产品中心 | 2021-11-14
本文摘要:Xiaomi, once the world’s most valuable unicorn, looked set to become one of China’s biggest unicorpses: it burnt cash, and stumbled with supply problems. Now, with fortunes improving, it is staging its next act: Chinese phoenix.一度是全世界估值最少“独角兽企业”的小米(Xiaomi),前一环节独特不容易沦为中国仅次的“独角尸”之一:砸钱,深陷供货窘境。


Xiaomi, once the world’s most valuable unicorn, looked set to become one of China’s biggest unicorpses: it burnt cash, and stumbled with supply problems. Now, with fortunes improving, it is staging its next act: Chinese phoenix.一度是全世界估值最少“独角兽企业”的小米(Xiaomi),前一环节独特不容易沦为中国仅次的“独角尸”之一:砸钱,深陷供货窘境。现如今,伴随着运数下降,小米的大戏转到下一幕:涅盘重生的中国鳳凰。The Beijing-based tech company, which makes products ranging from smartphones to smart rice cookers, re-entered the top five of global smartphone makers in the second quarter, as shipments surged 59 per cent year on year to 21m, according to the IDC research firm.据咨询管理公司IDC答复,第二季度,这个总公司位于北京市的科技有限公司再一次转到全世界智能手机生产商五强之列,销售量2100万部,环比持续增长59%。小米生产制造从智能手机到智能电饭煲的各种商品。

The recovery, noted founder and chief executive Lei Jun, “follows a year of setbacks that collectively signify the most challenging period in our company history”.小米企业的创办人和CEO小米雷军谈及,本次恢复体力以前经历了“一年的挫败,能够讲到是大家企业史上最牛没有挑戰的阶段”。“We needed to slow down,” says Shou Zi Chew, the company’s youthful chief financial officer, speaking in Xiaomi’s surprisingly small headquarters in Beijing’s northwestern tech district.“大家务必缓减速率,”该企业长相年老的首席运营官周不会受到资(Shou Zi Chew)在小米北京总部答复。位于北京市大西北新科技区的这一总公司小得令人车祸事故。“From zero to $10bn in revenue, excluding the year we didn’t have a smartphone, it took four years. Think of the organisational challenge. We needed to build organisational strength.”“去除大家没智能手机的一年,营业收入从零到100亿美金,大家用了四年。

看一下这里边的的机构挑戰。大家务必打造的机构整体实力。”While history is a relative concept in China’s entrepreneurial world — Xiaomi is a mere seven years old — there is no disputing the setbacks.虽然“历史时间”在中国商业界仅仅一个较为的定义——小米代表着宣布创立了七年——但小米遭到过挫败是不争的事实。The company was valued at $45bn in a late 2014 fundraising, exceeding Uber’s then-$40bn, but missed its 2015 handset shipment targets as smaller rivals grabbed market share.在二零一四年末股权融资时,小米的估值超出450亿美金,高达了uber(Uber)那时候400亿美金的估值,可是因为被较小的竞争对手夺走了市场占有率,小米没搭建二零一五年手机出货量总体目标。

It ceded its top three China ranking to upstarts Oppo and Vivo, smartphone stablemates that, like Xiaomi before them, came out of nowhere to rank as the second and third most popular handset makers in China, respectively, in the second quarter of 2016, according to Gartner.小米的中国智能手机三强方向让给了后来居上Oppo和Vivo。据低德纳(Gartner)答复,Oppo和Vivo如同以前的小米一样迅猛发展,在二零一六年第二季度各自沦落中国第二金刚级第三大最受欢迎的手机制造商。Also, like their predecessor, they achieved this by selling heavily online and thus scooping up sales in third- and fourth-tier cities.某种程度,和他们的老前辈小米一样,Oppo和Vivo偏重于互联网销售并因而守好了三四线城市的销售量,从而得到 优异成绩。“A few years ago, we rushed too fast, achieving a miracle in the history of modern business growth, but we also overspent a portion of our growth,” a humbled Mr Lei wrote in a memo posted on his WeChat account and on Facebook in January.“前两年大家冲得太快,创设了商业时代有史以来的强健惊喜,但也提前欠了了一部分成长型,”知耻后勇的小米雷军2020年一月在其手机微信(WeChat)账户和Facebook上公布发布的记事本中提到。

“We must slow down and earnestly learn from our mistakes. Prevention is better than having to fix things later.”“大家必不可少缓减步伐、严肃认真授课,并且先于补要比晚补上,慢火慢补要比急火猛药好。”Many industry observers give Xiaomi full points for doing just that. “A monster quarter has brought Xiaomi back into contention as a major player in the smartphone industry,” wrote Radio Free Mobile’s Richard Windsor in a recent note to clients.许多领域观测者因而给小米打过得分。“一个好一季度让小米做为智能手机领域超重量级选手重返试炼场,”Radio Free Mobile的杰弗里?温莎(Richard Windsor)近期在寄来顾客的引言中提到。The company has gone from 10,000 to 14,000 employees in the past year as part of what Mr Chew calls a long-overdue recruitment drive. “We had the same valuation yet a fraction of the staff of our peers,” he says.以往一年该企业的职工数量早就从一万人降低至1.4万人,周不会受到资称,它是延迟已幸的聘请主题活动的一部分。

他称作,“大家和同行业具有某种程度的估值,可是职工总数仅有所为她们的一小部分。”Sustainability is the big question. “This recovery needs to be more than just a product cycle for it to stay there,” says Mr Windsor.可持续是问题。“本次彻底恢复务必不断如同一个商品周期时间,才可以使它保持最强者影响力,”温莎答复。Xiaomi’s formula for its turnround is three-pronged: improving technology, broadening distribution and going global.小米的转型发展计划方案是三管齐下:提高技术性、不断发展分销商及其经济全球化发展趋势。

On technology, it has moved to design its own processor, enabling it to reduce battery weight as well as its reliance on foreign makers like Qualcomm. It has applied for more than 16,000 patents so far, and has been granted 4,000.从技术上,小米早就刚开始设计方案自身的CPU,以降低充电电池净重并降低对高通芯片(Qualcomm)等国外生产商的仰仗。迄今为止小米已申请者逾1.六万项专利权,并获得了4000项专利权。Mr Lei is also banking on the combination of supplementing online sales with physical stores, the seamless “new retail” being pursued by the likes of tech giant Alibaba, and conquering new markets, specifically India.在市场销售上,小米雷军还盼望用门店补充互联网销售——也就是阿里巴巴网(Alibaba)等互联网巨头固执的无缝拼接“新零售”——及其占领印尼等新的销售市场。

That same strategy helped Oppo and Vivo pick off customers beyond the bigger and wealthier parts of China, where many people were not online.某种程度的对策曾帮助Oppo和Vivo在中国富裕大都市之外的地域斩获消费者,这种地域的很多人不网际网路。But Xiaomi has taken its stores a step further, adding a range of household appliances to its shelves — all items that come with apps for smart deployment and are a potential revenue stream, according to Hans Tung, partner at GGV, and an early investor in Xiaomi while at Qiming Ventures.纪源资本(GGV Capital)合作伙伴、在青云创投(Qiming Venture)时沦落小米初期投资者的童士豪(Hans Tung)回应,小米让门店更进一步,在店内市场销售一系列电器产品——全部商品都具备App,使其可组成智能家居系统,而且修建一条潜在性的营业收入来源于。“Every single product has an app that controls it; as people spend more time on these apps, so you can sell ads,” he says. For instance, a home assistant speaker is a logical extension. From that, internet services can be bolted on such as gaming, as well as online ads.“每一件商品都是有能够操控它的App;当大家更为多地用以这种App时,你也就能够买广告宣传了,”他回应。比如,智能家居系统小助手音响是有逻辑的廷伸商品。

然后能够加到信息服务,例如手机游戏,及其网络广告等。The strategy is showing signs of success. Xiaomi is now the world’s top-selling maker of wearables such as fitness bands, with its 13.4 per cent market share putting it a whisker above Apple and Fitbit, the latter the one-time doyen of the sector.该对策已经展示出出有成功的征兆。

小米现如今在可衣着机器设备上是全世界销售量最少的生产商,在人体健康手环上占据了13.4%的市场占有率,小于iPhone(Apple)及其曾一度是该行业哥哥的Fitbit。Xiaomi now has 137 Mi stores across China, and prides itself on keeping the same prices online and in-store, while also managing the near-impossible task of keeping operating margins the same — the cost of a sale in-store is the same as online, thanks to blending on and offline, the company claims.现如今小米在我国全国各地开设了137家“小米世家”,以线上和线下统一价树立自身,另外还干了保持经营毛利率稳定这一近乎不有可能的事儿——该企业声称,因为线上与线下融合,门店销售费用和线上营销成本费完全一致。Global expansion is perhaps Xiaomi’s boldest step. The company has set its sights largely on emerging markets.经济全球化拓展或许是小米最掸邦的一步。

迄今为止该企业关键偏重于新兴经济体。It claims to be the third-biggest handset seller in Indonesia and fourth in Russia. It is particularly focused on India, where Oppo and Vivo have won legions of fans largely through a canny use of cricket sponsorship.小米声称在印度尼西亚的销量位居第三,在乌克兰的销售量位居第四。该企业十分偏重于印度销售市场;在印度,Oppo和Vivo关键根据广告商足球公开赛的聪慧之荐斩获了大量粉絲。

It is, says Kavin Bharti Mittal, founder and chief executive of India’s Hike Messenger, a Tencent-backed messaging unicorn, a niche brand but a well-respected one, in a fickle market. “Smartphones get rotated every 12 months, that’s the average in India,” he says. “It’s all about price and features.”腾讯官方(Tencent)抵制的印度独角兽公司Hike Messenger的创办人和顶尖执行官凯文?巴帝?米塔尔(Kavin Bharti Mittal)回应,小米是轻奢品牌,但在这个易失的销售市场备受认可。“智能机每12个月新一代一次,它是印度的平均,”他回应,“关键所在价钱和作用特点。”Neha Dharia, a senior analyst at telecoms consultancy Ovum, concurs: with brand loyalty to handsets a thing of the past, Chinese brands are mopping up in India, she says.电信网咨询管理公司Ovum的高級投资分析师内哈?达里亚(Neha Dharia)回应赞同。

她讲到,伴随着大家对品牌手机的满意度沦落历史时间,国产品牌已经拿到印度销售市场。Xiaomi says that over 95 per cent of its phones sold in India and Indonesia are made locally, although given the complexity of supply chains, this often means assembled rather than fully manufactured.小米回应,在印度和印度尼西亚市场销售的小米手机上95%之上是本地生产制造的,虽然充分考虑供应链管理的多元性,这通常仅仅指安装,并非初始加工过程。But Ms Dharia notes that the market remains fickle, and the rise of domestic telecoms operator Reliance Jio will further disrupt the market by boosting demand for 4g (aided by the provision of $63 phones).但达里亚觉得,手机行业仍然变化多端,印度当地通信运营商Reliance Jio的盛行将根据提升4g市场的需求(得益于该企业获得的63美金的手机上)更进一步防碍这一销售市场。

It will fall to which manufacturers can keep up with supply, something that proved an Achilles heel for Xiaomi during its downturn.将来将不尽相同什么生产商必须紧跟供货,这一点曾被证实是小米的恐怖缺点。For now, Mr Lei has a “humble” revenue goal of Rmb100bn ($15.3bn) this year and a target of shipping 100m smartphones in 2018. Beyond that, he becomes somewhat more ambitious, claiming Xiaomi’s future “is as vast as the constellations and beyond”.现阶段,雷军定下的“个人目标”是2020年超出1000亿元rmb(合153亿美金)营业收入,2018市场销售一亿部智能机。

针对更为太远的将来,他看起来有点儿更为开疆辟土,声称小米的将来如同“浩瀚星辰”。Xiaomi chief models company on retail rather than tech icons小米CEO效仿的是零售企业,并非超级偶像级科技企业Lei Jun, founder and chief executive of Beijing-based Xiaomi, is often referred to as the “Steve Jobs of China”, write Yingzhi Yang and Yuan Yang in Beijing.总公司位于北京市的小米高新科技创办人和CEO雷军,经常称之为“我国的史提夫?史蒂夫乔布斯(Steve Jobs)”。

But Mr Lei has his sights set on a business model from the much less glamorous world of American retail rather than Silicon Valley.但在运营模式上,雷军通过自学的总体目标并不是美国硅谷,只是不那麼甜美的英国零售业。“We have the same value system as Costco,” the serial tech entrepreneur once said. The company’s executives are obsessed with efficiency in manufacturing and distribution chains, as much as they are with new gadgets.“大家具有与好市多(Costco)某种意义的价值取向,”这名数次自主创业的高新科技创业者曾回应。该企业的管理层像痴迷新品一样,痴迷于生产制造和分销商链的高效率。

Xiaomi, which means “millet grain” in Chinese, was founded by Mr Lei in 2010 after a simple meal of millet porridge with its first employees. In his early 40s then, he was already a billionaire and had enjoyed success as a start-up founder.雷军在二零一零年创立了小米高新科技,那时候他要求第一批职工比较简单地不吃了一顿小米粥。时岁四十岁翻盘的雷军早已是一名亿万富豪,享受过做为初创公司创办人的成功。Born in 1969 in central China, Mr Lei copied a childhood friend in choosing to study computer science, reading about Steve Jobs’ achievements towards the end of his time at Wuhan University.雷军1969年出生于中国中部,他仿效一个童年小伙伴随意选择通过自学电子信息科学,在武大相邻大学毕业时写了史提夫?史蒂夫乔布斯的造就。His first job was working as an engineer in the early days of software company Kingsoft, where he later became president and led it to an IPO.他的第一份工作中是在初创期阶段的金山软件开发公司(Kingsoft)担任技术工程师,之后沦落金山的首席总裁,并带领企业上市。

While at Kingsoft, he also started an online bookstore, joyo.com, before selling it four years later to Amazon for $75m.他在金山任职期还开创了线上图书店卓越网( joyo.com),并在四年后以7500万美金的价钱售卖给了amazon(Amazon)。Mr Lei is also a serial venture capitalist, who invested in 56 start-ups between 2014 and 2016, including social platform YY, the originator of China’s now-ubiquitous live-streaming platforms, and UCWeb, a web browser bought by Alibaba in 2014.小米雷军還是一位闲不住的风险投资资产阶级,他在2014年至二零一六年间项目投资了56家初创公司,在其中还包含社交网络平台YY直播间和互联网技术电脑浏览器UCWeb。前面一种是中国时下十分流行的各种各样网络直播平台的开山鼻祖,后面一种于2014年被阿里巴巴网企业并购。