Rebirth 2010: I taught Mr. Lei how to make a mobile phone

Chapter 613: It’s also plagiarism, why is it different?
On the night when the Internet Conference ended, Ma and Li held a strategic dialogue overnight regarding the industry structure.

As the old saying goes: "He who does not plan for eternity is not qualified to plan for the present; he who does not plan for the overall situation is not qualified to plan for a region."

During this high-level secret meeting, the three parties reached a consensus: the temporary retreat in the food delivery field is just a strategic contraction, and Meituan took the initiative to give up the food delivery battlefield in order to concentrate its firepower on defending the basic group buying base.

The adjustment had an immediate effect - after New Meituan's resources were refocused, Ele.me's offensive on the group-buying market was significantly weakened, perhaps because it needed to digest its existing share of the takeout market.

Subsequently, in the public eye, the three leaders of BAT changed their previous aggressive attitude, but behind the scenes were the three giants' strategic layout of making moves in multiple tracks at the same time and carrying out drastic adjustments.

Decisive and efficient.

Among them, the online car-hailing battlefield has advanced the fastest. With the capital matchmaking of Alibaba and Tencent, Liu Qing, with her strong negotiation style and capital operation skills honed at Goldman Sachs, facilitated the century-long marriage between Didi and Kuaidi in just over a month.

According to insiders, the negotiation team was quite afraid of the aura of the "Iron Lady", which also accelerated the negotiation process.

After the final negotiations, the seven-seat configuration of the merged board of directors demonstrated a balanced approach: three seats for the management team (CEO Cheng Wei, Liaison CEO Lu Chuanwei, COO Liu Qing), one seat each for financial investors, and the remaining two seats were shared by Alibaba's Lucy Peng and Tencent's Zhijian Peng.

On December 12, Cheng Wei and Lu Chuanwei simultaneously issued a joint open letter, announcing the birth of the largest unlisted merger in the history of China's Internet.

"We are delighted to announce the strategic merger of Didi Dache and Kuaidi Dache. Today happens to be the 7th, which means 'together'.

This is the largest merger of unlisted companies in the history of China's Internet industry and an important milestone in the mobile travel industry.

The two companies will basically remain unchanged in terms of personnel structure and will temporarily operate independently, retaining the brand as a transitional solution and integrating step by step.
Together, we will continue to provide safer mobility services for users, more income opportunities for drivers, and smarter solutions for urban transportation.”

The next day, the two companies officially announced that Kuaidi Dache was officially merged into Didi.

Subsequently, the merged new Didi reached a strategic cooperation agreement with Uber.

In fact, Uber initially planned to acquire Didi first and use Didi as a springboard to occupy the Chinese market, but was rejected by Tencent behind it.

After observing the three-way battle among China's online ride-hailing companies, I feel like it might not be impossible for me to enter the market myself.

After receiving investment from Baidu, Uber announced its official entry into the Chinese market at the end of September. At that time, a grand press conference was held in Shanghai, and the company was eventually named Uber China.

After Uber landed in China, its approach was completely different from that in China and quite international. It adopted the strategy of an elite team, which was internally called the "Iron Triangle" strategy.

That is: city manager, market manager and operation manager. Uber is responsible for building the system and technology, and the rest of the market and operations are delegated to the local team. This makes expansion very efficient.

One month after the initial expansion was completed, People's Uber went online, keeping up with the domestic pace and burning money.

Only then will we be qualified to cooperate with Didi after the merger.

The current landscape of online ride-hailing in China has become a new three-way division. Uber started the latest but has developed quite rapidly, currently occupying 13% of the market share. Didi, which has successively acquired Yidao and Kuaidi, has a market share of up to 42%.

The opponent that the two will soon face is the taxi travel company that has single-handedly exploited policy loopholes and occupied 45% of the market through a blitzkrieg!
During the same period, the online travel battlefield also saw changes. Baidu's Qunar had already gone public, Tencent's eLong and Tongcheng had merged, and with the addition of the old powerhouse Ctrip, the original three-way competition finally merged under the operation of AT capital.

Baidu's strategic investment in Ctrip forms synergy with its existing Qunar business, marking the official entry of the online travel market into the AT duo era.

On December 12, 15.com and Ganji.com announced their merger, and Ganji.com's sub-project subsequently incubated Guazi Used Cars, quietly entering the huge potential used car market. The shadow of BAT is looming behind this move.

After the dust settled on the food delivery battlefield, the Internet industry underwent dramatic changes within just one month.

Baidu, Alibaba and Tencent have been integrating in multiple fields at an astonishing speed, either through mergers and acquisitions or alliances, demonstrating to the outside world their unparalleled capital operation and ecosystem building capabilities.

This series of lightning-fast actions has amazed market observers and financial media at the resource integration efficiency and strategic execution capabilities demonstrated. It has not only reshaped the industry landscape, but also sent a clear signal to the entire Internet ecosystem.

This also indicates that the current situation of China's Internet has shifted from single-point breakthrough to comprehensive coordination.

The second half of China's Internet has just begun.
One day in late December, Shenzhen, Tengxun headquarters.

After returning from a long journey, the first thing Xiao Ma Ge did when he stepped into the office was to call an emergency meeting of the core team.

In the spacious conference room, more than 20 senior product directors from the company's major business lines took their seats one after another.

The eye-catching text in the center of the whiteboard silently announced today's agenda.

There is a thick document on the table in front of each seat - it is all the summarized and refined information of the Bi'an Group from its early days to the present.

After comparing the writing on the whiteboard with the documents in their hands, everyone understood.

Low voices of discussion rose and fell in the conference room.

after an hour
When Xiao Ma Ge pushed the door open and walked in, the noisy discussion fell silent in an instant.

“I have called you all together today to discuss a fundamental issue concerning the future direction of the company.”

His voice was calm, yet sharp enough to be ignored.
“We once swept the entire Internet with the strategy of ‘follow-imitate-surpass’ and were invincible!

From the beginning of the century to 2010, it defeated countless competitors and its business covered almost all Internet services, including instant messaging, portals, social entertainment, etc.

We once firmly believed that 'imitation is the safest innovation' and worked hard for it. "

Xiao Ma paused for a moment and glanced at every executive present.
"But since the emergence of Bi'an, the same tactics have become ineffective." The projector lit up, and on it was a comparison chart of the competitive business line data of Bi'an and Tengxun.

"It's shocking, shocking, everyone. We were all proud of our businesses, like standing on the shoulders of giants and looking into the distance, but why -"

Xiao Ma knocked on the whiteboard, and the words "What's the difference between copying and plagiarizing?" trembled slightly.

“Can the other side always become that giant?

WeChat, WeChat Pay, cloud computing, and especially mobile games, we followed and imitated. And then nothing happened.

This is something we should think about.”

You can hear a pin drop in the conference room.

Xiao Ma took off his glasses.

"In the past, we used various guise to describe imitation - 'borrowing', 'micro-innovation', 'localized improvement'...

But today, we must face the essence: Why can the other side copy disruptive innovation by copying the same thing? "

This is the phenomenon we need to summarize!
All of you here are the elite of the company. Each of you is responsible for the company's core product business. Now, please speak freely and discuss what the secret of success is for the other side."

Outside the window, the setting sun dyed the conference room golden.

After three hours of in-depth analysis, the whiteboard was covered with densely packed conclusions.

Product directors used markers of different colors to outline two distinct paths:

【Tengxun Mode】

“Our “copying” is more like a precise business operation – it accurately dissects the popular products in the market, quickly transplants successful genes, and then realizes commercial realization through optimization like minimally invasive surgery.

This approach has a clear business logic: functional optimization improves user experience, traffic advantages consolidate market position, and ultimately completes the refined operation of the existing business model.

With its huge user base, Tencent excels in making "partial changes" to competing products: whether it is fine-tuning the interface design, superimposing functional modules, or optimizing operational strategies.

Although this improvement can respond quickly to market demand, it is like renovating on someone else's foundation and has never been able to break through the shackles of underlying technology and business model.

In essence, this is a mechanism for immediate realization of commercial interests, which relies on resource advantages to quickly reap market dividends. Its long-term value depends entirely on the strength of competitors.

The "copying" on the other side is a complete industrial revolution.

Take WeChat as an example. Although it borrowed the social genes of QQ, it was completely reconstructed based on the characteristics of mobile Internet. It achieved disruptive innovation from technical architecture to product concept. More importantly, it restrained the desire to add and multiply, and maintained the core essence, that is, everything is considered for user experience.

This is even more true in the field of gaming. Whether it is lightweight mini-games, strategic cards, or core categories such as auto chess and MOBA, Bi'an dares to break the rules and carry out drastic reforms.

This kind of innovation is not a simple addition of functions, but a bold attempt from a deep understanding of game mechanics to business models.

This reflects two completely different business philosophies:
The game between short-term realization and long-termism
The competition between maintaining stability and breaking through innovation

From product appearance to business essence, from operational strategy to corporate business philosophy, the in-depth analysis of this conference is like an X-ray that reveals the genetic differences between the two technology giants.

As dusk fell, the office was shrouded in dimness.

Xiao Ma Ge stood alone in front of the floor-to-ceiling window, holding the meeting minutes tightly in his hand, and had no intention of even thinking about dinner.

The market value of HK$8000 billion, a figure that countless companies look up to, now seems extremely pale.

He knew that this was the empire he had built over the past decade, and it was being rapidly consumed in the past two years, just like the current trend of the company's stock price.
Except for the last bastion of online games, Tengxun has been losing ground in every battlefield, and it has even been called a "low-profile version of the other shore" in the industry.

Since the businesses of both companies are very similar, as the opponent who knows Bi'an and Chen Mo best, Xiao Ma Ge actually knows very well the fundamental reason for Bi'an's success, and Chen Mo has more or less given the answer in public before.

It's just that he didn't want to admit it in his heart before.

Looking towards the horizon, the setting sun was as red as blood, and Xiao Ma Ge fell into memories. The first time he saw the young man Chen Mo was at an auction.

Chen Mo was on the stage and he was below. At that time, he felt that this was a young man with ideas and courage. He could buy everything from the other party just by waving his hand and raising the sign, that was all.

The second time the two met was a year later. Liu Chih-ping and I wanted to acquire the other party's WeChat, but the other party asked for 10 billion in cash. Now that I think about it, it was really a bargain.

Then the other side fought back, just like a teenager entering puberty, the more he is suppressed, the more rebellious he becomes.

In just four years, it has developed to this extent.
Inferring the cause from the result, Xiao Ma Ge now has countless ways to kill the budding other side.

Unfortunately, there is no if.
Now is the time for change. If we continue to follow the routine,

Within three years, Teng Xun will be eliminated by the other side.

The lights on the buildings outside the window are still bright, but they cannot dispel the deep sorrow in Xiao Ma's eyes.
(End of this chapter)