Luo Zhenyu: Suppose a middle-aged man aged 35 or 36 suddenly pushed open the door of his office and said, Teacher Luo, I am very talented, but I have a bad temper. I want to start a business. What advice would you give him?
Luo Yonghao: I think there are two situations for a person to make up his mind to start a business. One is that he thinks he is suitable for starting a business, or he wants to make more money. The other is that he has ideals. It doesn't matter whether he makes money or not. It doesn't matter what fame and fortune he wants to make. He will come back when he is yellow. These two are completely different. The first is based on a rational thing, and the second is not about the consequences, but about doing it.
If I meet such a person who asks my opinion, he will ask two questions. One is the rational major, and I will tell him everything I know to help him judge this matter. Second, in my opinion, if it is his dream, it will come true anyway, and I will encourage and support it unconditionally.
Luo Zhenyu: I have a special feeling, that is, why this era is an era in which entrepreneurs come forth in large numbers, and the open resource allocation of society has rich possibilities. You have one advantage, and society will naturally make up for other shortcomings. Have you tried to correct your shortcomings?
Luo Yonghao: Of course, it's all about finding someone to fix it. You must not make up for what you are not good at. Your life in the past 40 years has proved that you are not good at doing certain things, and now it is doomed to be a dead end to make up for those things in order to be a business.
What kind of person was I before I started my business? Water and electricity are cut off. I pay the water and electricity bills every month, and I shut down before I pay the phone. I later settled it through marriage. You use this principle to look at enterprises and find others to do things that you are not good at, instead of forcing yourself.
I made a mistake myself. I have a bad temper when I am engaged in English training, and I am exposed more when I am anxious in the office. But when I was engaged in English training in enterprises, especially in the office, I got angry two or three times a week, so I was very anxious about how to solve this problem. Later, I went to see entrepreneurs who are always gentle with people. Just look at how they deal with problems and things like this. Studying for a long time is terrible, and even makes our colleagues feel creepy. I am very distressed about this matter.
I asked Feng Tang, who is my friend and McKinsey's, and he said it was totally unnecessary. To achieve a career, you only need to do six or seven things that you are good at, and then find someone else to make up for it. Don't think that you can achieve a business by doing everything well in 12.
Take bad temper as an example. Your bad temper is a weakness. It is necessary for you to try to control and respect others, but there is no need to turn yourself into Kai-fu Lee.
Luo Zhenyu: As a CEO, what are the three most important things when you are in control of this company?
Luo Yonghao: All enterprises are similar. Finding money, finding people and setting a strategic direction are the three most important things for an enterprise.
I didn't make a good change. Some friends say that you cheat when you get cheap, and you, a crosstalk performer, go to the field of science and technology to bluff and raise 1 100 million. But looking back carefully, we are not a strong company in terms of capital operation and financial operation. It is other longboards that get the money, and investors have the illusion.
In the last two years, I still have some experience in finding someone. I didn't invest in finding a partner in the first three years, which is very amateur. I hired a human resources supervisor to deal with people below the manager. At the beginning, especially at the beginning, the directors discovered it by themselves. At that time, there were not many vice presidents, so I had to devote a lot of energy to find them myself, because I had some mild social fears and went out to make friends with strangers for dinner. I've been a little worried. At first, I did badly.
Third, the general direction is clear and needs the attention of enterprises, but at the same time, your main business is not so fast and ideal, so you must find a way, because with your main business ability, if you go to a relatively easy field, you can generate some profits and subsidize your long-term development strategy and core business, which is completely possible.
But we didn't do well enough in these aspects at first and were lazy. I am lazy in tactics and strategy. So, until today, all three of them have not done very well and failed. From last autumn to now, 40% and 50% of the energy has been spent on digging people. These things should have been done long ago. Where these things are not done well, find someone to find money to set the strategic direction. I haven't done it well in three years. I should find a good CFO and a suitable one with our temper, strong ability and similar ideas. Strategically, our main business is difficult to achieve. We should do something to make money and subsidize. We will do so this year. We will have some products other than mobile phones this year.
Luo Zhenyu: What is the share of CEO's working time? Wartime CEO? And then what? Peace CEO? What is the ratio of your two hours?
Luo Yonghao: I don't know if I understand correctly. I have a feeling that most startups are like this at least in the first few years. The wartime CEO? , not? The CEO in peacetime? . The executives of some of our big companies are founders? Wartime CEO? Style person. ? The CEO in peacetime? It is very high-level that people are not short of money. This business with a golden key may take care of these two points at first. The second one seems that other companies are not doing very well. As far as I know, we are not doing well in this respect.
Luo Zhenyu: Will you do something important but not urgent?
Luo Yonghao: For example, our operating system will talk about cooperation with outside teams. In fact, when we cooperated, we exported a lot, and he exported relatively little to us. I'm still willing to do it, but some colleagues don't understand. I want to do this for long-term development. If the money is not bad, I hope to open it completely and publish it. If it is not open source, they dare not use it. I open source, and my competitors will use it. Do something occasionally, and now I am very tired, so I don't care too much about these things.
Luo Zhenyu: Idealism is an ethereal thing. How do you define it?
Luo Yonghao: Making money is a by-product, which needs to be pursued in essence. People will say that Amazon has not made money for so many years. Isn't it profitable for this enterprise to go global? This enterprise is a bad enterprise, which I think is wrong.
I think the value of doing business is not only reflected in the profits of real money and silver. Let me give you an example. Amazon continues to develop at today's speed, and every system financial report is slightly insufficient. Do you think this enterprise is valuable? I think this is valuable and beneficial to society.
I wonder why our enterprise always stresses idealism and pursues after making money. I understand that a good enterprise is above money, money is the foundation, and there is a higher pursuit above money, but this is only my will. What's the use of me talking about this if this enterprise is not controlled?
Luo Zhenyu: What is money? For us entrepreneurs, the progress bar of self-growth that can be seen outside is a result and a measure. According to the turnover and valuation, you can know how much your internal force has changed.
Luo Zhenyu: Compared with the giant, your shipments are more than two orders of magnitude worse. How did you catch up? What's your real killer?
Luo Yonghao: There was no problem with our original direction, but due to certain constraints, this problem emerged. We don't think the general direction of the past few years is wrong.
Luo Zhenyu: Can you describe this general direction?
Luo Yonghao: In terms of touch control and mobile phone design, the next eight to ten years will be a long time in the field of science and technology, and highly differentiated and innovative products will be made within ten years to win the market.
Let's talk about why the public acceptance is not good. First, R&D, production and supply, six months at night, as long as you don't die. Some of them have not been well evaluated in terms of public acceptance. We don't think there is much problem in striking a balance in the middle. One more question. If I had known it was so difficult five years ago, I would have found a team to make quick money, so that the loss of the mobile phone department would be smaller or even smaller.
This is a long March, and this year we will consciously adjust in this direction. There will be some layoffs in the second half of this year. If the income there can cover the loss of mobile phones, our mobile phones will lose money.
Luo Zhenyu: I don't want to embarrass you. Can you imagine a situation where the market is uncertain and it will simply transform after a few years?
Luo Yonghao: No. Things with clear thinking and clear direction have never wavered. Our era is mobile phones and touch devices, and more than a decade ago it was computers. When I first started doing computers, I didn't do TV. Software and hardware combined with the most mainstream and largest platform in that period, so that the people you trained can make online products for the next platform. Without this, the purifiers that have been sold for two years have basically landed. We must make mobile phones. I don't like mobile phones, and I have to make mobile phones, not to mention I like them. Otherwise, I will have nothing to do with the next platform revolution.
Luo Zhenyu: I hope you can explain this logic again.
Luo Yonghao: You see, computing platforms refer to computers, mobile phones and tablets. Smart devices are computing platforms that solve one of your comprehensive problems. Before the introduction of smart phones, there were computers, but it was just a question of desktop or notebook. The biggest computing platform in the most popular period of personal computers and PCs is your desktop and notebook, but there are only PCs and microphones. In this era, there are mobile phones, tablets, and devices that touch glass are the computing platforms of this era.
Unless there is an accident, the next platform must be glasses. For example, VR glasses, such as 12 13, will be the next generation platform in about ten years. This table may be an air conditioning company. You can't be on TV. You are bigger than the biggest technology company in China, but it has nothing to do with you here. My dream is to become the largest computing platform and participate in or lead it once during the platform revolution.
Personally, the fastest way to make money is to do talk shows, sign an annual contract and take a holiday for half a year. However, if a company considers whether I make money or satisfy my dreams and pursuits, it will be easier to make money if I make money. For example, throwing away smart devices and mobile phones will make life comfortable. The next computing platform has nothing to do with me. Why is it so hard and tired to make this thing? Because in the next generation, glasses can become. You can't do it until you get the software and hardware of the computer, mobile phone and tablet. I have to finish this work.
Let me give you an example. IPhone, a smart device, can do it because it was originally a computer manufacturer that lost to Microsoft in that platform war, and it is still a player in the competition of the next generation of smart devices. If you lose, you can't come back if you do something else. There is no reserve. One day you don't like it, and you have to take care of both software and hardware.
Luo Zhenyu: Luo Yonghao powder and hammer powder, do you think they coincide?
Luo Yonghao: In the early days, the overlap was very high, but now it is getting less and less. Our market is monitored by public opinion. In the early days, it was because of support, or I bought some for others.
Today, we have many supporters who rely on the product itself to transform, so we can often see these things in both research reports and daily observations. Some people in our forum are disgusted. Why do we talk about this mobile phone and you talk about Lao Luo? That's a product supporter, talking about the characteristics of a product and turning the topic to me. This was a lot in the early days, but it is rare now.
Let me clarify again that the carrier of the fan economy must be something around 20 yuan. This is a popular thing all over the world. Stars who make money by fans all sell a book, a disc and movie tickets. An idol's brain powder supports selling one or two thousand pieces of things, and there are few examples of commercial success.
Luo Zhenyu: Let's go back to the users. Xiaomi is very careful in managing his own users, local communities and so on. I don't think you did.
Luo Yonghao: We have established hammer friends groups in almost 170 and 180 cities, including foreign cities. Every year, at the early stage of product release or launch, we will spontaneously organize a party in that kind of coffee shop and pub to exchange ideas. We are very grateful. After that, the public relations team will also send out some T-shirts and posters to make this activity smoother and establish contact with these companies. We don't operate like Xiaomi, and the core reason is the shortage of personnel. We spontaneously formed so many, and it was a good foundation for the marketing team to start operations before. But what we don't do now is manpower, not other reasons.
Luo Zhenyu: Luo Yonghao powder and hammer powder, do you think they coincide?
Luo Yonghao: In the early days, the overlap was very high, but now it is getting less and less. Our market is monitored by public opinion. In the early days, it was because of support, or I bought some for others.
Today, we have many supporters who rely on the product itself to transform, so we can often see these things in both research reports and daily observations. Some people in our forum are disgusted. Why do we talk about this mobile phone and you talk about Lao Luo? That's a product supporter, talking about the characteristics of a product and turning the topic to me. This was a lot in the early days, but it is rare now.
Let me clarify again that the carrier of the fan economy must be something around 20 yuan. This is a popular thing all over the world. Stars who make money by fans all sell a book, a disc and movie tickets. An idol's brain powder supports selling one or two thousand pieces of things, and there are few examples of commercial success.
Luo Zhenyu: Let's go back to the users. Xiaomi is very careful in managing his own users, local communities and so on. I don't think you did.
Luo Yonghao: We have established hammer friends groups in almost 170 and 180 cities, including foreign cities. Every year, at the early stage of product release or at the early stage of product release, we will spontaneously organize a party in that kind of coffee shop and pub to exchange ideas. We are very grateful. After that, the public relations team will also send out some T-shirts and posters to make this activity smoother and establish contact with these companies. We don't operate like Xiaomi, and the core reason is the shortage of personnel. We spontaneously formed so many, and it was a good foundation for the marketing team to start operations before. But what we don't do now is manpower, not other reasons.
Luo Zhenyu: If you went back 20 years ago, would you work for a boss like you?
Luo Yonghao: After playing for a few years, I feel far away from it.
Luo Zhenyu: Why?
Luo Yonghao: I have a bad temper, too. It is difficult for two people with bad temper to meet.
Luo Zhenyu: You don't have much time to build a company culture.
Luo Yonghao: In the past, the biggest problem was to give the whole company that kind of publicity and unify their thinking, and what kind of stage goals to achieve this year. I had a serious mental shadow on giving a speech on stage, which led to many things that should be done.
League construction has always been a bad place for us. There are many executives from large manufacturing enterprises. We've changed. In their original company, engineers and technicians often overworked, and everyone drank a lot when they finished a goal. Personally, I hate drinking. I didn't go before. They sarcastically said that it is a waste for the Youth League to not drink, so it is necessary to drink. Now we have a group building, sit together and say some words of understanding and apology.
Once there is such group building, the team can continue to build in an atmosphere of mutual understanding. It used to be because I hated drinking, and I never did. I had to drink when many other executives came. After drinking, the effect is far beyond imagination. Basically, all male colleagues have to drink. They had fatty liver before, or they had to lose weight to drink.
Luo Zhenyu: In any excellent group, there are always many idiots. Are idiots in the majority in your company?
Luo Yonghao: Even today, 20% of outstanding groups are outstanding, and 80% of people are outstanding. After I started my business today, I think that doing 20% is relatively excellent, and doing 80% is relatively not so excellent, no matter from the legitimate needs of my business or when I happen to have no offensive personality attacks. This is not to say that human society is so distributed, and 20% of the outstanding people in any group drive 80%.
Luo Zhenyu: Do you mind going beyond reporting and arranging work in the company?
Luo Yonghao: It's common for the department I take to report frequently, because I don't have a job. For example, I went out to talk with investors, 1 1 came back after the talk, 1 1 went back to the software product department. There are still people working overtime. If I have anything, I will assign him a task directly, and then let him talk to me directly, and let the project manager talk to the supervisor.
My supervisor wants to avoid this, so he is in the office 24 hours a day, because I am not sure when I will be in the office. My supervisor is not in the office, but his subordinates are. This is normal, it happens from time to time, and it is impossible to completely eliminate this matter.
In principle, we pay special attention to the situation reflected by newly recruited middle-level or high-level employees when they enter the job. In a sense, the old people in the company also have the obligation to accompany me. If he has a sense of ownership, it is very legitimate to accompany and supervise whether the new supervisor takes advantage of his position during the probation period. Once the probation period has passed, it proves that there is no problem, and there is basically no jumping up and down in other departments, very few.
Luo Zhenyu: Did any employees report the situation, especially those with high qualifications?
Luo Yonghao: Of course, this is the wealth of our company. In an enterprise, China has an obvious problem. I was born in 1972. When I was a child, there was a problem in this country. Teachers are all people with questionable values. He often encourages students to tell tales. We all grew up like this when we were children. Of course, even if the teacher is so educated and does unhealthy education, the students are sober and think it is shameful to report. However, after the progress of social morality, there is a reverse problem in China today. In other words, many people can't tell the difference between normal reflection and gossip.
I once forwarded in the WeChat circle of friends how American schools educate primary and secondary school students, especially how primary school students distinguish between gossiping and reflecting problems. For example, in a classroom's self-study class, a bad boy deliberately broke the glass of the classroom, so that if the weather is cold and he breaks the glass, the child by the window will have to endure a cold before the glass is ready, or the whole classroom will have problems. This is vandalism, just like any child and teacher.
One student said that their female teacher was particularly ugly and fat because her teacher was particularly ugly. In this case, another student went to the teacher to reflect the situation. This is a 100% informer. That person doesn't hurt any team, so the teacher will be unhappy, and suing him will lead to the direct result of not liking children. This is a typical informer who can tell this.
Personally, I have noticed that young boys and girls in China generally have opinions about this. Even though he felt that the problem of his immediate supervisor was serious, he resigned until he could bear it no longer. You don't have to say it when you resign. He told another colleague, then told another colleague, and finally reached my ears. I went to see him and asked him why this happened at that time, but he put up with it for half a year and finally resigned. Usually I leave because I'm not suitable, and I can't do it.
Old colleagues who started their businesses in the early days are in good health. Being a supervisor doesn't help much. Without being a supervisor, they still have a very strong sense of ownership. They think they followed me to the country today, so whenever they see ordinary employees or management in the company, as long as they have something they don't like, they will talk to me directly and swear. This is my very precious wealth, and I won't say that I will arrange a bunch of agents to touch the situation. Based on their attitude towards the company's owners, these people are actually old heroes of the company. Based on my reflections, I can't wait. They like to write things that I don't think I'm doing well in the company group or on WeChat Weibo. In principle, newcomers dare not say. The old man will say, when I say it, I will explain and he will apologize. If he is right, it's because we haven't thought it over.
Luo Zhenyu: I asked a rookie a question. What should a rookie do to get a powerful startup boss company?
Luo Yonghao: It's very legitimate to have a meeting together and seize the opportunity to show your best side. I am very happy to see this. If you just do well, I think it's good. If it is not good afterwards, it will still go on. It doesn't matter. I think, I think. You want to give them some advice. I mean,
Luo Zhenyu: What is the most important thing a person finds in the workplace?
Luo Yonghao: It must be at the business level. If the business level has been very good, but the development is not ideal, it may be that there is a problem in the enterprise. You can go without touching the problem.