direction, sooner or later not important, the direction is wrong, that is the most terrible. What I fear most is the direction back and forth, sometimes I will not pursue speed, I am the direction of the pursuit of a person, so I told them, sometimes you have no direction, no direction on the basis of common sense to judge, we go east, it is impossible just to the eastern, you constantly to correct the good. And after the correct direction, can produce accumulation, accumulated to a certain degree, to quantitative change to qualitative change. This may be something we don't like with the internet company.

"21st century": What are your suggestions for meet innovators?

Lou Weibing: I think not too utilitarian, do their own likes and good things, the probability of success of people is very large. In order to do things for the utilitarian, the probability of success is very small, at most there is a small but not big.

When your money comes easy, or when you can't manage the wealth you have, you can't keep your wealth, and I've seen several of these young people experience. What people do today, to prepare for tomorrow, tomorrow to do things to prepare for the day after, this is a solid process, then you will find that your strength will slowly explode out. We always have to pursue the things we like. Just as I did not choose to continue to pursue a master's degree and ph. D., I feel that is not like, I must go to work, do not care about other people's views of you, the most important or inner how to think.

For a person who likes to work, work is rewarded to him, you do not like, the work as a burden, to earn wages for the purpose, this person is difficult to grow. I think the biggest advice is to follow your heart and then do what you love, and you'll find that ultimately what you achieve is most related to what you like and what you do well.