From November 25th to 27th, the 4th Wisdom Data Conference of Fansoft was successfully held. At the main forum, Mr. Chen Yan, co-founder and CEO of Fansoft, pointed out the development mission of Fansoft and shared his cognition and reflection on the opportunities and innovation of Fansoft.
The following is the transcript of Mr. Chen Yan's speech:
Dear friends, good morning!
I am Chen Yan of Sail Soft. This year is the 15 years of sail soft, 15 years relative to a person's life expectancy is still juvenile, relative to the life of a company may be fast to middle age. Fansoft has a mission to grow healthily into a world-class century-old enterprise, which indicates where we want to go.
Then there is a question: Where are we now? That's what I'm going to explore today, and today our topic is divided into three parts. First, external concerns about sail soft, second, my perception of sail soft, and third, through contrast to trigger thinking.
I started from a circle of friends, this is a circle of friends sent by a CEO, there are about 3 keywords: 15 years, no financing and no listing, industry leader. For the more competitive ToB software company, the test for the founding team is very big, first, you have to refuse to get rich overnight, second, the founding team must take less money and more money to ensure that the salary to the students is more competitive than the listed company.
How to understand the industry head, Fansoft company in the BI track and low-code track, have achieved the first place in sales, especially in the BI track, we are the second domestic manufacturer 5 to 6 times.
The above is recognition, so for a 15-year enterprise, is there no worry in addition to recognition?
The answer is yes, let's talk about concerns, I started with an influential post within us, which was 1.5 times more read per capita. The main complaint of this post is the product innovation of Fansoft, and perhaps we may have a small number of customers who also have such concerns. This has also promoted some of my reflection in this regard, so let me talk about some of my understanding of the opportunities and innovation of Sailsoft, mainly four points: insight into opportunities, planning opportunities, practicing innovation, and ensuring innovation.
Insight into opportunities, Fansoft has successively established a number of organizations over the years to gain insight into opportunities. In the product line, there is a market demand insight group, insight into the needs to do a good job of product planning, at the company level, we have a cross-departmental coordination group, look at the three years to set the next year's goals. For the medium and long-term strategy, we have a strategic consensus camp, which exports 5-10 years of strategic guidance.
Once we've seen the opportunities, how do we plan for them?
You may know that Fansoft only has two or three products. Those who know 1 product may be FineReport or Jane Road Cloud, those who know 2 products are FineRpeort and FineBI; those who know 3 products are FineRpeort, FineBI and Jane Road Cloud.
But from this matrix chart, it can be seen that there are nearly 10 large and small products of Fansoft, and we have data integration tools, low-code, business intelligence, and 3D modeling tools. Out-of-the-box tools reduce the original workload to a third or a quarter. We at Sailsoft hope to make these three layers into a universal PaaS, and we can build bricks out of the box, which is our thinking on the product.
How do we practice innovation in practice?
I'll list the innovations in three of our products. The first is FineTube, the number is greater than 40, the benchmark customer is close to 20, the value scenario is greater than 30, the number of unit price scenario multiplexes is greater than 30, and we have more than 90 benchmarking customers in the nine-number cloud. Although our products may be similar to the number of benchmark customers of manufacturers with a valuation of 100 million yuan on the market, within our sails, we believe that the revolution has not yet succeeded, and comrades still need to work hard.
In the process of practicing innovation, how to ensure innovation?
Sailsoft Company is the elderly priority to do innovation. The probability of success of the elderly will be more, the old business let the new person to do, may bring new ideas, the old tree can blossom new flowers. We need to consolidate innovation by finding and seizing opportunities.
Why we are internally and externally and my perception of innovation at Sailsoft are inconsistent. I summarized two microscopic reasons.
First, The strategy and publicity of Fansoft need to be improved. I randomly surveyed two grassroots supervisors in our company, and neither of them knew what the key tasks of our company were, and the people inside of us didn't know, and the people on the outside didn't know.
Second, Fansoft has been adhering to the principle that product innovation has not achieved a breakthrough from zero to one, and try not to endorse. This has a classic paragraph: one of our customers, with our colleagues in Fansoft said: "There is a particularly good product on the market called Jian Daoyun recently, do you want to learn it, hurry up and take a look"
This actually caused us a confusion, there may be many manufacturers, the product has not yet benchmarked customers have opened a conference, but our products have a lot of benchmarking customers, we have not yet developed a conference. This will lead to some misunderstandings from the outside world, believing that our company's innovation is insufficient.
Let's look at the macro reasons. Our company is a pragmatic company whose deeds speak louder than words. The following picture is the scene when we set the 2017 target meeting in 2016, in fact, in 2016, our company's sales have been more than 100 million. The company has developed to the present, and our pragmatic style of acting more than words has also been retained.
Every time I stand on the stage, I am actually forcing me to think, today on the stage combed my thinking on the innovation of The Soft Company, and finally made a summary, although the company has many problems to be optimized, I firmly believe that we are still the pragmatic and innovative teenager! Thank you!