Millet won't tell you the secret of 10% success.

Millet's "three big insistence" is the iron law of the commercial field. If your business can do it, it will also stand out in the competitive landscape.

The key point of millet company is not the business scale, but the foundation of the platform model

2013 is the strategic transition period of millet, they have successfully transformed from low-end smartphone products suppliers to a younger generation of digital life partners-Millet mobile phone (extended to the lower red meter), millet TV, millet box, millet router, camera and headset, such as millet accessories, such as rice rabbit dolls and other peripheral products ... Around the young people's life style, millet gradually expand the serialization of products, from a single product supplier to the integrated solution provider, millet platform model formal structure of the formation.

That's what I've been talking about. Millet's real strategic intent: to gather customers with millet mobile phones, through a series of marketing means to build customer community, echoing customer values, deepen the integration of customer relations, and then around the customer's lifestyle become a comprehensive supplier, millet future growth space unimaginable.

The next growth is just a matter of strategic steps:

First, millet can be around the existing customers to further expand the product line, see which field of market space enough, and competitors and the rut, do not think enterprising, millet can be extended to where, anyway, is the integration of industrial chain, Millet does not need to consider the unity of production or procurement, new areas of entry costs are very low;

Second, millet can also be in the existing product line to expand users, regional expansion to Hong Kong, Macao and Southeast Asia and other overseas, market segments such as millet to the expansion of the red rice, the future with the growth of this group of customers, millet nature can extend to the high-end, direct impact on Samsung or Apple. Of course, it is more likely that two steps will be carried out simultaneously. Any kind of road, there is no barrier to the market, millet needs to do is to develop management capacity to adapt to the growth rate.

The power of platform mode is here! With the mode, through the customer Word-of-mouth transmission power, Millet in the 2014 business growth is not difficult. Millet's strategic intent is also clear, to further rob young consumers, so that they gather on their platform. Therefore, the millet mobile phone in 2014 to supply 40 million, not for sales, but to rob young consumers.

The key point of millet company is not the business scale, but the foundation of the platform model. So, the millet model will not collapse, millet company has the opportunity to follow the customer growth, become the industry leader. Lei to this point is very sober, proposed millet to "adhere to three basic principles", just for the platform model of the three fundamental points, but also the basis of sustainable development of millet.

First, millet always adhere to and users to make friends. Lei said, and users play together, gave Millet continued to fight the power and the source of constant innovation. "A few days ago, we held the annual Millet Popcorn Festival, many and we have been together for several years of rice noodles to the scene, memories of the days gone by, they will even be excited to shed tears." Rice noodles have been watching us, we must not disappoint this hospitality.

Millet is aware that the user is fundamental. The focus of the enterprise is not the product, but the user. The same platform, millet and Haier are slightly different. Millet is building "user's platform", Enterprise and user interaction, user and user interaction, the final enterprise and user relations to deepen; Haier is in the construction of "employee platform", enterprises with any scheduled or unregistered staff to establish a cooperative mechanism, to motivate them to become self-employed, independent to meet user needs.

Haier has the risk of degradation as an intermediary, similar to the market-Haier set up rules, sell stalls, let the independent operation of the stall, let them and users two-way choice. Geographical market, can rely on the position of monopolistic advantage to maintain customers; what does Haier's platform do to sustain customers? Without a unified customer base, independent operators are easily dispersed, and it may be difficult to compete against organised rivals.

Millet's user platform is more powerful. Millet's business focus is the smartphone, but the focus of the work is millet network and its offline service system-This is millet deepen customer relations, a powerful weapon. They make their customers realize that Millet understands their lifestyle and values by 0 of miles, through activities unrelated to product sales through Popcorn Festival, city meeting, talent show, etc. Continuous strengthening of customer relationship, Millet has a strong foundation for the continuous integration of products. So, in addition to playing with users, Millet in 2013 also set up 18 Millet flagship store, 436 repair outlets, are in the continuous strengthening of the Platform's cohesion.

Now is the fan economy era, only with users to make friends can have a better survival basis. The so-called fan economy, refers to me to buy you, because I like you, not you have characteristics. In the era of information explosion, consumers to reduce the decision time cost of consideration, will be selective filtering, a large number of information will be directly screened out. But fans don't filter you, they just filter your competitors.

Second, millet always adhere to the product for the king. Lei said, "Millet to pursue ultra-high performance and ultra-high cost-effective, to provide users to scream products, this is the foundation of millet, millet all business models, product strategies, marketing methods to establish the premise."

The user is the fundamental, the product is the foundation, the product competitiveness is competes for the user and strengthens the user relations the foundation. Millet to the ultimate spirit of the pursuit of product competitiveness, this is from the understanding of jobs, it is worth all enterprises to follow. Establish product competitiveness, need to do two: first, go to customer life or mode of production to understand customer needs, that is, enter the customer value chain; second, in the customer experience more than competitors, that is, superscript.

Millet success tells us that the decision product competitiveness is a comprehensive experience, not a single product characteristics. The product itself is not an end, but a means by which the user solves the problem or satisfies the demand. What users need is not a product, but a solution. The comprehensive experience of the solution determines the degree of customer satisfaction. Moreover, the cost performance is also very high.

The internet has eliminated the information asymmetry to the greatest extent, making the brand value-added more reasonable and closer to the product value. The biggest significance of the brand is no longer to obtain excess profits, but to obtain customer loyalty, so that customers generate continuous purchase, and recommend others to buy.

Of course, luxuries are the exception. Luxury goods sell not products, but privileges.

Third, millet always adhere to cooperate with the partners win. Lei said, "The results of the millet and Foxconn, Ying-da, Qualcomm, MediaTek, Nvidia and other hand-reached, we will work with excellent partners to create a new pattern of the industry."

Excellent enterprises are the organizers of the industrial value chain. With the development of specialization in society, the synergy after division of labor becomes more and more difficult. The enterprise that can organize the specialized division of labor system, only then can become the industry leader. But the organization industry chain is not easy, the organizer must have the ability to drive the division of labor system to create value, and can allocate value rationally, can maintain the sustainable development of the cooperation system, that is, a total win.

The rational distribution of value means that the organizer of the value chain holds the right of price making, and has the responsibility to rely on the rules of value distribution to maintain the industrial ecology. The value distribution is realized by the price system, from the components to the user at all levels of delivery price shows the value of each partner (including the user) allocation between.

No business can last without the idea of a win. Often people have the idea of "winner take All", think who become the organizer of the value chain, who has mastered the right to make the price, also have the right to allocate the value of the word, you can seek the best interests for themselves. However, excessive selfish interests will destroy the cooperative ecology and ultimately destroy the ecological foundation of the whole industrial chain. With hair, finally everybody perish together. Such examples abound.

Li Bing's father and son to create Dujiangyan Water Conservancy project, the continuation of such a long time, the first is the "total win concept", embodied in the "low Do weir, deep Amoy sand" principle. Low do weir, to balance the river upstream and downstream of the interests of various villages, to avoid war, deep Amoy sand, can not hurt others in the case of rationalization to protect their own water benefits.

This idea applies to enterprises, low Weir is to set up a reasonable price, and supply chain and customer share value; Deep Amoy sand is to create value, improve efficiency, reduce costs, so that the industrial chain in the client has greater competitiveness, their own survival conditions will naturally become better.

The ability to create value either comes from mastering technology and resources, or from controlling customers. Millet does not have the core technical ability, but has created the customer platform, has controlled the customer, then "takes the customer to make the Princes", becomes the value chain organizer.

The past is the supply decision demand, this era of development to today, the value chain poured over, demand decision supply. The mainstream trend of marketing is that supply chain integration has been completed, the era of demand chain competition has come, all the efforts in the future must start from here. Lei tell you, the so-called Internet thinking, is "focus, extreme, word-of-mouth, fast." He has told you 90% successful experiences, but the remaining 10% is the truth.