Recently, Tesla's stock exceeded $1,000 per share, and the total market value also exceeded $1 trillion, and Musk's position as the world's richest man sat firmly.
The rise came from a report that hertz, the century-old car rental giant in the United States, placed an order for 100,000 Model 3s to Tesla. It's also the largest ever eviction deal and will generate about $4.2 billion in revenue for Tesla.
However, Musk also complained about the operation news: it has not yet signed a contract with Hertz Car Rental Company, the contract has no impact on the company's finances, and the gross profit of selling electric vehicles to Hertz is the same as selling to ordinary consumers.
Subsequently, on November 2, the National Highway Traffic Safety Administration (NHTSA) said tesla would recall nearly 12,000 U.S. cars sold since 2017 because of a communication error in the software update that could lead to a false forward collision warning or an unexpected activation of the emergency braking system.
Tesla announced a recall of 11,704 Model S, Model X, Model 3 and Model Y vehicles due to a software update implemented on October 23 for some fully autonomous driving beta vehicles.
As a result, Tesla's stock price fell back on November 3, but it still exceeds $1100.
The tide rises and falls, some people praise, some people depreciate, but Musk has really made the limelight in recent years.
But have you ever imagined that Musk, who is now so bullish, was also "humiliated" by Yang Yuanqing, the CEO who was the first in annual salary.
A few days ago, suddenly this "dialogue" was forwarded in the circle of friends.
On the show, Musk played his usual "low emotional intelligence" style, saying: "I really don't like the concept of 'marketing', this thing is weird. I think sometimes a lot of marketing is like a bunch of people trying to lure another group of people to buy a product, which isn't good. “
Soon, the host was very well prepared, and immediately mentioned Tesla's fan economic strategy, let many stars buy Tesla's cars, and also took the initiative to endorse the car, but Tesla also did not pay money. The implication is that you Musk said he didn't like marketing, but you had a lot of fun with marketing.
Then he instantly threw the question to Yang Yuanqing, who was anxious to listen to the side.
"Do you envy him for doing this?"
Yang Yuanqing naturally can't listen to it, you hairy boy has not done a big business, don't say it blindly.
So he asked the killer question:
"But how many customers he has now, how many customers do I have, you know?"
To say, people who have been BIG BUSINESS CEOs are indeed different, and they can catch the weakness of their opponents at once.
The host quickly said, "I don't know, so let's compete." ”
Yang Yuanqing couldn't contain the joy in his heart, laughed in public, looked at the audience, looked at the host, and the result was still used to say?
The host also asked Musk, how many customers do you have now? Let's take Tesla motors.
Musk replied: "We haven't produced too many, just slightly more than 30,000." ”
The host quickly looked at Yang Yuanqing, come on, your highlight moment is coming, loudly announce the number of your customers!
Yang Yuanqing said: "As of March 31, a total of 115 million devices have been sold in the past fiscal year. ”
Standing tall and tall.
115 million devices, assuming an average of 1 person, that is more than 100 million users.
Yang Yuanqing added: "Five devices per second. That includes 55 million PCs, 50 million mobile phones and 10 million tablets. ”
The host hurried to round the field: "Elon, go back and let those stars promote a little more, next year we can also say so loudly about our sales!" ”
It seems that Yang Yuanqing won the scene.
But 7 years have passed, and the highs and lows have also emerged.
Objectively speaking, Lenovo was one of the best in the world at that time, and Tesla really could not compare sales with Lenovo's performance.
As a Lenovo CEO, it is necessary to publicize the status of the enterprise and maintain the morale of the team, it is impossible to increase the momentum of others and destroy their own prestige, especially the dialogue between Chinese and American enterprises, broadcast on the national television, or not humble.
Therefore, Yang Yuanqing is also right to say so.
However, we don't know if he really thinks the gap is that big.
First of all, the product categories sold by everyone are different, the unit price of customers is also different, and there is no comparison in sales performance.
Secondly, the difficulty of production process/cycle and supply chain is different, and the automobile is after all the most difficult bone to gnaw on in the consumer goods manufacturing industry.
Third, the trend of the track is different, 3C consumer goods are more mature, and electric vehicles have just started, and there may be a large era dividend in the future.
Therefore, how to say it externally is one thing, but how to rationally analyze the situation in the heart is another matter.
Unfortunately, Yang Yuanqing showed that he did not look up to the rookies and the new track.
Looking back on the past now, the reason why Lenovo is becoming more and more mediocre is precisely because of its lack of thinking of danger in times of peace.
Looking at Ma Yun's dialogue with Musk, it is even more evocative.
Ma Yun also does not want to compare how many users, how much business, because there is no comparison, you Musk to go to Mars, I am not compared with you, I am more concerned about things on Earth.
In this way, everyone's pattern is very high, but it is harmonious and different, each has its own advantages, and does not exclude the possibility of a new track, and the idea of maintaining open dialogue but differentiated development is worth learning and learning.
Don't take the new track runners lightly without getting the situation straight.
The reason is very simple, if the new track is windy, the pigs can fly for a while, if it is an eagle, it may fly higher.
However, the development of the traditional track has been stable, and the head players have become a scale, and it is even more difficult to reach new heights.
Maintain a certain market and technical sensitivity, study the new track well, and don't despise the opponent because of the small size of the opponent.
Even in turn, we should study where the core competitiveness of the rookies on the new track is, and what other places are worth learning from themselves.
If there is improvement, if there is no encouragement.
The most critical thing to consider are three core issues:
1. How to continue to improve their core competitiveness
For example, Lenovo, although the scale is the first and second, but the product has been built to the extreme? Is the profit margin already the first in the world?
Is Lenovo more adept at product innovation, or is the brand already deeply rooted in the hearts of the people?
If it is a dry assembly with low added value, shouldn't you worry about the future?
In short, their own moat is not stable.
2. Whether to throw yourself into a new track
This varies from business to business.
After gaining a foothold on the original track, you can invest in others to enter the new track, you can do it yourself, or you can choose to wait and see.
There is no absolute standard answer.
The new track means high risk and high return, whether to take the initiative or not, every business has its own choices.
However, if a company wants to pursue continuous growth, it always has to enter a new track.
Sail against the current, and if you don't advance, you will retreat.
Therefore, Huawei consumer goods that could not beat Lenovo, Xiaomi, are now preparing new energy vehicles.
KFC also started selling hot dry noodles and weekly black duck burgers.
Coffee shops started selling tea, and tea shops would also sell coffee.
Those who make videos want to sell goods, and those who sell goods want to do content.
Not every time you try a new track, you'll succeed, but if you stay in your comfort zone, you may miss out on a ticket for the next era.
3. How to eat the new track dividend
If you decide to attack, when to attack, how to attack, there are exquisite.
The more secure approach is to look at how much synergy there is between the new track and your own original track.
To put it simply, it is whether the combination of the new track and the original track can increase revenue or reduce costs.
For example, Huawei Xiaomi wants to build a car, interconnected with the original equipment, the experience is better, consumers may be easier to pay, and the research and development costs of some patents can also be diluted by more equipment.
For example, if long-tail traffic can't sell ads, can it be used to sell goods?
For example, if Yang Yuanqing believes that Lenovo's advantage lies in the manufacturing supply chain management and assembly capabilities, and there is a professional team that can do industry extension, can it be considered to do intelligent manufacturing, or even cut into the field of new energy vehicle manufacturing?
But if the crossover is too large, the probability of success is basically very low.
In short, first summarize your own successful methodology and consolidate the moat.
Then stay curious, be in awe of the gameplay and players of each track, and choose the boundaries of your own business expansion by learning from newcomers, tapping into internal synergies and small-scale trial and error.
Finally, maintain concentration and patience, believing that many companies will find a new growth curve that suits them.
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