Zhitong Finance APP learned that on the evening of January 3, Luke, founder and CEO of Mobile Card (09923), published a full-staff email with the theme of "Determining a More Promising Future".
Mobile Card is a payment-based technology company. In the email, Liu Yingqi reviewed the ten-year development process of the establishment of the mobile card from building a payment business, spanning to the efficiency and performance improvement of to B and the improvement of the consumer experience of to C, and the establishment of a "payment-based digital business ecological foundation".
In the face of the complexity and uncertainty of the environment, Liu Yingqi also announced the company's future development plan to all employees - adhering to the principle of value creation, creating strategic certainty and implementation certainty. In terms of strategic certainty, Liu Yingqi said that the company's positioning and macro strategy have been relatively clear, and the follow-up will pursue correctness in the formulation of sub-strategies; in terms of implementation certainty, the card will further strengthen the certainty of implementation by shaping corporate culture, optimizing organizational mechanisms, and implementing more scientific ways of doing things internally.
At the end of the internal letter, Liu Yingqi once again called on employees to attach importance to user value creation, "As long as we adhere to the above beliefs in the value creation of users and society, we can smile frankly and make progress and iteration on the right path." ”
The following is the full text of the internal letter from Luke, founder and CEO of Mobile Card, to all mobile card employees:
Identifying a more promising future – internal letter for the 10th anniversary of the card transfer
Happy New Year, students who move cards!
In today's uncertain world of challenges, both work and life require calm thinking. In the face of the company's complex business layout and life, I would like to review the road we have traveled together at this time node that is meaningful to everyone, and then explore how to develop in the future.
Ten years ago today, I moved to Changhong 1802 on my first day, full of expectations for creating an offline payment business.
In the next five years, we explored the possibilities of various products in the field of offline payment, and the product and market fit (Product/Market Fit) was not ideal, and we could only rely on venture capital and a firm belief in the great opportunity of offline payment, and it was difficult but tenacious to live.
In 2015, we set a strategy of "cloud platform for offline merchants" and determined the direction of development beyond payment. We started doing Smart Treasurer SaaS and FinTech. Looking back, this is very advanced positioning and layout.
In 2017, we foresaw that mobile payment will change people's lives, began to invest in QR code payments in advance, and firmly believed that as long as we "do every payment wholeheartedly", we can accumulate massive merchants, users, traffic and channels, which can bring more help to merchants and expand rich scientific and technological services.
In 2020, we officially positioned the mobile card as a payment-based technology company, successfully listed on the Hong Kong Stock Exchange, and became a high-profile new stock in the Hong Kong stock market. After 18 months to this day, we have not stopped thinking for a moment: Where is the next mountain in The Transfer?
At present, although it has experienced two years of epidemics, it is facing a change that has not been seen in a hundred years. But we are confident that the company's nearly 7 million active merchants, reaching 800 million consumers, making nearly 100 million payments per day, interacting with capital and information flows between different entities, and rich value-added applications, like the material and energy exchanges of nature's ecosystems, will form the basis of a payment-based digital business ecosystem.
Recently, we have also made great strides into the trillion-level market of "local life", from building the infrastructure for receiving payments, to the efficiency and performance improvement of to B, and the improvement of the consumer experience of to C. Here is based on long-term thinking and business logic deduction, more important determination comes from the company's innovative and enterprising genes, but also from our sense of mission to continue to create value for merchants and consumers.
Ten years of time, for people, can learn from teeth and teeth to dancing teenagers. For startups, they have just moved from survival to development. Card movers may not have disruptive products to change the world for the time being, but they have the tenacity that entrepreneurs need most, a long-term forward-looking way of thinking, and the ability to seize industry opportunities. This makes us full of confidence in the future, and the same curiosity and expectation as we did ten years ago.
How to deal with the complexity and uncertainty of the general environment, and still maintain a leading position in the field? I think it should be mainly to adhere to the principle of value creation, to create the certainty of strategy and the certainty of execution.
Regarding the certainty of strategy, through ten years of continuous exploration, we have our own "clover" model to analyze and measure the user value of the business, the unique advantages of entering the market and the significance of long-term precipitation. Ten years of grinding a sword, the company's positioning and macro strategy has been relatively clear, follow-up in the formulation of sub-strategies to pursue correctness.
With the certainty of execution, we need to pay attention to management. First of all, the robustness of the company's organization and the endless vitality of corporate culture are the source of management power. Doing business requires more people with the same "Tao", and the "Tao" here is the value we usually talk about. We must optimize the organizational mechanism so that a steady stream of people can grow up and take responsibility. At the same time, we must pay attention to using scientific methods to do everything well, quickly identify the core essence and key steps of things, use the pyramid principle to decompose tasks, simplify complex things into a number of simple things, and so on, until the task is quickly and efficiently solved.
In the past ten years, whether it is the trough of setbacks and sadness or the peak of success ecstasy in entrepreneurship, it is a necessary experience for any enterprise that expects to achieve success; just like the youth you are experiencing, it is so contradictory and uncertain, there is no need to be overly sad and happy, the process is the most beautiful.
As long as we adhere to the above beliefs in the value creation of users and society, we can smile frankly and make progress and iteration on the right path.
The future is more promising, and we are determined to move forward.
Luke 2022.1
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