Innovation is the only way out for mobile phones

2022-08-03
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A hundred schools of thought contend: innovation is the only way out

industry has become the Jianghu of a hundred schools of thought contend. But can it escape the development law that overcapacity leads to vicious competition, industry stampede and large-scale mergers and acquisitions? When the market turns into a red sea, the key to the success or failure of these enterprises lies in whether they can establish core competencies that span the competition of the same kind? Industry has become a Jianghu where hundreds of schools of thought contend. But can it escape the development law that overcapacity leads to vicious competition, industry stampede and large-scale mergers and acquisitions? When the market turns into a red sea, the key to the success or failure of these enterprises lies in whether they can establish core competencies that span the competition of the same kind

if the first decade of the 21st century belongs to the PC industry, then the second decade undoubtedly belongs to the industry. With the improvement of industrial maturity, when PC becomes more and more common and even less important, intelligence represented by iPhone has pushed the industry to the top of the wave as a substitute and become one of the industries most favored by capital

nowadays, there are more than 200 brands of 2500 single products in the Chinese Mainland market. Behind them are an influx of competitors. In addition to old industrial giants such as apple, Samsung and blackberry, there are not only local traditional manufacturers such as bubagao, TCL, bird, Coolpad and Meizu, traditional household appliance manufacturers such as Changhong, Konka, Gree and Haier, emerging start-ups such as hammer and Yijia, Qihoo 360 LETV and other Internet companies also have a large number of previously unheard of participants

at present, the booming industry has gathered all kinds of people and funds, of which 4 There are many outstanding entrepreneurs, first-class managers, top engineers and efficient execution teams in the limit protection, just like the PC industry in the rising period of that year. Just like the industrial development law of the PC industry: under the herding effect, overcapacity leads to vicious competition, which leads to the stampede of the industry. Finally, after the baptism of the survival of the fittest and large-scale merger and reorganization, it has entered the era of oligarchy in which the winner is the king. The question is, can the industry escape this rule? If not, what will the participants in the game do to face the competition

in the era of mobile Internet, the rapid development of technology and the innovation of business model have greatly reduced the entry threshold. The intervention of diversified competitors has rewritten the industrial pattern. The industry is no longer the world of traditional giants, but the Jianghu of a hundred schools of thought. When the market turns into a red sea, the key to the success or failure of these enterprises lies in whether they can establish core capabilities that span similar competition. Innovation is the only way out. From the perspective of productivity and production relations, innovation can be divided into two levels: production technology innovation and business model innovation. Huawei and Xiaomi respectively represent these two different types of innovation paths

Huawei, which started as a manufacturer of telecom equipment, suffered from patent wars in the process of development. Ren Zhengfei, the founder, deeply recognized the importance of technology research and development, and invested more than 10% of its sales revenue in research and development every year. In 2014, Huawei invested 40.8 billion yuan in research and development, more than the sum of 400 A-share companies. 45% of Huawei's 170000 employees are engaged in innovation and R & D, and a total of 38825 patents have been obtained. The R & D cost of Huawei P8 is as high as US $100million, which makes most competitors unable to match. Over the years, Huawei has continuously invested heavily. Huawei has created technical barriers and strategic depth, clearing patent barriers for internationalization. Benefiting from its leading technical strength, Huawei's business has developed rapidly. In the first half of 2015, its revenue surged by 87% and realized a revenue of $7.23 billion. On the contrary, the revenue growth has promoted R & D investment. As long as the right fixture is selected, a virtuous circle of rolling development will be formed. The essence of Xiaomi mode is the optimal allocation of resources with the industrial chain as the core. Xiaomi has targeted its target consumers at price sensitive people who are in pursuit of freshness and have limited economic capacity. Based on the low-cost strategy, Xiaomi has improved production relations, reshaped the industrial supply chain, and made use of the synergy of the world's leading component manufacturers through a series of light capital operation means, such as fan operation, hunger marketing, pre-sale mode, and large-scale centralized procurement worldwide, The rotation center of the swing arm is connected to the input shaft of the gear set; The mandrel of the tooling is connected with the output shaft of the gear set; The fracture detection probe is set at the position corresponding to the tooling, which is a new force in the industry

the different innovation paths between Huawei and Xiaomi lead to different enterprise development strategies. Huawei has expanded the increment. The improvement of enterprise value comes from the productivity improvement brought by technological innovation. The huge patent pool has brought a steady stream of nutrients to the business, with full stamina; The stock of Xiaomi disk enlivens the global industrial chain through innovative business models, and the enterprise value comes from the improvement of efficiency. Li Wei, the founding partner of Shenzhen Songhe Capital Management Co., Ltd., said that the technology is weak, and Xiaomi's strategy is not deep enough. However, the replicability of its business model has brought broad space for expansion. Focusing on the core of light capital operation, it has opened up a diversified product line outside, and the space has suddenly opened up

according to gartney statistics, in the third quarter of 2015, Huawei, Xiaomi and Lenovo ranked third to fifth among the world's top five manufacturers with shipments of 27.26 million, 17.43 million and 17.19 million respectively, and the three jointly accounted for 17.5% of the global market. The performance of Lenovo's business largely benefited from the merger and acquisition of Motorola mobile. At least, this provides an idea for Xiaomi, which is valued at US $45billion: to acquire old industrial giants and overcome technical barriers with the help of capital

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