In fact, why did a big name like Youku iQiyi in later generations not follow up within a year or two after the launch of the barrage function on the A/B station? A big part of the reason is that after the company is bigger, the meat is heavy, and the tail is big.

Whenever they want to do some trial-and-error innovation, the first thing that the management thinks of is that they are worried that the people below will be tossing around, and then enriching themselves in the reform.

Such a large company, such a ToVC-type business, is too worried that insiders are only tossing around blindly for their own self-interest under the pretense of making the company's data more beautiful.

Waving the banner of **ism and walking the road of **ism is for revisionism.

For example, carry out an advertising reform, or pull an external media provider to help attract traffic. The likelihood of trial and error failure is high, but it is entirely possible for those who perform to receive high rebates from traffic providers.

So much so that the senior management has become timid and afraid to innovate, and only dare to follow the trend to learn from the successful innovation experience initiated by the founders of those small companies and small websites, and then follow up in a way that the other party has tried and errored and succeeded——

Since the other small company has tried and succeeded, it shows that the business model and logic are right. If the executive level of a large company draws a gourd or does things badly, then there is no chance to shirk responsibility, and it must be that the executive level of a large company is full of private pockets and uses power for personal gain.

If he should be removed from office, he should be transferred to justice if he should be transferred to justice.

This is the root cause of the disease of large companies when the top decision-makers of large high-tech companies do not understand the logic of operation or R&D.

Because they don't know whether the "blind toss" of middle-level planning cadres is selfish or not.

Is it true that you are wholeheartedly innovating and doing things, and then you fail honorably?

Or do you pretend to be innovative, and after you have made a lot of money, you will fail despicably and shamefully?

Only the founders of small companies, the personal interests of those people and the interests of their own companies will always coincide, and they will not be too big. That's why a lot of innovation has to be done by small companies.

Of course, large companies are not completely without opportunities. If you are willing to let go of the interests, spin off the company, independent settlement, and internal entrepreneurship for the middle-level cadres of the specific innovation layer, and create innovation, the lion's share of the benefits should be given to the innovator team. In that way, it is still possible to continue to innovate internally and avoid the diseases of large companies.

However, it is sometimes difficult to make it clear that when a thing is successful, external resources and the environment account for how much success and innovators account for how much success work, and it is difficult to calculate, so it is difficult to operate. Once the innovator is not satisfied with the result of the spoils, it is a situation where he leaves his job and starts his own business.

Therefore, as long as innovative small companies travel lightly and are sophisticated enough, do not accept external venture capital, and do not expose too much core data to the public, those large companies that rely heavily on "big data to speak" will not understand and be afraid. will delay the decision-making until it is really clear and dare to follow up.

In that case, it will be too late.

After Feng Jianxiong's own processing, Feng Jianxiong unfolded in front of Ding Lihui as it was, which made her fall into deep contemplation.

Feng Jianxiong finally cheered for everyone with a straight mouth:

"Youku's Gu boss is a financial entrepreneur. Therefore, there are only two criteria for his peer benchmarking and differentiated competition analysis: first, for peers who are better than him, as long as the other party makes a certain innovation, and then there is a possibility of success, he will immediately take some risks to follow up.

Second, for peers who are obviously inferior to him on the surface, if the other party's innovation does not have the support of big data for its effectiveness, then he must be at least seventy or eighty percent sure before he dares to follow up.

FOR THE FORMER, YOU CAN USE YOUTUBE AS AN ANALOGY. IF YOUTUBE MAKES AN INNOVATIVE REFORM THAT HAS A TWO- OR THREE-PERCENT CHANCE OF SUCCESS, BOSS GU WILL FOLLOW UP IMMEDIATELY WHEN HE HEARS IT. THE LATTER, SUCH AS ME, IS A NICONICO PERSONAL STATION, AND HE LOOKS DOWN ON ME IN HIS BONES. It is precisely because of this that my innovation has enough time to pretend to be a pig and eat a tiger, and by the time he understands, it is too late.

For individual innovators, not being in the spotlight, not being favored by peers, and quietly developing in silence is sometimes an advantage. How many times did Ding Sanshi, who is easy to rhubarb, regret it after it was listed on the NASDAQ?

It is because after Huang Yi is listed, all performance-related data must be disclosed to all investors in accordance with the relevant laws and regulations on the management of listed companies. Therefore, after they secretly made a small innovation, and how much effect they achieved, their peers can immediately understand. Once the peers felt that it was effective, they immediately pounced like a wind dog and copied it.

Therefore, once a company goes public, it is impossible for it to win a leap forward in quiet expansion through major innovations in information asymmetry. Because you have to be accountable to public investors, the causal relationship behind everything you do can be deduced. ”

After listening to this passage, Ding Lihui couldn't say a word, and completely fell under Feng Jianxiong's logic.

The uneasiness in her heart when she first got into the thief car also dissipated 100% completely, and she became full of confidence, it seems that Feng Jianxiong can do whatever she is asked to do, which is more terrible than being brainwashed by Chenggongxue.

Ma Hesha, who had always been ignorant and didn't dare to interject, asked the last question: "But...... Senior Feng, you just said, 'venture capitalists are willing to brag about the successful innovation of small companies everywhere', mainly because 'they want to value their shares at a higher price, so as to find someone who can pay a bigger price to take over'.

However, if he really encounters the kind of investor who is completely in line with the founder—I don't mean that he is righteous, but he is really optimistic about the entrepreneur, thinking that he will become the next Li Yanhong in five or ten years—then it is possible for him to keep his mouth shut for the sake of common interests and not leak the effects of the company's core innovation to the investment circle, so that large companies will not be able to quickly target them?"

Feng Jianxiong nodded secretly.

He knew that the reason why Ma Hesha could ask this question was not because she was at a higher level than Ding Lihui.

In fact, it is because Ma and Sha are too simple, so they believe in the goodness of human nature, and I believe that there are many "like-minded investors who sincerely think about the founder" in this world.

And Ding Lihui has accepted the setting of human nature and evil, so there will be no deeper problems at all.

Whether human nature is inherently good or inherently evil is not so easy to prove.

But it doesn't matter, with Feng Jianxiong's eloquence, even if he stands on the inferior position of "human nature is good", he can still prove his point.

"Sasa, I don't remember the first time I said you were too innocent. First of all, you think too well of investors, and there is no one in a million that kind of investor. I'll give you an example from around me - Ahri Baba's horse always knows, I know him very well, and he also paid me to do two consulting cases, and we often talk and laugh together.

Three months ago, his company had just been listed on the Hong Kong stock market, and it was Mr. Wei of B&Q who helped him set up the stage. Before the listing, the investors patted their chests and said that they would never sell and insist, and would share the joys and sorrows with Ahri, but what was the result? When the 18 IPOs were listed, when they just rose to 20 or 25, those investors were really righteous and did not throw away.

But what if it continues to rise? When we see that the stock price has become more than 30 percent, at least eighty percent of the small investors have lost their anger to Java and are frantically selling their chips. So, your assumption is very problematic in the first place.

But it doesn't matter, I'll take 10,000 steps back - I'll assume that there are really righteous investors in the world who are willing to believe in entrepreneurs and keep believing them. At this time, two new problems will arise,

First of all, if the company has several rounds of investors, angel round A round B round...... So, unless the investors in each round are as righteous as you say, they will be tight-lipped about the innovation. And as long as one of them wants to run away and ship to find a pick-up, then this chain of secrecy will be broken. So, this is enough to exclude 90% of cases.

In the end, even if the company is really only angel or A round investors - like NICONICO, now I am the only external investor, and I happen to believe that this company has a future, very convinced.

Do you think, at times like this, I am so convinced that it can succeed, so convinced that I don't leave any way back for my own cash-out. Would I be willing to just take 10 or 20 percent of the equity in the early rotation? No, if I were that bullish, I would definitely want to make the founders more scarce and then beg me to increase the capital and let me take more shares.

If I keep my mouth shut and let him be 'small and beautiful' without bad money, and slowly pretend to be a pig and eat a tiger and develop in a low-key manner, how can I force him to beg me to continue financing? At this time, I appropriately remind him, 'You can't play this pig anymore, and there is a tiger eyeing you,' won't he even beg me to increase shares and burn money?

When Zuckerberg is confident in his company, he doesn't want his company to cede 20% of its shares for a $500 million capital increase when it's only worth $2 billion. He will only hope that when the company rises to 20 billion, then he will get $5 billion by increasing his capital by 20%.

But from Peter Thiel's standpoint, of course, he wants to tell Zuckerberg: When you increase your capital by 20% for 500 million, there are already wolves targeting you. If you don't give me 20% of my 500 million now, you won't even be able to survive this hurdle.

Therefore, the enemies of investors are not only external, but also internal. Founders, investors, external competitors, this is a complex system of three-way games. If you don't like the things that you are optimistic about, everyone wants to deceive the other party to take over, and everyone wants to make a fortune and increase their holdings in a muffled voice, and everyone's guns must be both outward and inward - so the founders and investors you said are sincerely cooperating and completely 100% of the same mind, which can never exist.

Unless, like my NICONICO, that company is not only an outside investor but I can also give the founders on the founding team who don't share my heart and ideas...... Hehehe. ”

Sun Liu united against Cao, that did not exist. The day when there is really a trend of success, Sun Quan will definitely attack Guan Yu first.

Therefore, to unite against Cao, the only way to swallow the neighbors is to swallow them first.