Mi India brings retail experience closer to home with Mi Store on Wheels

  • Scales up Retail operations, launches moving stores in Chhattisgarh’s rural markets from Saraipali to Pithora

India, 20 September 2020: Mi India, the number one smartphone and smart TV brand, today announced the launch of ‘Mi Store on Wheels’ (MSoW), an innovative concept that brings exclusive retail experience to the heart of Bharat, closer to the remotest parts of the country. A radical new concept, Mi Store on wheels will operate out of a Van and travel across towns covering a set journey and ensure presence in all the popular weekly haats and markets along the way. The initiative will be the first pilot in Chhattisgarh, covering places right from Basna to Sankara and Bhawarpur to Pithora.

Commenting on the initiative, Muralikrishnan B, COO, Mi India, said, “With Mi Store on Wheels, our aim is to increase our availability in the far corners of our nation and bring the best in class Mi Store showroom experience in areas that have limited access. We are proud to pilot this novel initiative with hopes of bringing quality shopping experience to all consumers. We are hopeful and   confident that MSoW will be a disruptor in changing the dynamics of the retail business in our rural markets. Following all the necessary hygiene and safety practises, while regulating crowds and maintaining social distance, MSoW outlets will be fully safe for consumers to visit. With this new initiative and having the largest exclusive single brand retail network, we are determined to reach the remotest of areas in the country and address the needs of customers, bringing the Mi Store experience to their neighbourhood”

Mi India has worked towards bringing innovation to everyone and fostering entrepreneurship. Its exclusive retail network has made it possible for thousands of individuals to become entrepreneurs through their association with the brand. The company is working towards building future-ready experience and has introduced some special initiatives to ensure ease of purchase, keeping partners and customers safe, and fostering business continuity, further enabling its users and retail partners to connect in the post-COVID world.

During the recent pandemic-led lockdown, Mi India launched its first omni-channel solution – Mi Commerce as a special initiative, with the intent to blur online and offline boundaries. Taking another step in this direction, the brand is enabling ease & convenience to the customers by bringing these stores closer to the user’s neighbourhood. These physical stores will allow Mi Fans and consumers to experience and purchase some of the recently introduced offerings under the Redmi and Mi portfolio.

MSoW will have all the newly launched 9 series models from Redmi, the Redmi 9, Redmi 9 Prime, Redmi Note 9, Redmi Note 9 Pro, Redmi Note 9 Pro Max, and Redmi 9A. Other than smartphones, the store will also include products such as 32 inch and 43 inch Mi Smart TV, Mi Box 4K, Mi TV Stick, Mi CCTV Cameras, Mi Sports Bluetooth Earphones, Mi True Wireless Earphones 2, Redmi Earbuds S, Mi Sunglasses, Mi Powerbanks, and Chargers. In addition to this, to add to the customer delight,  the moving store will also gather feedback from the customer on the products that customers want for the next time the MSoW arrives in their city.

The Mi Store on Wheels will ensure higher footfalls of customers from different clusters of markets. The brand has always been known for its innovative initiative and MSoW is another step in that direction by the company. Mi India currently has 75+ Mi Homes, 45+ Mi Studios, 8000+ Mi Preferred Partners and 4000+ Large format Retail partners along with 3000 Mi Stores.

About Xiaomi Corporation

Xiaomi Corporation was founded in April 2010 and listed on the Main Board of the Hong Kong Stock Exchange on July 9, 2018 (1810.HK). Xiaomi is an internet company with smartphones and smart hardware connected by an IoT platform at its core. With an equal emphasis on innovation and quality, Xiaomi continuously pursues high-quality user experience and operational efficiency. The company relentlessly builds amazing products with honest prices to let everyone in the world enjoy a better life through innovative technology. Xiaomi is currently the world’s fourth-largest smartphone brand, and has established the world’s leading consumer IoT platform, with 271 million smart devices connected to its platform, excluding smartphones and laptops. Xiaomi products are present in more than 90 markets around the world. In August 2020, the company made the Fortune Global 500 list for the second time, ranking 422nd, up 46 places compared to last year. It also ranked 7th among internet companies on the list. In May 2020, the company made the Forbes Global 2000 List again, and its ranking jumped to 384th.

Xiaomi India is the number 1 smartphone player since Q3 2017 IDC Quarterly Mobile Phone Tracker report.

Xiaomi India is the number 1 Smart TV brand since Q2 2018 IDC Worldwide Quarterly Tracker.

Xiaomi unveils stellar lineup of ecosystem products to fit every lifestyle

New versions of fan favorites Mi Smart Band 5 and Mi Electric Scooter Pro 2 debut alongside Xiaomi’s all-new entertainment device lineup

Beijing, CHINA, July 15, 2020 – Global technology leader Xiaomi today announced a slate of new ecosystem products, featuring Mi Smart Band 5 and Mi Electric Scooter Pro 2 – next-generation versions of the brand’s beloved wearable and transportation blockbusters. The company also debuted a star-studded entertainment device lineup with Mi True Wireless Earphones 2 Basic, Mi TV Stick, and Mi Curved Gaming Monitor 34”. 

The launch signals Xioami’s growing footprint across personal tech categories – on a global scale – while delivering on its mission of providing high-quality tech products at honest prices. 

Mi Smart Band 5 delivers elevated fitness tracking for all

Consumers’ favorite fitness companion is now bigger and better than ever. Mi Smart Band 5 boasts a large 1.1” color AMOLED display with 20% more screen than its predecessor. Users can express their unique style by choosing from over 65 dynamic displays and six sleek band colors. With a vibrant display and sporty design, Mi Smart Band 5 makes fitness fashionable. 

Whatever your workout style, Mi Smart Band 5 has you covered. With 5 ATM water-resistant certification, the device can accompany users in and out of the water – from the pool to the track or the surf to the shower. With 11 exercise modes – including indoor cycling, elliptical, yoga, rowing machine, and jump rope – Mi Smart Band 5 captures your workout progress, no matter how you move. 

Beyond fitness, Mi Smart Band 5’s  PPG heart rate sensor is now up to 50% more accurate1, so you can always stay in touch with your cardiac health with more indicative data on your sleep status, stress levels or even monthly cycles. Additionally, this device gathers all the matrices and outputs a Personal Activity Intelligence (PAI) value for you to easily understand your health level. 

To power a larger screen and newly added features, Mi Smart Band 5’s battery supports up to 14 days of continuous usage.2 And when it is time to recharge, there’s no need to remove the tracker from its band thanks to Mi Smart Band 5’s all-new charging solution. Conveniently snap it onto its charger via its magnetic back, and let the charging begin!

Mi Smart Band 5 will be available at a recommended retailing price of EUR 39.99. Users can also enjoy an early bird price at EUR 34.99.4

Ride with power, go the distance with Mi Electric Scooter Pro 2

Too long to walk, but not far enough to drive? Go the distance with Mi Electric Scooter Pro 2. Xiaomi’s sleek new micro-mobility solution can travel up to 45km, at speeds up to 25 km per hour.3 An ideal commuting companion, the device can effortlessly climb 20% incline slopes and accommodate a week’s worth of trips on a single charge.2 

The built-in LCD lets riders view and control a wide range of parameters for convenient, hassle-free riding experience. Check the real-time speed, choose a riding mode, connect to Bluetooth, and even monitor headlight status with one quick glance. Mi Electric Scooter Pro 2 also features a 300W powerful motor, reliable double braking system, shock-absorbing pneumatic tires, and easy folding design for elevated urban mobility.

Designed with safety at its core, Mi Electric Scooter Pro 2 sports front, rear, and side reflectors as well as an upgraded 2W headlight that illuminates up to 10 meters ahead, for improved visibility. First-time riders will also receive safety reminders and tips once connected through their mobile devices for an added layer of safety.

The launch also debuted Mi Electric Scooter 1S – a more streamlined model for casual commuters. Mi Electric Scooter 1S can travel up to 30km at speeds up to 25 km per hour and offers an upgraded display, headlight, and other safety features.3

Xiaomi is also very excited to announce a special edition of Mi Electric Scooter Pro 2 in collaboration with the legendary Mercedes-AMG Petronas F1 Team. As stated by Chris Church, Vice President of Brand Partnerships APAC at Mercedes-AMG Petronas Formula 1 team: “We are extremely excited to bring the Mercedes F1 experience closer to our fans.  Like us, Xiaomi is committed to continuous innovation and we are delighted to work alongside them to bring to the market this new edition of their flagship Mi Electric Scooter Pro 2”. So stay tuned for the release soon!

Mi Electric Scooter Pro 2 will become available from EUR 499. Meanwhile, Mi Electric Scooter 1S can be pushed from EUR 399.

Dance, stream, and game like never before with Mi True Wireless Earphones 2 Basic, Mi TV Stick and Mi Curved Gaming Monitor 34” 

Mi True Wireless Earphones 2 Basic 

Designed with both music buffs and business professionals in mind, Mi True Wireless Earphones 2 Basic offers 5 hours of uninterrupted use from a full charge, with a total battery life of 20 hours from the three additional charges from its case.2 Other key features include:

  • Crystal clear calls with dual-mic environmental noise cancellation: The earphones filter background noise with one mic while picking up the user’s voice with the other.
  • Pause and play with automatic in-ear detection: With in-ear detection, Mi True Wireless Earphones 2 Basic automatically pauses when one earphone is removed. 
  • Stellar sound quality: Supporting advanced SBC/AAC codecs and a large 14.2mm dynamic driver, the device delivers an unmatched audio experience across a variety of devices. 

Mi TV Stick

Never go a day without entertainment with the pocket-sized Mi TV Stick. Featuring Android TVTM, Dolby and DTS surround sound support, built-in Google Assistant and Chromecast – Mi TV Stick is the go-to gadget for the ultimate binge-watcher. Other highlights include:

  • Quad-core CPU, 1GB of RAM + 8GB Storage: The device’s substantial output capacity takes the streaming experience of streaming to the next level.
  • Convenient buttons: Mi TV Stick comes with a Bluetooth remote control with dedicated buttons for swift access to Google Assistant, Netflix, and Prime Video.

Mi Curved Gaming Monitor 34”

Gamers will swoon over Mi Curved Gaming Monitor 34” which sports a WQHD 3440×1440 high-resolution display and 1500R curvature for a truly immersive viewing experience. Its 21:9 ultra-wide display expands the aspect ratio by 30% compared to normal 16:9 displays, while its 144Hz game-level refresh rate and flicker-free technology enable a seamless user experience. Additional attributes include:

  • 121% sRGB wide color gamut: Vivid colors are complemented by up to 300 nits of adjustable brightness and a 3000:1 contrast ratio for life-like picture quality.
  • AMD FreeSync™ Premium technology: The monitor seamlessly synchronizes the graphics with the monitor refresh rate when there is a high frame rate output for smoother gameplay.
  • Mi True Wireless Earphones 2 Basic will be available from a recommended retailing price at EUR 39.99. Early price starts from EUR 29.99.4  Mi TV Stick can be purchased from EUR 39.99, and users can buy Mi Curved Gaming Monitor 34” from EUR 399.

Product images please refer to: Mi Electric Scooter Pro 2, Mi Electric Scooter 1S, Mi Smart Band 5, Mi True Wireless Earphones 2 Basic, Mi TV Stick, Mi Curved Gaming Monitor 34’’.

  1. Heart rate detection increased by up to 50% refers to irregular movements such as cross-country running, mountain climbing, hiking, and more. Data is compared against the previous generation and conducted by the internal lab.
  2. Actual battery life may vary depending on environment, frequency of use, and other factors.
  3. Maximum speed may differ between markets to comply with the local laws and regulations. 
  4. Please refer to mi.com for more information. 

 

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About Xiaomi Corporation

Xiaomi Corporation was founded in April 2010 and listed on the Main Board of the Hong Kong Stock Exchange on July 9, 2018 (1810.HK). Xiaomi is an internet company with smartphones and smart hardware connected by an IoT platform at its core.

With an equal emphasis on innovation and quality, Xiaomi continuously pursues high-quality user experience and operational efficiency. The company relentlessly builds amazing products with honest prices to let everyone in the world enjoy a better life through innovative technology.

Xiaomi is currently the world’s fourth-largest smartphone brand, and has established the world’s leading consumer IoT platform, with 252 million smart devices connected to its platform, excluding smartphones and laptops. Xiaomi products are present in more than 90 countries and regions around the world.

In July 2019, the company made the Fortune Global 500 list for the first time, ranking 468th among all, and 7th among internet companies. Xiaomi is the youngest company on the 2019 Fortune Global 500 list. In May 2020, the company made the Forbes Global 2000 List again and its ranking jumped to 384th.

[News] Xiaomi Corporation Announces Proposed Listing on the Main Board of The Stock Exchange of Hong Kong

(more…)

From 10 to infinity

Please find the Simplified Chinese version of this speech below. 该演讲的简体中文版本请见下方。

Speech by Lei Jun (雷 军), Founder, Chairman and CEO of Xiaomi on the company’s 10-year journey

Good evening everyone, welcome you all to tune in to my speech. 

The year 2020 is unusual, and the whole world is faced with enormous challenges.

Various radical changes around the globe are deeply impacting everyone’s life. We are all asking ourselves, “In these highly uncertain times, what am I supposed to do?” 

Everyone is anxious, so am I. But I deeply know that, anxiety won’t help. There’re many variables in this world that we cannot influence, but what can be changed is our state of mind. We’d have to be resolute in bringing about changes, to our moods and states of mind, to better help ourselves actively brace for this ever-changing world. 

I’ve made some changes to myself, in a possibly simplest way, by walking. 

I’d walk every day, and set up a daily goal of walking 10 kilometers, for a trial of one month. For me, this goal was too much and I was not the least bit sure to achieve this. 

But there was nothing to stop me, as much as I walked towards the sun, I’d feel the serenity of mind and the strength of driving me forward. Every extra step I made contributed an additional part to buttressing my passion and courage.

As the small project continued, last month, I recorded 318.11 kilometers in distance.

An exercise time of 1 hour and 50 minutes every day, or a daily distance of 10.5 kilometers. A seemingly unbelievable goal has been reached. 

We all have quite some major refashioning in these times. Xiaomi turns ten years old this year. We were initially planning a grand celebration, but this whole thing was unfortunately canceled due to the pandemic. 

Life still goes on and inevitably needs to be adorned with some ceremonial moments, thus, I’ve decided to deliver a speech to commemorate this anniversary.

In the meantime, I’d also want to give all our friends who care about Xiaomi a full-scale overview.

 

Part 1. Setting sail

Ten years ago, I tented up Xiaomi along with a team of buddies. 

1.1 Our dreams

The domestic mobile phone market landscape then had three major categories of players: the first one, global brand names, including Samsung, Nokia, and Motorola; the second, the domestic “Four Dragons” — ZTE, Huawei, Coolpad, and Lenovo; then the last, copycat manufacturers that also occupied a considerable market share. While domestically manufactured phones lagged so much behind the quality, global giants dominated the Chinese market with products at exorbitant prices.

As a smartphone zealot and an entrepreneur myself, I was not convinced. Although I have never set a single step in the phone industry, our dream was and has been,

to “make the world’s best phones, priced half so that everyone can afford them.”

Making the world’s best phones, by this small Beijing-based tech mill that started from less than a scratch by an industry outsider, was a hard task.    

How could we transform this apparent untrustworthiness into credence?

I proposed a somehow “mind-boggling” idea: all those tech giants are specialized in hardware, how about we make and market smartphones with an internet mindset (using online retail channels, doing minimal traditional marketing, and offering internet services)?

If we could intermingle software, hardware, and internet services, we’d blaze our own trail to success, and pose a disruptive and rule-changing challenge.

I thought a lot about this and came out with a “shortcut”: in the industry back then, Motorola had the best hardware business, Microsoft, the best software, and Google the best internet services, assuming if we could gather the best talents from these three companies, then this “triathlon” business model was likely to take shape.

1.2 Sniff around for talents

The first person I approached was Mr. Lin Bin (林 斌), then Vice President of the Google China Institute of Engineering. 

He was thinking of leaving his company position and launching an online music streaming start-up. I told him, “Drop it, join me to do something great.” I drew a piece of napkin this specific chart (“triathlon” business model). It didn’t take him long before he agreed. He then became Xiaomi’s No. 2 employee.

The first talent scout went super smoothly, but it was merely a fluke by accident. In an ensuing tryout to hire ten more Google engineers, none bore fruit. I was so frustrated until the 11th. That 11th candidate would be Mr. Hong Feng (洪 峰), an excellent engineer at Google.

He cascaded three questions on me upon starting our conversation. 

The first question, “Have you made smartphones before?”

“Never.”

The second, “Do you know Wang Jianzhou (王 建宙), (then) Chairman of China Mobile?”

“No, I don’t.”

The third, “Do you know Terry Gou (郭 台銘)?”

“Terry Gou? I know him, not sure if he can say the same about me.”

After three rounds, my thought was that this would go nowhere, but out of courtesy, I still kept leading on the talk for quite a while, if not in a hollow and awkward way. 

Then he concluded: “This does not sound very, solid…but worth a try.”

In that very instant, I breathed a long sigh of relief. “Done!” It felt as if I hit a huge jackpot.

He was the second Google talent I managed to get aboard.

As an outsider who made this interdisciplinary effort in making smartphones, why would people trust you? When I was interviewing those talents, I was being interviewed too.

In the first year, 80% of my time was spent on hunting for talents.

I’ve always heard complaints about the difficulty of finding the right talents. It sure is not easy peasy, but the failure of not having enough suitable talents can only be attributed to a lack of time taken. 

Conclusion:

Talent scouting needs to be filled with the utmost sincerity and eagerness. If three visits to a talent is not convincing enough, make it 30. 

As long as sufficient determination and abundant time are taken, you’ll have a great team. 

Part 2. Braving winds and waves

 

2.1 MIUI anecdotes

All these wonderful and revolutionary things are dated back to April 6, 2010, when a dozen of us shared a pot of millet porridge.

We didn’t have knowledge about hardware, so I picked software that the team was good at, and started with the operating system.

Without our own smartphones to base the development on, no worries, let’s turn to those models by other brands.

The operating system is complicated, no worries, let’s base everything on an open-sourced system. 

It was not long after Android came into being like an operating system; we then became an Android development forerunner in China.

But the operating system is, after all, a system that requires a massive load of work and a sizable team with more than a dozen people.

No worries, it’d be sufficient if we could focus on those heavily used functions and do them right.

They’d be phone call, text message, contact, and desktop —- the four key functions that shaped up the bone structure of a phone back then.

An extremely sophisticated system buildup project was thus highly simplified by us.

It took us only two months before the first version was finalized.

We installed a forum, where we recruited volunteers to flash the ROM of their own devices. It was a touching moment when we saw 100 users willing to bear huge unforeseeable risks and flash their devices to MIUI.

To show our gratitude to these 100 brave users, we integrated their names into the switch-on screen. 

I’d feel proud if I saw my name on the boot screen.

On August 16, 2010, the first version of MIUI was officially launched.

At the very beginning, we had a surprisingly small group of users, only some 100, but super high ratings. 

We did no promotion at all, 100 users during the first week, doubled to 200 in the second week, redoubled to 400 in the third, and redoubled again to 800 in the third.

But actually, MIUI first caught some real attention on September 20, when on XDA, the US-based developers’ forum, a user recommended MIUI with utmost enthusiasm. 

His comment went like: “Whoever they are, these guys have SKILLZ(S).” 

“Has anyone heard about this ROM? It(’)s the MOST INSANE ROM I(’)VE EVER SEEN… It runs SOOO…fast and smooth, and they have COMPLETELY overhauled the UI. It(’)s INSANE,” he wrote.

Upon reading this comment, you would guess how many joyful surprises MIUI first version brought and the level it reached.

A small start-up team thus received lots of compliment for making a phone operating system driven by the internet mindset. This internet methodology has since been well known. 

Since then, MIUI has become trendy in the tech-savvy circle around the world. As a follow-up, users started to voluntarily build up local versions of Mi Community in all the countries and regions, where MIUI versions in different languages were developed, and efforts were taken to adapt this system to different models. A widespread global campaign took shape, with seeds of Xiaomi’s globalization sown.

This was the origin of our Mi Fan culture.

In less than a year, the number of MIUI users exceeded 300,000.

Conclusion:

Our keys to success in the internet era — Dedication, Perfectionism, Word of mouth and Agility. 

2.2 How did we start making phones?

2.2.1 How did we make Sharp our display supplier?

After lots of effort, we built up the best hardware team we could find, and happily started making phones, finally. 

But our optimism was dampened immediately by a huge setback, that good supply chain partners were impenetrable. 

The best components from the best supply chain would be needed for making the best phones. For example, we wanted to use the then best display parts from Sharp, but they didn’t even look at us on our first round of trial. Then I realized leading supply chain companies would never weigh their cooperation by money from a mini-mill like ours.

I mobilized my thorough network to bridge contact with Sharp by detouring through Kingsoft’s Japan branch, from where a thread was pulled to Mitsui Group, then a senior management member helped us nail down a chance to communicate directly with Sharp’s headquarters. A meeting was scheduled for March 26.

A serious incident happened in between: on March 11, 2011, a devastating earthquake rattled Japan, followed by the nuclear accident, when the whole world was keeping a close eye on the situation.

Sharp is headquartered in Osaka, little impact directly, but the accident still caused global panic over possible fallouts. We were very determined to board the flight for Osaka for this hard-earned talk with Sharp’s senior management team. Three co-founders including me took this trip.

When we were on board, we found there were only three names on the passenger manifest, us three. When we reached Sharp, the whole office building looked empty, and we were the only guests. 

This is how we made it with our sincerity.

We had a really tight schedule, I only managed to find one photo which shows Mr. Liu De (刘 德) downstairs of Sharp building.

2.2.2 Birth of RMB 1,999 pricing

Every Mi Fan knows the number related to our first-generation smartphone, which was priced at RMB 1,999.

But what you don’t know is that we were planning for a price of RMB 1,499. If 1,999 wowed people, 1,499 would probably cause a frenzy.

Mi 1 (Xiaomi Phone) had an initially planned cost of RMB 1,500 per unit, and then we sold it at a cost price estimated at RMB 1,499. And we boldly forecast a sales volume of 300,000 units.

But in August 2011, I was told of something jaw-dropping by the team that we faced overspending. The cost stood at around RMB 2,000 per unit, RMB 500 over the original plan.

The reason? We joined hands with all premium suppliers. Building collaborations would be much harder if we did not beg them, let alone price negotiations.

If we continued to price it at RMB 1,499, an estimated loss of RMB 200 million would surface. What should we do?

I went to discuss with shareholders, trying to assuage my anxiety, “For an outsider like you, this is the price of an entry ticket to get in the playground.”

This entry ticket was too expensive that insomnia beat me over for several nights consecutively.

Could we try raising the retail price to RMB 1,999?

None of us had the answer. With domestically made smartphones priced at RMB 700 on average, would our RMB 1,999 starting price fail big time?

We then took a laissez-faire approach. We would never know the answer without at least trying.

The launch event was at 2PM, August 16, 2011. One day before the launch, we were seriously worried we would mess this up without selling out a single unit.

When I arrived at the venue, there was a big crowd, so big that I couldn’t even squeeze myself. Our Mi Fans were super passionate.

I ended up calling four colleagues for help, and they forced my way in.

I was only seated five minutes before the event started when Mr. Li Wanqiang (A-Li, 黎 万强) rushed to me: “The crowd is getting bigger by the minute. I’m worried about the worst-case scenario. Can we start now?”

That was Xiaomi’s first launch event, also the only one in history that started 5 minutes earlier than scheduled.

I was a bit nervous when doing the presentation on stage. Then I announced this price 1,999, nervously. The audience burst into a half-minute long tide of applause with festivity. My nerves got eased. “It looks like we made it.” We recently found a video clip chronicling that scene.

After the launch, 300,000 online preorders were placed in the first batch.

We were both motivated and bothered by this huge amount of orders. We did not have enough funds, or production capacity.

We were a small tent, no period of credit was allowed by our suppliers. All the productions had to be paid upfront.

The first batch of devices to be produced was 300,000 units, a number in the astronomical unit.

So, our products were popular, we faced a short supply, and immediately we were tagged with the “hunger marketing” label.

The first generation of Xiaomi Phone (Mi 1) registered a sales volume of 7 million units. It was a miracle. Absolutely.

 

2.2.3 First-generation Redmi is not the Redmi planned

I was not the least bit satisfied with the first-generation Redmi, so we decided to start this all over.

Here vaporized the R&D spending of RMB 40 million.

The first-generation Redmi you all have seen was actually the second generation, codenamed H2.

On July 31, 2013, Redmi phone was launched officially.

We borrowed a meeting room at Kingsoft’s office building. No interior design was made except for a single backdrop board. This was the most frugal launch event in Xiaomi’s history.

But it brought a considerable momentum that rattled the whole industry so much to the point that the stock price of Kingsoft even rose the following day.

The popularity surrounding first-generation Redmi was far higher than expected, it was phenomenal to have sold 44.6 million units in total. 

Behind the big success from Xiaomi’s phone business were several hard choices made, 

Should we visit Sharp?

Should we raise the price from RMB 1,499 to RMB 1,999?

Should we terminate the almost ready first-generation Redmi and start all over?

Behind each of these bore one or several huge risks.

Conclusion:

Every success story is a story about risk. 

We will only have to brace for the risks and make a decisive call. 

 

2.3 Everyone learns a lesson from Xiaomi

Xiaomi’s high popularity also brought about a bewildering exhibition of extreme sentiments. Many strived to learn from Xiaomi.

During that period that many internet mindset-driven smartphone makers popped out. I didn’t really know how they learned from us until Mr. Wang Xiaoyan (王 晓雁), Founder of Small Chili, joined Xiaomi. During an internal seminar, he shared how he tried hard to learn, making us all laugh.

 

2.4 Our broad and inclusive ecosystem       

While Wang Xiaoyan learned by himself, an army of start-up entrepreneurs and business people came to visit us for the experience. We have also been willing to disclose our entire model, hoping to offer help to more entrepreneurs, and push forward the reforms in more industries with our model. In 2014, we started this “Ecosystem plan” to incubate more start-ups.

Let me give you an example of how we did this. Back then, vast flocks of Chinese tourists went to Japan for a shopping spree of rice cookers and toilet seat covers. It hit the headlines as a social phenomenon. It also perplexed me. A decision was instantly made: we will incubate a start-up specialized in developing high-end rice cookers. After doing research for one year and a half, our rice cooker was successfully introduced, creating a great splash. 

A Japanese TV network even bought some units and compared them with some of the highest-end rice cookers sold in Japan. In the blind taste test, we won the most votes from local participants at a ratio of 6 to 4. Our rice cooker was priced one-fifth of those with similar functions retailed in Japan. Afterwards, our rice cookers are also available in Japan and they have become very popular. 

Over six years, we have incubated over 100 ecosystem companies and marketed over 1,000 products deeply loved by our users.

Part 3. Winding along ridges and peaks

 

3.1 A bet with Madame Dong Mingzhu (董 明珠)

That was a promising period of time. Looking back, I also did many silly things, for example, having a bet with Madame Dong Mingzhu. 

On December 12, 2013, the Chinese state broadcaster CCTV bestowed upon me an honor to be one of the annual figures in economy and business. It was the most prominent public award a Chinese entrepreneur could get. Madame Dong Mingzhu from Gree Electric Appliances Inc. was also elected. In the backstage area, an on-site director arranged my stage presence with Madame Dong and nudged us to help stir up the atmosphere. That staffer also said, in the previous year’s gala, Mr. Ma Yun (Jack Ma, 马 云) bet with Mr. Wang Jianlin (王 健林), that deal created lots of trend topics. All of a sudden, I knew what he wanted. Gree, with over 30 years of history, then represented China’s booming manufacturing industry, while Xiaomi, a small company aged 3, showed the vibrancy of the new economy, it would naturally accentuate the comparison if putting these two together. So I hinted to Madame Dong, “How about we make a bet too? Shall we set the wager at RMB 1 over the possibility of Xiaomi’s annual revenue surpassing that of Gree in five years?” I thought it was merely a joke to make us both feel at ease. Gree was gigantic, with a revenue of over RMB 120 billion, while Xiaomi was at RMB 20 billion, which was barely enough to fill Gree’s hundreds and tens digits. Madame Dong agreed, breezily.

Then, everyone knows what exactly happened. On stage, she announced that a bet of RMB 1 billion would be sufficient. At that moment, I was a bit confused, “That’s not how the script is written…” A stake of RMB 1 was for making everyone happy; however, RMB 1 billion was a total overstatement. As expected, our discussion, broadcast on live, was spread across the country and became a hot topic inarguably. This also propelled some internet users to educate me on the illegitimacy of this deal. “Gambling with a large wager. You are suspected of breaking the law.” I knew it was a joke, so did everyone else except Madame Dong, who had since cared for us on various occasions now and then. 

Such an intense level of care was a sweet burden. If you were me, what do you think I should’ve done? 

After that episode, whenever Madame Dong and I showed up in the same event, our dearest media friends would start a photo-shooting spree at both of us, from all possible angles. 

You wouldn’t imagine how popular we were among photographers.

Since everyone was so eager to validate this bet, we also had to show our serious attitude. 

Our revenue soared from RMB 20 billion to RMB 174.9 billion, a significant increment of almost 800%. I think this was a miracle and I am satisfied. Gree’s revenue increased from RMB 120 billion to RMB 198 billion in five years, up 60%, it was phenomenal.

However, we lost, eventually.

Dramatic enough, the next year after this bet was over, we won.            

Whenever I recall this bet, I’m more regretful than ever. Until recently, I have finally come through this. In that year, we were in a speedy development, so were our confidence and ego leading us to pick a “gambling” with Madame Dong. Before long, Xiaomi was mired in challenges from its fast growth. Through this bet, I furthered my understanding about manufacturing, and about Gree too. It truly is the epitome of the Chinese manufacturing industry and worth all of us learning from. 

 

3.2 Falling at a low ebb

Starting from 2015, the supercharged growth from the start concealed many problems, which were imploded all out.

In the smartphone industry, there had been no precedent of managing to turn the table after the sales volumes plummeted. Xiaomi, at that time, was at the intersection of life and death.

The situation was so austere that I had to take over the Smartphone Department myself. 

The whole course was arduous. Also, that was when I was the most stressed out. I always got to work at 9 AM and was still in back to back meetings until midnight. A total of 23 sessions, this number was counted from one of those my days with the most meetings. It was unbelievably tiring.

 

3.3 The premium flagship Mi MIX series

On October 25, 2016, we launched the Mi MIX phone. When we turned on the Mi MIX screen for the first time during the launch event, it wowed everyone. 

Three of the world’s renowned design museums even included Mi MIX phones in their collections. 

“Mi MIX, as a leader in design, sets trends for future smartphones,” commented the curator of the National Design Museum in Finland. Xiaomi spearheaded the full-screen display era we are in. The launch of Mi MIX also marked a prelude for Xiaomi turning the tide. 

MIX originated from some wizard ideas from our engineers at the beginning of 2014. What would the future smartphone be like? After discussions, a conclusion was reached to place a full-screen display on the phone’s front side. The idea of making a full-screen display smartphone was groundbreaking at that time. They resorted to me for inputs, and I initiated this project right away. “That was a marvelous idea. We should not be concerned about its mass production feasibility or our investment in time and cash; we will have to work on it until we finally present this device.”

The success of Mi MIX owes thanks to our invaluable engineer culture. Engineers are our assets. To fully leash our engineers’ capabilities to innovate and explore in uncharted areas, we have set up the Xiaomi Annual Technology Award. This is Xiaomi’s highest honor to core R&D project teams that bring about prominent technological breakthroughs and contributions. USD 1 million worth of stocks will be awarded. 

I’d like to announce a talent acquisition advertisement for our R&D team; as long as you are a tech talent, who is enthusiastic about technologies, we warmly welcome you to join Xiaomi to make your dreams come true.

 

3.4 About product quality

The price to performance ratio is our most potent weapon, also our weakest Achilles’ heel. There is this deeply rooted misperception among Chinese consumers “What is cheap is not good.” This makes us easily misunderstood, and our peer competitors also attack us on the pretext of this. How could Xiaomi secure itself in an unbeatable position in the long journey ahead? We’ll have to bring about amazing products of global quality.

Quality control and improvement is a long, arduous, and dreary procedure. I won’t go much into details.

Your efforts will never betray you. These improvements have earned us lots of awards and accolades, both in China and overseas. In 2019, I received the national top quality and technology award.

Conclusion:

Innovation determines how high we can fly, and quality determines how far we can go.

 

Part 4. Irreversible globalization

 

4.1 RMB 1 billion worth unsold inventory

In the third quarter of 2014, Xiaomi ranked top in terms of shipments in mainland China. We were the world’s No. 3, solely attributable to the volume of our domestic shipments. Investors were very optimistic about our performance and prospects, asking sharply if the Xiaomi model could be replicated worldwide. In June 2014, we entered the Indian market. 

We were formidably peerless, and we soon rose to become the most dazzling brand. Before long, trouble came.

In July 2014, we launched Mi 4, which was shipped and sold at a fast speed. There was even a short supply. Do you all remember “austenitic stainless steel 304” and “a steel plate’s art journey”? 

The newly-formed India team was very optimistic and promising, and they persuaded me to grant them 500,000 units. In January 2015, the phone was launched in India, but no one anticipated that the sales went flatlined.

Several post-mortem discussions were done afterward. We’d just entered India not long before; it was reckless to ask for 500,000 units of flagships when the brand awareness was low, and the channels unexpanded. An unsold inventory worth as high as RMB 1 billion went left over; that was an apocalypse for our new business in India.

I was stuck when hearing the news. Ship them back to China? Those were all 3G-enabled Mi 4 phones, while in China, 4G had already taken full control. What to do?

We immediately teamed up a “firefighting brigade” and sent them around the world to those markets where 3G phones could still be marketed and retailed. In the beginning, this was a three-strong brigade, fr

om Southeast Asia to Latin America, from Europe to the Middle East, their world footprints were in some 50 to 60 markets.

Back then, Xiaomi’s global recognition was a lot lower than it is now, after being rejected countlessly, our colleagues finally blazed a new trail.

Three sorts of partners chose us: traders of raw materials, such as crude oil and natural gas, who wanted to open a new line into the smartphone business; laptop and notebook distributors who were interested in smartphones; and some tier 2 distributors who would want to bet their luck on us. It was with those partners; we made ourselves in the global smartphone market.

In short, after toiling for over a year, this 1 billion inventory was cleaned up, although we suffered some loss.

Maybe it was a misfortune in disguise. The silver lining from this firefighting mission turned into unexpected rewards, that the channels we opened to dump the inventory for self-rescuing laid the foundation for our global expansion.

         

4.2 R U OK?

Bumpy turns and joyful rides dot along our global expansion journey, for example, the once-popular catchphrase “R U OK?” 

We held a product launch event in India back in 2015. The site, a bustling scene, was thronged with Mi Fans.

My colleagues put me on stage on short notice, to say hello to the audience. I was so excited, and the greeting “R U OK?” slipped out of my mouth.

The audience’s emotions spurt from a warmup stage straight into a feverish craze.

Unforeseeably, when this video was passed back to China, I made it to the trend topic list.

A Bilibili user even made a video clip by filling in the lyrics with monotonous catchphrases, including “R U OK?” and product names, making me a rising star on that site. After watching it, I’m sure its whimsical melody and lively rhythm will carve into your brain, and you’ll never be able to erase it. 

Our marketing and public relations colleagues were a bit nervous initially, but I was okay with it, as long as everyone was happy.

But this did bring me some trouble. As a proud alumnus from Wuhan University, ever since then, I have had to explain everywhere that Wuhan University is a prestigious educational institution. It was me who didn’t learn English well, not that my university didn’t teach English well. 

Now, Xiaomi is officially present in over 90 markets around the world. Our brand was ranked within the top 5 in 50 markets. We have been placing Europe on a big agenda in recent years, and we are already No. 3. Good news came this year that we became the top-ranking smartphone brand in Spain, and No. 2 in France.

Conclusion:

Successes can’t be well planned, while crises may be a once-in-a-lifetime opportunity.

Part 5. Spotlight moments

5.1 Three moments

 

5.1.1 IPO

On the 10-year threshold of starting up this business and looking back, there were three spotlight moments.

The first is undoubtedly the IPO.

In the whole IPO process, the most unforgettable thing would be the announcement of 5%.

Prior to Xiaomi’s IPO, on April 25, 2018, we held a launch event at my alma mater, Wuhan University. We announced a decision approved by the Board of Directors, a promise to our users that our hardware business will have an overall after-tax net profit margin that will never exceed 5%. If the margin crosses 5%, we will find a way to return the excess above 5% to our users.

You may wonder, as a company that was about to be listed, instead of setting on a roadshow to present your money earning abilities, you were downsizing your room for more profit, what was your problem?

After the IPO, we would become a public company, when the capital would inevitably force us in various ways to make an excessive profit. I am confident that I’m able to fight back against this pressure. But I was so worried, if someday I retired from my position as CEO, would Xiaomi’s senior management team continue to make amazing products at honest and accessible pricing points? 

I was worried.

Thinking over, there was one and only option, in the form of legal document, to make sure this mission of permanently setting a limit on the hardware net profit margin could be passed down.

I told this idea to my team; all my buddies who had survived the difficult start-up period showed their unwavering support.

However, when I brought this up to stakeholders, concerns brewed, especially over its impact on the stock prices. Some people said, “Are you going nuts? Do you want to get listed or not?” Some said, “This is not what you said from the beginning. We would not spend a penny on this if we knew it sooner.” Others said, “We don’t have time for this big change. Forget about it.” 

Many urgent conference calls were organized, in which, several times, the conversations went into a dead-end. I told them, “Good companies earn money, and great companies win users’ hearts. If you agree, what you have in your portfolio will be a great company.”

After saying this, stakeholders all okayed. A unanimous agreement was reached. After this decision was announced, my social media feed was full of this news.

We received so many accolades, along with sarcasm and questionings. None of these would matter then.

 

5.1.2 Beijing drifters own a property

The second unforgettable thing would be moving to our own Xiaomi Campus.

Xiaomi Campus opened its doors in July last year, for the first time, we had a permanent address. I was more than excited. 

In our eyes, this campus is super pretty, scenic, and trendy. Full of love, we call this place “Sanlitun in Qinghe” (Sanlitun “三里屯” is one of Beijing’s upscale shopping and nightlife areas, Qinghe “清河” is the neighborhood where the Xiaomi Campus is located).

I posted an update on Weibo to celebrate that moment. 

It went like this, “After over nine years drifting and working our way up in Beijing, we finally purchased a property. Eight buildings cover a floor space of 320,000 square meters, RMB 5.2 billion was spent building this home.”

This post went viral and was viewed by 33 million times. It seems that in every drifter’s heart, there is a property ownership dream.

One thing I didn’t prepare for was that real estate agents were even more excited than me. They reposted it everywhere and commented, “The most inspirational story by a Beijing drifter.”

 

5.1.3 Made to the list of Fortune Global 500

Then we officially made it to the Fortune Global 500 list. 

Please take a look, this slide shows the change of Xiaomi’s annual revenues, a graceful and encouraging surging line.

With this grade report, we made it to the Fortune Global 500 list, ranked at 468th.

I hadn’t credited this with too much significance, but I was excited when we were finally in.

When I wrote an open letter to all Xiaomi employees, some colleagues suggested we be humble. “At least we can feign to be nonchalant.” 

I said, “We don’t have to hide our true feelings. I have been an entrepreneur founding different start-ups ever since I graduated. You have no idea how much I have been jealous of those people, such as Lin Bin, who had the chance to work for a Fortune Global 500. It has taken us quite some effort to make ourselves a Fortune Global 500 company. I’ll have to show off because I am finally one of those people.”

Yesterday, we made it to this list again.

We are grateful for these great times, also to every of our Xiaomi colleagues.

Xiaomi has been compared with some long time 500 companies including Apple, Huawei and Samsung. We still have a long way to go.

But, Xiaomi is only a 10-year old child; if you view this company for its growth prospects, you will find lots of things we do well, for example:

In Boston Consulting Group’s 2020 ranking of the world’s 50 most innovative companies, five Chinese companies made the list, including Huawei, Alibaba, Tencent, JD.com, and Xiaomi.

A ranking by Derwent on the top 100 global innovators list for 2020, only three Chinese companies were listed, including Huawei, Xiaomi, and Tencent.

In 2020 BrandZ top 100 most valuable global ranking, 17 Chinese companies were listed, with Xiaomi at No. 81.

These three rankings show that at least we have done some excellent work in innovation and branding.

Of course, Xiaomi may still have a distance from what it is expected, but I’m sure our future growth will be beyond our imagination.

 

5.2 What has Xiaomi changed in this past decade?

Xiaomi’s decade embodies the 10-year growth of the mobile internet industry.

It has been our great honor to have been striding forward with these great times.

A look back at the ten years, what has made us proud?

Firstly, we have joined hands with our peers, made smartphones accessible to everyone, and fast-tracked the development of mobile internet. 

Mr. Cheng Wei (程 维), Founder of DiDi, once said,

“All us mobile internet entrepreneurs and start-ups in China probably owe Xiaomi a thank you, for its contribution to making mobile internet available to all. Meituan, DiDi, ByteDance, Kuaishou, to name a few; all these top internet companies you are familiar with are direct beneficiaries of mobile internet’s development.” 

Secondly, we have mobilized and joined hands with like-minded entrepreneurs. Together, we have changed many industries and given well-deserved recognition to many entrepreneurs.

At the beginning of 2015, our ecosystem invested in Mr. Chang Jing (昌 敬).

He was a young man who just resigned from a big company for building his start-up. No one would have imagined that within five years, Roborock could become the true leader in the robot vacuum cleaner industry. The company was listed on the Sci-Tech Innovation Board under the Shanghai Stock Exchange in February this year, with a market value of RMB 40 billion. Xiaomi’s ecosystem model has revolutionized over 100 industries and incubated many entrepreneurs like Mr. Chang Jing.

On top of the above, Xiaomi has even changed some people’s lives.

Ellyana, mother of three children, lives in Batam, Indonesia. She was bereaved of her husband years ago, when the loss of the sole income source pushed her whole family into insolvency. 

After Xiaomi set up local production lines three years ago, she found a job which has since changed her life. Her salary helps make the family’s ends meet. She has also made lots of friends at work and seen the bigger world. 90% of the workers on our assembly lines in Indonesia are female. Our business has helped many of them improve their life quality, learn skills, get on-job training, broaden their views and scopes, and bring them hope.

 

5.3 An autobiography of Xiaomi

With the explanations above, I answered the question “Where does Xiaomi come from?”

Frankly, the past decade was full of amazing stories, and a single speech does not cover them all.

We are honored to have a well-known Chinese biographer, Ms. Fan Haitao (范 海涛), who compiled the company’s first official biography. The writing project started at the end of 2018. For one year and a half, she has conducted over 100 sessions of interviews.

The book is titled From 10 to Infinity (一往无前)

I’d like to thank Ms. Fan, also, my appreciation and respect to CITIC Press Group for their abundant preparation work. 

After this speech, the book will be available for purchase online. If you want to know more about Xiaomi and its stories, please take my recommendation and enjoy the reading. The book has 360,000 characters, packed with informative details.

At age 10, Xiaomi is getting mature pace by pace.

Our R&D expenditure is expected to surpass RMB 10 billion.  

Our ceaseless motivation to extensively explore and continually innovate and R&D investments of RMB 10 billion have enabled us to bring more and cooler products to everyone.

We have prepared some products specially tailored for this anniversary to introduce to you all.

 

Ending:

Who is Xiaomi? For what are we striving for?

 

This speech is approaching an end.

We are not only launching new products, but declaring our manifesto for the next decade.


Answers to these two questions “Where did Xiaomi come from?” and “Where are we heading to?” lie in the products we just introduced.

1. Mi 10 Ultra contains many breakthroughs in technologies. 120X ultra zoom camera, world’s No. 1 in DxO Mark, 120W wired fast charging, 50W wireless fast charging, and etc. Xiaomi’s courage and strength in competing in the high-end smartphone market are just buttressed by these cutting-edge technologies.

  • We will never cease to explore and continuously innovate, this is the attitude we have been adhering to since 10 years ago upon bringing everyone the most innovative technologies.

2. Redmi K30 Ultra brings to you a zero regret flagship smartphone at RMB 1,999, to pay our tribute to our dreams, and our 10 years together with our Mi Fans.

  • We stick to offering the best price to performance ratio through this phone, representing our utmost sincerity of placing users at the center of everything we do.
  • Be it mid-range, or flagship, we will always offer our products at the most accessible pricing points so that our users can purchase them with their eyes closed.

3. Mi TV LUX Transparent Edition, the world’s first mass-produced transparent TV. It’s already very cool to turn impossible into possible. 

  • It’s always been Xiaomi’s pursuit to make the coolest products, and vision to become the coolest company in the users’ hearts.
  • We are a bunch of engineers, only if we make the coolest products can we fulfill our duty.

 

Xiaomi will always stick to these three guiding principles to attach great importance to bringing the most innovative technologies, stick to the best price to performance ratio and make the coolest products.

Future strategies

We have talked a lot today about our achievements in the past 10 years. We are proud.

But, we have to be wary of our own way ahead, faced with the extremely intricate international situations and fierce competitions.

Neither complacency over old trophies, nor aggressiveness without a clear goal would work. This is the dilemma where we are today. 

 

Now, we have three points in the strategy: 

1. A start-up once more.

 

To lead ourselves out of today’s predicament, we would need the passion from our start-up period. Talents must be valued, incentives need to be given and strategic opportunities have to be grasped.

2. Internet + manufacturing.

We believe in the power of the internet, and its approaches. We will continue to empower manufacturing with the internet.

We will also be participating deeply in every step of manufacturing by cordially collaborating with our partners:

We have developed lots of high-end manufacturing facilities, and designed the fully automated production line of high-end smartphones.

Xiaomi has made some investments to shape up our future of becoming the “manufacturing of manufacturing”.

3. Plan together, walk farther.

We will evaluate all the things in a view of 10 years, and do things that will value in the long-term.

In the meantime, we will keep a prudent strategy.

I firmly believe that,

Over the next decade, crazy ideas will be actualized, and we will be a site of engineering pilgrimage.

Over the next decade, smart life will have a huge impact on the world, and we will lead a future way of living.

Over the next decade, smart manufacturing will further raise our brand awareness, and we will be a new driving force in the manufacturing industry.

Over the next decade, we will continuously create amazing and innovative products at accessible and honest pricing points for everyone in the world.

Our journey forward:

Our 10th anniversary marks a new beginning, a renewal of our drive to carry our dreams to infinity. Thank you all.

>>>

一往无前

小米董事长、CEO和创始人雷军值小米成立十周年的演讲

 

大家晚上好,欢迎大家来听我的演讲。

 

2020 年,非同寻常的一年,全球都在面临巨大的挑战。这场全球大变局,深刻影响着我们每一个人的生活。大家都在问,“面对这样的局面,我该怎么办?”很多人都很焦虑,其实我也很焦虑。

但焦虑没有用!这个世界有很多事情是我们改变不了的,但我们可以改变的是自己的心态。我们下决心改变自己的心态,才能积极面对这个复杂的世界。我选择了一种最简单的方式去改变,走路!

 

我定了一个目标:每天走10公里,先走一个月吧。这个目标对我来说,还是很夸张,我也很怕自己做不到。

但没关系,向着太阳,一直走,你就会重新感受到内心的平静和温暖的动力。向前每多走一步,热爱和勇气就会多一分。

走着走着,上个月,我真的走了 318.11公里。

 

平均每天,走了1个小时50分钟,平均每天,走了10.5公里。

一个不可思议的目标达成了。

 

今年是小米十周年,我们本来打算办一场盛大的庆典活动,但受疫情影响,只能取消了。

生活中还是需要一些仪式感,生活更需要积极面对。

我决定办一场演讲,来纪念这个重要的日子。同时,也算给所有关心小米的朋友们做一场完整的“总结汇报”吧。

 

一、梦想的开端

十年前,我和一群小伙伴创办了小米。

1.1 我们的梦想

当时国内的手机市场,一类是诺基亚、moto和三星这样的国际巨头,一类是国产手机”中华酷联”,就是中兴华为这样的大公司,还有铺天盖地的山寨手机。中国市场主要被国际巨头把持,产品贵得离谱,国产手机做得非常一般。

作为一位手机发烧友,同时,作为一个创业者,我有点不服气。虽然我从来没有做过手机,但我们有了这样的梦想:

“做全球最好的手机,只卖一半的价钱,让每个人都能买得起”。

一个从来没有做过手机的外行,一个从零开始的中关村小公司,要做全球最好的手机,谈何容易。

如何实现这个看起来不靠谱的目标?

我有一个“脑洞大开”的想法:这些巨头都是硬件公司,假如我们用互联网模式来做手机呢?

把软件、硬件和互联网融为一体,就可以另辟蹊径,炼成铁人三项后,就可以对纯硬件公司进行”降维攻击”。

我也的确找到了一条“捷径”:当时硬件最好的是moto,软件最好的是微软,互联网最厉害的是谷歌,假如我能把这三家公司的精英凑在一起,就有机会炼成”铁人三项”!

 

1.2 找人

我找的第一个人是林斌,当时他是谷歌中国研究院的副院长。

当时赶巧,他正在考虑出来创业,做个在线音乐公司。我说,别做了,跟我一起干点大事。我在餐巾纸上画了这么一张图(”铁人三项”),他很快就答应了。这样,他成为小米第2号员工。

这么顺利的挖角只是一个偶然。接着我连续找了十个谷歌工程师,一个都没有搞定,真让人绝望,直到第11个。他就是洪锋,谷歌非常出色的工程师。

一上来,洪锋就问了我三个问题。

第一个问题,”你做过手机吗?”

“没做过。”

第二个问题,”你认识中移动老总王建宙吗?”

“不认识。”

第三个问题,”你认识郭台铭吗?”

“郭台铭?我认识他,他不认识我。”

这三个问题下来,我估计没戏了,但出于礼貌,我还是坚持”尬聊”了很久。

最后他做了一个总结:“这事听起来,不靠谱…….不过,可以试试。”

一瞬间,我长舒了一口气,终于搞定了!就像中了彩票。

这是我搞定的第二个谷歌同学。

一个外行来做手机,大家凭什么相信你?

我在面试牛人的时候,牛人也在面试我。

在小米创办的第一年,我花了80%的时间在招人。

我记得印象最深的一个人,我两个月和他聊了十次以上,其中有几次一聊就是十个小时。

 

我也总听到有企业家和创业者抱怨,找不到人。

这是一个非常普遍的问题。

找人肯定不是一件容易的事情,如果找不到人,其实只有一个原因,就是没有花足够的时间!

 

【总结】

我的建议是:

找人不是”三顾茅庐”,找人要”三十次顾茅庐”!

只要有足够的决心,花足够的时间,可以组成一个很好的团队。

 

二、乘风破浪

2.1 MIUI的故事

4月6日,我们十来个人,一起喝了碗”小米粥”开始闹革命。

不懂硬件,没关系,就先从软件开始,先干操作系统吧!

 

没有自己的手机做研发,没关系,就先在别人家的手机上做吧。

操作系统很复杂,没关系,先找一套开源系统,在开源系统的基础上干。

那时安卓刚起步,我们就成了国内最早一批做安卓的。

但操作系统毕竟是操作系统,工程量相当庞大,不是十来个人的小团队可以搞定的。

没关系,我们先把最常用的功能做好就够了。就是打电话、发短信、通信录,还有桌面。这是智能手机当时最重要四个功能。

一个极其复杂的系统工程,就被我们高度简化了。

就这样,仅仅两个月时间,MIUI第一版就真的做好了。

我们建了一个论坛,招募志愿者来“刷机”。让我们感动的是,居然有100位用户愿意冒着巨大的风险刷 MIUI。

为了感谢这100位勇敢者,我们用他们的名字做成了启动界面。

 

大家想想,手机开机画面上显示着你的名字,这是啥感觉?

 

2010年8月16日,MIUI第一版正式发布了。

刚开始,只有100人,用户量少得惊人,但口碑超好。

我们没有做任何推广,第二周翻了一番,200人,第三周再翻一番,400人,第四周再翻一番,800人。

MIUI真正火起来,是在发布一个月后。9月20日,XDA,国际著名的技术论坛,有位大神热情推荐了MIUI。

 

他这样说的,“这是一个专业团队的作品,令人惊艳”。正文是:有人听说过这个ROM吗?我这辈子从来没见过这么疯狂的ROM…它运行起来又快又流畅,界面全部重新设计了,这太不可思议了。

看到这个评价,大家就知道,MIUI 第一版做到了什么水平。

一个中关村的小团队,用互联网方式,两个月做了一款手机操作系统,受到了非常高的赞誉。

互联网的方法论非常厉害!

 

从此,MIUI 在全球发烧友人群开始火起来了。后来,各个国家都有网友自发建立当地的米粉社区,制作当地语言包,适配各种机型等,形成了一个声势浩大的全球群众运动,从此埋下了小米国际化的种子。这就是米粉文化的来源。

不到一年时间,MIUI 用户量就超过了 30万。

 

【总结】

互联网七字诀

“专注、极致、口碑、快”

 

2.2 做手机的故事

如何搞定夏普屏幕?

我们费了九牛二虎之力,搞定了当时能找到的最好的硬件团队,主要来自moto,兴高采烈开始做手机了。

一出门就碰”大钉子”,搞不定供应链。

我们要做最好的手机,当然要用最好的供应链。比如屏幕,我们就想用夏普的,但人家根本不理我们。

我才知道,顶级供应链,不是一家创业公司花钱就可以搞得定。

我动员所有关系联系夏普,绕了一个巨大的圈子,通过金山的日本分公司,找到三井商社,再请三井商社高层出面,争取到了和夏普总部沟通的机会。时间定在3月26日。

这中间出了一件大事:2011年3月11日,日本地震,核电厂泄漏,全世界风声鹤唳。

夏普总部在大阪,虽然核辐射的影响不大,毕竟是核辐射,大家还是很恐慌。

能见到夏普高层的机会实在难得,我们还是下决心飞大阪,最后我们三个创始人一起去的。

我们上了飞机,才发现整个机舱都只有我们三个人。到了夏普,整个大楼空空荡荡的,只有我们一批访客。就这样,我们的诚意打动了夏普。

那天我们太紧张,从头到尾基本没拍照。我只找到一张照片,刘德在夏普楼下的留影。

 

1999元是这么来的

大家都知道小米手机第一代定价1999元。

大家不知道的是,我们原本的计划是1499元。1999元就已经”沸腾”,要是1499元,不会”炸裂”吗?

我们规划的成本1500元,售价1499元,我们还很大胆预测能卖30万台。

但是,到了8月,团队跟我说了一个吓一跳的消息:成本搞冒了,每台手机成本大约2000元,超了500元。

主要原因是,我们找的都是优质供应商,能跟我们合作就不错了,价钱根本没法谈。

如果继续定价1499元,我们估计要亏了2亿。怎么办呢?

我去和股东们商量,他们劝我说,这就是你一个外行进来玩的门票。这个门票实在太贵了,我有好几晚上没有睡着觉。

能不能把定价调高到 1999元?大家心里都没底,国产手机均价才700元,我们一上来就卖1999元,会不会翻车?不管了,我们只能豁出去试试!

发布会定在2011年8月16日。发布会前一天,我们还在担心会不会搞砸了?会不会卖不出去?

当天,我到现场,完全没有想到,里三层外三层挤满了人,我自己根本挤不进去了。米粉实在太热情了。

最后还是打电话叫了四个同事,帮我挤进去的。还有5分钟开场,我刚坐下,阿黎跑到我旁边,说,”人实在太多了,再挤怕出事,我们马上开始吧?”这是小米第一场发布会,也是小米历史上唯一一次提前5分钟开始的发布会。

在台上开始讲的时候,我心里还有点打鼓。最后,我紧张万分,公布了售价1999元。

现场长达半分钟的欢呼和尖叫,我悬着的心终于放下了,看来成了!

最近我们找到一个同事在现场用手机录的视频,有点模糊,大家可以看看。

手机发布后,网友第一次就预定了30万台。

收到这个订单,我们既激动又烦恼,我们没有足够的资金,也没有足够的生产能力。

我们当时是一个小公司,没有账期,需要提前打款才能生产。

要一次生产30万台,那是一笔天文数字。

这样,小米手机实在太火,我们又供应不上,很快就被贴上”饥饿营销”这个标签。

第一代手机,总计销售700多万台,这绝对是一个奇迹。

 

第一代红米不是真的第一代红米

我们做的第一代红米产品,我非常不满意,我决定推倒重来。

这下子4000万的研发费用打水飘了。

 

大家见到的红米手机第一代,其实是我们研发的第二代,代号H2。

2013年7月31日,红米手机正式发布。

我们借用了金山软件的一间会议室,没有任何装修,只是做了一个背景板。

这是小米历史上最简陋的一次发布会。红米手机能量巨大,一发布,就引发业内地震。没想到,第二天连金山软件的股价涨了。

第一代红米,热度远超过想象,我们就卖了 4460万台。这4000多万台智能手机。

 

小米的手机业务当初巨大的成功,这背后是无数艰难的抉择:

要不要去日本面见夏普?

要不要把定价从1499改到1999?

要不要干掉已经研发好的第一代红米,推倒重来?

这每一个选择的背后,都是巨大的风险。

 

【总结】

没有任何一个成功是不冒风险的。

直面风险,豁出去干!

 

2.3 全民学小米

小米火了,社会出现一个有意思的现象,很多人拼命学小米。

当时出现了很多互联网手机品牌。

以前我们不知道他们是如何学的,直到”小辣椒”创始人王晓雁加入了小米,在一场内部讨论会上,他讲了当初他是如何学的。让我们大家哄堂大笑。

 

2.4 生态链的故事

王晓雁是自学成才的,还有很多创业者、企业家亲自到小米来学习。

我们也非常愿意把我们的经验公开,希望推动更多行业的变革。2014年我们启动了生态链计划,孵化更多的创业公司。

仅仅六年时间,我们孵化了100多家生态链企业,做了上千种玲琅满目的优质产品。

我们是如何做的呢?我举一个例子:

当时,很多中国游客到日本疯狂抢购电饭煲,成了社会现象。我觉得不可思议。于是,我们决定孵化一家创业公司主攻高端电饭煲。研发了一年半时间,我们电饭煲成功发布,引起了很大轰动。

一家日本电视台特意买了几台,跟日本高端电饭煲一起做街头盲测,结果有点不可思议:6:4,我们胜出了!而我们产品定价仅仅相当于日本同类产品的五分之一。后来,我们的电饭煲卖到了日本,非常受欢迎。

 

三、峰回路转

3.1 关于董明珠

那是一段阳光灿烂的日子。

回想起来,我们也干了不少蠢事,比如和董明珠打赌。

2013年12月12日,我入选了央视年度经济人物,这是当时中国企业家能获得的最高荣誉。 跟我一起入选的,还有格力的董明珠。在颁奖典礼的后台,编导安排我和董大姐一起上场,并且撺掇我们把气氛弄得热闹一点。编导还特地说,前一年的颁奖晚会上,马云跟王健林打了一个赌,影响特别大。我瞬间就明白了他的想法:格力代表中国传统制造业,有30年的历史,小米代表新经济,是一家成立才三年多的小公司,放到一起就特别有话题。我跟董大姐说,要不咱俩也打个赌吧,赌一块钱,赌小米的营收五年时间能不能超过格力?我觉得这只是开个玩笑,活跃一下气氛。格力是一个巨无霸,营收1200多亿,我们小米营收才200个亿,只是人家的一个零头。董大姐想都没想就答应了。

结果,一上场董大姐就说,要赌就赌10个亿!那瞬间,我有点懵:剧本可不是这样的!赌1块钱,是活跃一下气氛。赌10亿,太夸张了吧。果然,立刻成了社会话题,马上就有网友给我科普:“你们这是巨资赌博,涉嫌违法”。我知道这是一个玩笑,所有人也都觉得这是一个玩笑,但董大姐却当真了,各种场合隔三差五就关心一下我们。

她这么关心我们,我可承受不了哪。大家觉得我应该咋办?

之后,只要我和董大姐一起出现,媒体的朋友们就会从各种角度盯着拍。

当然,这个画风,你想都想不到。

全社会都这么认真,我们不得不认真了。

 

五年下来,

小米从200多亿涨到了1749亿,涨了6.5倍,这已经是个奇迹,我非常满意。我们再看看格力,从1200亿涨到1980亿,涨了60%,作为一个传统制造企业,表现也非常杰出。

拿最后的结果一比,我们还是输了!

比较戏剧的是,打赌结束的第二年,小米就赢了。

 

不过,我每次想起来打赌这件事情,都后悔得不得了。

我们为啥招惹董大姐,带来那么多烦恼?直到最近,我才想清楚:那个时候我们,信心爆棚,的确膨胀了。很快,小米就遭遇了非常多成长的烦恼。

经过这次打赌,我对制造业的理解又加深了一步,同时也更了解格力了。

格力的确是中国制造业的典范,值得我们认真学习!

 

3.2 陷入低谷

2015年底,前期超高速成长,掩盖了非常多的问题,一下子全部爆发了出来。

手机行业,从来没有一家公司在销量下滑后,还能成功逆转的。这时的小米处于生死存亡的关头。

形势极其严峻,我不得不亲自接管了手机部。

 

那段时间,苦不堪言。我经常早上9点上班,到了凌晨一两点,还在开会。有一天下班的时候,我数了数,一天下来,我居然开了23个会,让人无法置信。

 

3.3 MIX的故事

2016年10月25日,小米MIX发布,当MIX第一次点亮的瞬间,全面屏震惊了所有人。

世界三大设计博物馆也收藏了小米MIX。

芬兰国家设计博物馆馆长评价说:“小米MIX指明了未来智能手机的发展方向”。

全面屏时代,由小米拉开帷幕。MIX发布成为了小米局势逆转的第一声号角。

 

MIX 源自 2014年初小米几个工程师闲聊,“未来的手机是什么样的?”经过反复讨论,大家取得了一致的结论:手机正面全是屏幕。这个想法在当时可谓石破天惊。大家找我商量,我同意直接立项:这是了不起的想法,不要考虑量产性,不要考虑时间和投入,做出来为止。

 

MIX 成功源于小米内部浓郁的工程师文化。工程师是小米最重要的资产,为了让工程师创新和探索的火炬越烧越亮,我们设置了小米技术奖。这是小米内部的最高奖项,奖励突破性贡献的技术小组,奖金是价值一百万美元的股票。

在这里我替小米的研发团队打一个招聘广告:只要你热爱技术,只要你技术过硬,欢迎你到小米来实现自己的梦想。

 

3.4 关于质量

性价比是我们最有力的武器,也是我们最脆弱的软肋。中国老百姓有个根深蒂固的观念就是“便宜没好货”,这让我们非常容易被误解,竞争对手也非常容易抹黑我们。小米如何在未来漫长的征程中立于不败呢?我们必须要拿出世界品质的好产品!

质量的提升是个漫长、艰巨又枯燥的过程。

一分耕耘一份收获。2018年小米获得了“中国质量协会质量技术奖”一等奖,2019年我自己还获得了“中国年度质量人物”的殊荣。

努力补课的小米,从2017年Q2开始了神奇的逆转,重新恢复高速成长。

 

【总结】

创新决定我们飞得有多高,质量决定我们走得有多远。

 

四、国际风云

4.1 10亿库存

小米很早就开始了国际化,我给大家说说我们国际化的故事。

 

2014第三季度,小米手机在中国登顶,仅仅靠中国市场的出货量,就在全球排到第三了。那个时候,投资者都非常看好小米,但提了一个非常尖锐的问题:小米模式能不能在全球复制?2014年6月,我们进入了印度市场。

势如破竹,很快就成为了最耀眼的明星。

时间不长,我们很快遇到了麻烦。

 

大家还记得“奥氏体304″、“一块钢板的艺术之旅”吗?

 

2014年7月,我们发布了小米4,在中国卖得非常好,一直供不应求。

刚组建的印度团队非常乐观,说服我特批了50万台。2015年1月,这款旗舰手机在印度发布了。但谁也没有想到,居然卖不动。

事后反复复盘:我们刚进入,品牌和渠道都还没有准备好,就直接定了50万台旗舰机,这太吓人了。

高达10亿库存,这对刚起步的印度业务来说,是个灭顶之灾!

我一听到这个消息,有点愣住了!运回国内?但那是3G版本的小米4,国内市场已经完全是4G手机的天下,咋办?

我们火速组建了一支“救火队”,到全球去找3G市场去消化。刚开始,这个团队只有3个人,从东南亚到南美,从欧洲到中东,全球跑了五六十个国家。

当时小米在海外知名度还没现在那么高,吃了无数的闭门羹后,我们的同事终于打开了一条路。

有三类合作伙伴选择了我们:卖石油、卖天然气的贸易商想转行进入手机行业;卖笔记本电脑,现在想卖手机的;还有一批二线代理商,想在我们身上赌一把。就是这群伙伴和我们一起,杀入了全球手机市场。

总之,死磕了一年多,这要命的10亿库存,虽然损失惨重,但基本消化了。

塞翁失马,焉知祸福。这次救火行动带来一个意想不到的回报:开拓出来的渠道成了国际业务的先遣队,大大提速了我们国际化的进度。

 

4.2 R U OK

国际化的路上,有坎坷,也有欢乐。比如,R U OK。

2015年我们在印度举办的一个发布会,来了很多米粉,热闹的不得了。

我们同事临时安排我,出场打个招呼,一激动,脱口而出说了一句,“R U OK?”

现场气氛一下就炸裂了。

 

没想到,这个视频传回国内,立马上了热搜。

B站上有位UP主还做了个鬼畜视频,让我成了B站的知名歌手。

我们的市场部同事一开始还有点紧张,但我觉得没啥,大家开心就好。

这件事情还是给我带来了不少烦恼,作为武大的杰出校友,从此以后,我要到处解释:武汉大学还是正规大学,是我自己英语没学好,不是武大没教好。

 

现在,小米进入了全球90多个国家和地区,手机业务在50个国家和地区中位居前5。最近两年主攻欧洲市场,今年刚刚传来喜讯:我们在欧洲已经排到第三了,甚至,西班牙已经登顶,法国排到第二!

 

【总结】

成功往往不是规划出来的,危机是你想不到的机会。

 

五、高光时刻

5.1 三个难忘的高光时刻

 

5.1.1 上市

创业十年之际,有三个难忘的高光时刻。

第一当然是上市。

在整个上市过程中,最难忘的就是 5% 那件事。

 

小米IPO前夕,2018年4月25日,我在武汉大学办了一场发布会,宣布了一项董事会决议:小米硬件综合净利率永远不超过5%,如有超出的部分,将超出部分全部返还给用户。

一个公司马上就要上市了,不好好路演”画大饼”,反而卡自己的利润空间,是不是有毛病呢?

小米上市后,变成了一家公众公司,资本一定会逼着小米创造”超额”的利润。我自信能扛住这样的压力,但我特别担心:如果有一天我不做CEO了,小米管理层还能不能继续坚持做“感动人心、价格厚道”的好产品呢?想来想去,只有一个办法:那就是以法律文件的形式,把这一使命固化下来,永久限制硬件净利率。我把这个想法和团队一说,一起奋斗的兄弟们都特别支持。

但跟股东一提就炸锅了,有各种担心,尤其担心对股价有影响。有人说,”你们是不是疯了,还想不想上市”。有人说,”当初你们可不是这么说的,早知道如此,我就不投了”。还有人说,”来不及了,别折腾了”。

我们开了好多次紧急电话会,中间有几次都要聊不下去。我对他们说,”优秀的公司赚取利润,伟大的公司赢得人心!如果你们同意,你们拥有的将是一家注定伟大的公司!”

就这样,一锤定音,股东们同意了。

当我们公布了这项决议,我的朋友圈被”5%”刷屏了。

我们收到了非常多的赞誉,也有不少嘲讽和质疑,但这些已经不重要了。

 

5.1.2 北漂买房

第二件难忘的事情就是搬家,我们搬到自己的科技园。

去年7月,小米科技园正式开园,我们第一次拥有了自己的家,心情无比激动。

在我们眼里,这个园区漂亮极了,美仑美奂,我们亲切地称之为”清河三里屯”。

我专门发了一条微博。

内容是这样的:“北漂,奋斗九年多,终于买房了!8栋楼,32万平方米,52亿造价”。

这条微博马上就火了,阅读量高达3300万。看来,每个北漂心里,都有一个买房的梦!

让我万万没想不到的是,房产中介居然比我还激动,也在到处转发,说这是“最励志的北漂故事”。

 

5.1.3 入选500强

接着我们入选了世界500强。

 

大家可以看一下,这是过去10年小米营收的变化,一条多么优美和昂扬向上的曲线。

就是因为这样的成绩单,我们入选世界500强,排名468名。

之前我也没觉得有啥,但真的入选了,还是有点小激动。

我在写全员信时,有同事建议咱们要不谦虚点,装着不在意。

我说,”这次咱们就别装了,我大学一毕业就开始创业,特别羡慕林斌他们有机会在500强上班,现在好不容易把自己公司搞成了世界500强,终于可以在500强上班了。我们一定得好好”嘚瑟”一下。”

就在昨天,小米再次入选了世界500强。

这一切要感谢这个伟大的时代,还有所有持续奋斗的小米同学们。

 

过去,小米一直被拿来与老牌500强苹果、华为和三星来比较,的确有差距。

但小米还只是一个10岁的少年,如果用发展的眼光来看,你会发现小米还是有非常多出色的地方,比如:

BCG 2020年全球创新50强。5家中国公司入选。华为、阿里巴巴、腾讯、京东和小米入选。

德温特 2020年全球创新百强榜。仅仅3家中国公司入选,分别是华为、小米和腾讯。

BrandZ 2020年全球品牌百强榜。这次有17家中国品牌入选,小米也在其中,排名81位。

这三个全球权威的榜单,充分说明了小米在创新和品牌方面取得的了不起的成绩。

当然,今天的小米,可能离各位的期望,还有一些距离,但未来成长的速度注定会超过大家的想象。

 

5.2 这十年,小米改变了什么?

小米的十年,就是移动互联网的十年。

和这个伟大的时代同行,是我们最大的荣幸。

当我们回首过去十年时,让我们真正自豪的是什么?

 

首先,我们和所有同行一起,普及了智能手机,推动了移动互联网的发展。

滴滴的创始人程维曾经说,中国移动互联网的创业者可能都要感谢小米,因为小米有力推动了移动互联网的普及。美团、滴滴、字节跳动、快手等等,今天你耳熟能详的新一代互联网头部企业,都得益于移动互联网的发展。

 

第二,我们和志同道合的创业者一起,改变了不少行业,也成就了不少创业者。

2015年初,小米生态链投资了昌敬,一个刚刚从大公司出来创业的小伙子。谁也没有想,只用了5年,石头科技就成为了扫地机器人行业的领导者,今年2月成功在科创板上市,市值高达400亿。小米生态模式带动了100多个行业的变革,成就了一大批像昌敬这样的创业者。

 

除此之外,小米甚至还改变了一些人的人生。

 

Ellyana (艾莉娅娜)住在印度尼西亚的巴淡岛,她是三个孩子的妈妈。几年多前丈夫去世后,家里没有经济来源,生活陷入了困境。

三年前,小米在印尼设立了生产线。她在小米印尼工厂找到工作,生活发生了巨大变化。有了这份工作,她可以养活一家人,而且还学了很多知识,交了很多朋友,在村子里的地位也大大提升。印尼小米产线上90%的员工都是女性,我们的事业帮助她们从此改变了自己的人生。

 

5.3 小米传

以上就是我为大家解答的第一个问题,“小米从哪里来”。

当然,这十年有太多精彩故事,一场演讲肯定说不完。

 

知名传记作家范海涛,撰写了首部官方授权的小米传记。她从去年2月份开始开始,对小米团队做了大量的采访,先后采访了100多人,历时一年半时间。这本书的书名,就叫《一往无前》。

感谢范海涛老师,也同样感谢中信出版社做的大量工作。

演讲结束后,这本书就会马上在全网首发。

要想了解小米更多故事,推荐大家买一本来看看,36万字,内容非常翔实。

 

十岁的小米,正在一步一步长大。

今年的研发预算就高达100亿元。

永不止步的创新精神,高达100亿的研发投入,小米永远有更多更酷的产品诞生。

今天我们精心准备了几款10周年代表作献给大家。

 

大结局:

小米是谁?小米为什么而奋斗?

– 三大铁律

 

今天的演讲,到这里已接近尾声。

今天,我们不仅仅是在发布产品,更是在发表小米面向下一个十年的宣言。

“小米从哪里来,又将往哪里去”,答案其实就在我刚刚发布的几款作品中。

 

一、小米10至尊版,大家可以数数有多少项黑科技,120倍超长焦,DxOMark全球第一,120W秒充,50W无线秒充,等等。正是因为一系列黑科技加持,小米才有勇气和实力,角逐高端手机市场。

技术为本,在攀登技术的高峰路上永不止步。

这就是未来十年小米死磕硬核科技的态度。

米粉们关心的澎湃芯片,请大家放心,我们还在持续研发。

 

二、Redmi K30至尊版,用一款”无槽点、无遗憾”的旗舰手机,重回1999元,致敬”为发烧而生”,致敬我们和米粉共同的十年。

性价比为纲,性价比是我们和用户交朋友最大的诚意,性价比是我们核心战略。

无论是大众产品,还是高端产品,我们都会永远坚持性价比,让所有用户可以闭着眼睛买。

 

三、小米透明电视,是全球第一款量产的透明电视,把不可能变成可能,这个产品够酷吗?

坚持做最酷的产品,才是小米永恒的追求。

做用户心中最酷的公司,这就是小米的愿景。

我们是一群工程师,做最酷的产品,才是我们对这个世界的爱,才是我们的本分。

 

这三个”超大杯”,代表的是小米永不更改的三大铁律:

“技术为本、性价比为纲、做最酷的产品”,我们将始终坚持这三大铁律。

 

– 未来发展策略

 

今天我们讲了非常多过去十年的成绩,我们的确非常自豪。

但我们也非常清楚,今天我们面临非常复杂的国际环境,同时面对极其激烈的竞争环境。

下一步,我们该怎么办?

要想固守今天的成绩,躺着过去的业绩上过日子,毫不疑问,守不住。

要想继续不管不顾、猛冲猛打、粗放成长,毫不疑问,这条路也走不通。

这就是我们今天面临的复杂局面。

 

今天,我们的策略有三条:

一、重新创业

今天的局面,我们还是需要拿出重新创业的热情,豁出去干!

大胆启用创业型人才,大胆使用创业型的激励,大胆把握新的战略机遇……

具体细节我就不展开说了。

行胜于言,未来这段时间,我们做给大家看。

 

二、互联网+制造

我们信仰互联网,我们相信互联网的方法论,我们会坚持用互联网赋能制造业。

在继续和代工厂真诚合作的基础上,我们会深度参与制造业:

我们已经自研大量高端装备,并已设计完成了全自动化的高端手机生产线。

小米已进行了一些投资,代表着小米要做的”制造的制造”。

 

三、行稳致远

所有事情,我们都会用十年的长度来看,做长期有价值的事情,和时间做朋友。

同时,战略上稳打稳扎,不要冒进。

 

我相信,

下一个十年,创新之火将会照亮每个疯狂的想法,小米将成为工程师向往的圣地。

下一个十年,智能生活将彻底影响我们每个人,小米将成为未来生活方式的引领者。

下一个十年,智能制造将进一步助力中国品牌的崛起,小米将成为中国制造业不可忽视的新兴力量。

下一个十年,小米将成为一条蜿蜒奔涌的长河,流过全球每个人的美好生活,奔向所有人向往的星辰大海。

 

在未来的征程里,

相信自己,一往无前!

谢谢大家!