UC Gifted founder He Xiaopeng: Mobile Internet has to look at the 5 big pits

This is the founder of UC He Xiaopeng in the Innovation School hosted a keynote speech at PMX Salon, from the product manager's point of view of the depth of the mobile Internet innovation of those pits, dry goods, but also destroyed three views:

1, authority and experience is not reliable.

2, the first super copy is not reliable.

3, the Geek user is not very reliable.

4, light look at the data is not reliable.

5, single point of concentration is not reliable.

What is a reliable and innovative weapon in the new battlefield of the lumpy mobile Internet?

----------to destroy the three-view dividing line----------

Oral: He Xiaopeng UC Gifted founder, president

The holes in mobile internet innovation are actually some of the mistakes that UC and many companies have made in the past. Some pits, we even fell more than once. Today, to share with you, is to let you know some of the pits may be encountered, can be in the future of the entrepreneurial process less to take some detours. But in the company's continuous exploration and innovation on the road, I believe that all people should continue to learn, no teachers, only the common learners.

Pit One: authority and experience are unreliable.

Before making a product, many people first ask the person next to them, especially the people they believe, how to do it, or whether the idea is right now. In fact, it is normal for others to recognize and not recognize you. UC early, Ding Lei, lei give us a lot of advice, investors also advise, even including other companies founder also give us advice. It now seems that none of the suggestions are truly entirely correct. After all these years, I remember most clearly is IDG investor Yang, when he gave me a vision, he said that our future initial business model should be similar to "Hao 123". There was no navigation on the UC browser at that time. After a few years, I think back again, I feel that he is right, this thing impressed me.

In fact, all the experience that has been experienced is based on his past experience, but can he remain true to the new experience? I think it's probably not right. UC has a lot of product managers directly report to me, I am most afraid of product manager what? After I told them about some of my thoughts and thoughts, I will take them firmly, but after six months they are likely to be diverted. That is to say, a person with experience needs to change, just like the lei of the Golden Knife. Ray always founded after Millet, the play and Jinshan era is completely different, before there are KPIs, now no; Last week I met Ray General, I said the first sentence, you make millet so successful, how to look younger. Since the early days of Jinshan market, Ray is always very thin, very pale face, but he is really younger now, more spirit, and then I said I am old, Ray always come over to look at my hair, white hair is indeed a lot more. Actually my age is much bigger than everybody thought, I am almost 40 this year.

I will share some experience and authority on specific cases. In the past, we divided a product into three pieces, user products, commercial products and channel nature products. Not all products can be divided into three, but at least there are user products and commercial products, a few products have no commercial capabilities, but it can jump from user products to the next commercial products. The innovation we have done in the past is to make something different and to get more users ' approval. If your competitor is weak, or if there is no one else in the industry to do it, and you can do it, then this is a kind of innovation that can achieve some success.

2004 we founded UC, early in the user products and channel products to do a very big difference. The idea was simple because the browser on the phone was not good. I sat on the toilet and thought the phone was slow on the internet, so I wanted to get the speed up and drop the traffic. This would have been a very simple thing, and then we did it to find that the built-in browser is not the practice, there was no Oprea and Oprea Mini. In the channel products, in fact, UC went a lot of detours, but with data to prove very valuable, we put the navigation site to UC, through the flow of traffic, such as we give others to bring how much flow, others bring us how much flow, this is a channel product prototype. What is the effect of these flows? At that time UC a year of channel costs only 1 million, it prompted UC in the case of not too much money, so that channel products have a great upgrade.

There are many companies that are making similar changes in user products, channel products, and commercial products. Take 360 as an example, first look at his commercial products, 360 launch 360 search, 360 search for an attack point is a security issue, and health-related. From the 360 point of view, he wants to attack each other's profit model. If Baidu, or even China, all search teams do not treat health as the main income, Baidu revenue will drop 45%, which is a big decline. Anyway, 360 in search of nothing, he attacked this violent attack, Baidu can not do according to 3,601 of the way, only to strengthen cooperation with the authorities.

360 still doing a thing, whether on the PC or mobile phone, if he did not think how to do products, or products to make a difference, they will be strong control channels. Recall that 360 on the PC and mobile phones are not all in the control channel? At the beginning of last year he began to control the mobile phone channels, the effect is good. But today 360 in the mobile Internet channel control, has been far inferior to the PC side, the highest PC can reach more than 80%, mobile phone up to only 30%. In the second half of 2013, Baidu, Ali, Tencent began to control the mobile Internet channels.

What is the best way? I am confident to all entrepreneurs that if your users and products can do "1", the "1" stand, I think the back is "0", this is the best way. If your entrepreneurial products in the short term can not be "1" to achieve the ultimate, or can not fully stand, I suggest that the channel products must also be a certain degree of competition, it can make you comprehensive strength stronger.

How many people can succeed in running a business in succession? This kind of person really very few, the American Regiment CEO Wang calculates one. In fact, whether it is the first generation of Internet entrepreneurs or the second generation, it is difficult to create the continuity of innovation, one of the important point is experience and authority. UC once did a community called UC Park, it was done in the era of Saipan, but it did not succeed. One of the most important reasons is that we are more experienced at the end of the page, too superstitious about the ability of the page. So for the past experience and authority, we have to listen to, but not all of the letter, in the implementation of the process of changing.

Pit 2: "First copy after Super" is not reliable.

Many people know twice times the theory that if your product is charged, you must be half as cheap as others, or one times better than others, so that you can create enough differentiation. To change an angle, called first copy after Super, the beginning of my in-house training in the PPT to see this sentence, is the first plagiarism and beyond, in fact, many internet company product managers will be unconscious to do. If you ask him what he's going to do next, he'll tell you that he hasn't figured it out yet and said he'll do it first. Remember, this has made a big mistake. After the first plagiarism beyond, more for some platform-level companies, or have strong channels and business-driven companies. If a small company does this, it will eventually form a prominent feature, that is, the later product manager more to think about how to optimize the product, modify some small details. Large and medium companies can do this, but there are really big problems with start-up companies.

After UC size expanded to 500 people, we began to focus on corporate culture. Many people don't care much about culture, and startups don't have to focus on culture because your corporate team isn't big enough. What is culture? In simple terms, culture is the smell that comes from you, and your employees learn how you smell. If you expand from 500 to 2000 or 3000 people, that's another way to interpret it. In other words, for the product managers here, if the first is to copy and then beyond, then all the later follow-up product managers, product assistants will use the same method to think about the problem, not to think how to make a difference.

In the past, we often describe the competition of Internet products, there are three scales: shape, God, pith.

What is shape? It's your profile, your looking interface, your chart, your basic interaction, your function. But God is different, why do you put this chart here, why do you put this box in the middle, how many pixels, each of your segments of the Chinese characters, or the size of the English language is what font, which is seen in God, these are used to guide the data. But the most frightening thing is the marrow, which means that your bones are what? If your team is not a team that will find a way to change, you'll be in a lot of pain later.

So what I want to say is that small teams, if you go beyond the first plagiarism, you are very difficult to go further. In particular, I see a lot of entrepreneurial team, perhaps you will have a lot of difficulties to say, I really do not think, I do not have the resources, I have no other advantages, so I can only do so. Then I would like to suggest that, if so, the difficulty of your success is really very small.

In the past, UC also invested a lot of companies, we see particularly successful companies, in fact, they are basically a lot of no channel ability, they do not have to copy others, they are in the solution of an important demand. To share an example, PP assistant, we bought the PP assistant at the end of last year, and then we looked at his financial data. We found a very exaggerated thing is that the PP assistant basically did not do the promotion, especially the payment on the promotion. This is very rare in many internet companies, in mobile internet companies.

Pit 3: Geek users are also less reliable.

As a product manager, I've done a similar thing before, you want to find the pain point, you want to find a different place to ask who? Ask your very hardcore fan users, is this going to work? I believe it depends on the direction of your product.

Give a few examples to say. About 2009 years, I met the Zang of the Charm clan, at that time was the general introduction of Ray. Ray always told me when he introduced, you should pay attention to the way of communication, he said he first met with him quarreled, and then told me not to do against him. Then I quarreled with him for the first time because he had a lot of ideas that were different from the traditional product managers, but it was pretty good to see the family. His point of view is that if you don't like the Phantom, please get out of the way, and remember, not go away. If you don't listen to him on the forum, he'll kick you out. If he thinks a product experience is good and you don't agree with him, he doesn't think he can talk to you. So it was a very important revelation to me that if you are a product of a small audience and a product of a relative mass, your point of thinking is completely different. I believe that millet in fact for fans, with a very simple example is called high low hit. And in the beginning, I thought it was a pretty different idea, actually.

I have a friend named Prince Yuan, he made Navigator browser, formerly is UC's competitor. At last the navigator did not succeed, and he later summed up several reasons for his failure. One thing I quite agree with is that I was both a friend and an opponent, and he said he was taken to the ditch by a handful of geek users. A lot of people have heard a word, is a thing called lose in the pattern, win in detail. Remember, geek users, or your fans can help you, is to keep your details constantly refined, continuous refinement, but he must not know your future direction is what, your pattern is what, you will be the way to go. Of course, I also believe that there are a small number of geek users, his ideas in the middle of the refining, you can become the real direction of your. But this needs to be refined by the product manager, and it's really hard for users to refine it.

We sometimes go to see some product managers who go to see this feedback from some users. Let's give some feedback on this case and take a look at the interesting points. There are many people, such as the feedback system. What is an opinion feedback system? Users write a word to tell you good or bad, hope what or do not want what, in fact, the product manager is very big misleading, why? Because the product manager is not sure he is talking about the background, premise, cause and result. It is possible that it is an impossible demand, such as he wants to see adult things, but his mobile phone is used by his brother, so he said expect you to have some protection mode and privacy mode. But the last thing he got out of the loop was that I expected my stuff to be invisible. Why don't you let someone else see it? Why don't you let someone else see it? If you don't get to know him, you want to get out of the middle. The real value is very few. We often say that the product manager faced with the demand, when you at the beginning, you made a new product, what are you most afraid of? Most afraid no one scold you, because no one uses, of course, no one scold you. Another is afraid of a lot of people scold you, but a few boast you, that time the total is not small, but the most afraid is that there are a lot of people scold you, basically no one kua you, then do the most painful products. But actually to the middle stage, remember, it's already very painful, why? Because the demand is infinite, there is like sand. The most important thing is how to get to the bottom of the sand from the sand, or to find gold in the sand. And really is not to listen to the geek user of a sentence to do things, so doing things in fact is not successful.

So just a few points to talk about data driven. When the product was online, many product managers said that my next source of innovation came from data, right? Right or wrong. But in many cases it's not quite right. How to understand this data, I say two pieces. The first piece of this data if it is your organization, I imagine many of you here are founder, founder you will distribute KPIs to your organization, distribution KPI,KPI will be a layer of solution, decomposition is bondage, can also be a digital drive or the culture of military exploits. But this one actually has a big risk, very big. That is to say, all the product managers, all the channels, all the sales finally to break down this number, the easiest to achieve is that I use the fastest, clearest, least risk method to achieve, how to understand? I would like to cite an example, this year, a large company, 2013, a large company said it will be in its two product line to do 100 million days, a billion AH. Did you do that? Not as far as I know. And because he didn't, he used a lot of channels, bundles of products, and malicious methods to do these things. In fact, we all know that if we can't do it by the way of product, but with pure KPI decomposition, we will lead to a kind of innovation, that is, innovation is a lot of need to invest, there are many need to explore, iterative, repeated attempts, is just the wrong knife said a week to explore. But if you make it pure digital, after the pure KPI, only then will have one point, is I will distribute how many next month, therefore your channel is not possible is your channel question. What is my next month what kind of situation, so you which brand department can not be your brand department problems, not the product department of the problem, are not innovative, to think about how common innovation. So I think there's a big problem with data-driven, which is that it's pushing your team, pushing yourself to be more utilitarian and pursuing small risks. Innovation is actually a very, very big risk.

Pit 4: The light looks at the data is not reliable.

Can you see a lot of things from the data? Yes or No.

Let me give you a very interesting case. UC has a lot of data, we will probably have 4,000 of reports, there will be a lot of data analysis, the product manager will see. Then the data can prove which ones are good and which are bad. One example is the two-dimensional code, the micro-letter began the year before the focus of the push. At that time, on UC, two-dimensional code users accounted for about 0.5%, 5 per thousand of users per day. So after the micro-letter pushed the two-dimensional code, we have been looking at the changes in micro-letters, but also to understand the micro-letter data, but also in the industry using two-dimensional code data. In reality, however, the data for this two-dimensional code has never been more than 1%, and each day is about 0.6% to 0.7%. So if you want to keep looking at a large number of data, you will find that there are a lot of this innovative value is not.

I would like to cite an example, we have a lot of time to look at the data, such as people do products, you see the data found that the original function of a lot of people use, the original feature very few people use, this is right, but also wrong, how to understand? Recently we have done a new increase in UC browser data analysis, is a UC browser there are many people will go to search in the search box inside the search, there will be a lot of people in the Forum to ask questions. After we sorted out the search and the forum's problems, we found a very interesting feature in the analysis after comparing the large data. The data on your product is not good, it may be that users do not need, there may be you did not do, or do a particularly bad. So we found this in the search box, through the forum, in the original data analysis can not find a large number of problems.

So what I'm trying to say is that there's a point in this, that is, don't get some conclusions from your current data, say that a particular trait is particularly valuable, something particular should be done. No, you have to combine your fan data with your user feedback to make judgments.

Again, KPIs are found to be impossible for startups to make, because how you make them is wrong. We were also the same, at the beginning I remember 2006, one times a year, the first half of 2007 and then rose nearly one times, we feel that we have to upgrade the KPI, we are very strong. Then we went to the Thunder and Shenglong chatted once, we found that he in the first few years of entrepreneurship, the growth rate of every year is even close to 10 times times, the slow words also have five or six times times. So don't set a KPI, it will bind you.

Pit 5: A single point of concentration, there will be a very big problem in innovation.

Lei had a chat with me before, he said that after doing Jinshan, his idea has a very big change, is in Jinshan, he makes the product is such, he is walking in a mountain, and then saw a stone, think this stone is good, he will kick down. Then he kicked for more than 10 years, and the stone rolled a few laps. And then he said it's not like that. I'm going to find a pile of stones. One kick, which Stone is easy to kick, can roll fast, I will be the stone down the firm tread, other stones I kicked not move, do not move I do not.

Does this mean focus or not? Is that you have to find a point, then focus, you have to find a direction to focus on, rather than on one to die. In the past, a lot of companies have changed this, and many have not. 360 is it safe to start with? No, it's the community. It didn't really start with security at first. So at the beginning of UC, we do in addition to browser, but also do the mail system. Because we used to be like Ding lei, like Ma, they started with the mail system. At the beginning of UC, we used to do mail. So we thought that the email on the phone and the browser on the phone were valuable, but when our two products were released together, we soon took out the email products.

So what I want to say is that entrepreneurs must think, you can focus in this direction, but at a specific point does not need to be very focused.

Let me give you another example, when a company becomes midsize or slightly larger, focus can be challenged. In the first few years inside, I think the thunder is growing very very fast. In the later stages of the change, he encountered some pressure that he did not expand. In fact, if the Shenglong in one direction to the content expansion, One Direction to the browser expansion, and the browser if the expansion, he is likely to expand the search. But Shenglong had many reasons, and in the medium term his expansion was actually very slow, and then they made a lot of adjustments.

So here's what I want to say, which means you're actually doing a different product, but there's a strong connection between these products that actually is valuable to your innovation.

If it is a start-up, when you do a certain degree of product, you should try to do some subtraction on your original product, do not do too much addition. But at the same time I suggest that it is possible to develop ideas to think about, in your product upstream and downstream of the place can be done, and do have to have a very important point, that is, they can fuse together to create innovation. For example, just talk about Alipay's balance treasure.

I recently mentioned a third venture called Mobile Internet, that is, the mobile phone as the center, to different platforms, different services, different scenarios extend such a value. So there's actually a lot of new product fusion points in this value, and if you do it the way you did before, it's hard to find a way to innovate. You use the same way as the giant to do the product, the same way to do the same as the giant channel, if you are first copied after the transcendence is certainly not. So after you break through this single point, be sure to consider how you continue to expand and change on a single point. I think at this point, in this is to have a very difficult point, that is, you have enlarged you may not focus, you do every point of death. But you do not expand, your pattern can not open, to some day you will find your next step, or your day after tomorrow will become a huge problem. So this is small and medium-sized companies and medium-sized companies in the back of the product layout, there must be a point of attention, which of course I believe that the entrepreneurs here may be a little early.

Today to share some of my thoughts on mobile internet innovation, then these thoughts also want to give you in the future to do products, do some harvest in the company, can take some detours. Thank you.

About the author

@ Golden Wrong Knife (Ijincuodao): Science and technology business Observer. Micro-innovation advocates, innovation network, micro-Innovation Research Center founder, Happy Village library promoter.