Soufun CEO Motianquan: Entrepreneurs Rely On Never Give Up.

Soufangwang responded very quickly: first, it quickly and decisively deepened and implemented the revision plan and increased the intensity of its promotion; secondly, it quickly reached a strategic cooperative relationship with the two largest search engines in the mainland, and bought some of the traffic, resulting in a sharp drop in the flow of competitors. On the basis of this, SouFun net began to promote its ubiquitous strategy in a relaxed manner.

This is not the first time in the history of soufangfang. The big tree attracts the wind. Whoever wants to be a real estate Intel will stare closely at the search room, so motianquan has been leading the search room fight. At the beginning, SouFun and Baidu joined hands. The two sides jointly released the China real estate rankings at the Kailai hotel. Now, soufangfang has become a customer of Baidu. Later, search rooms and Sina, Sohu and NetEase have become strategic partners, and the other side has invested the network resources in soufangfang. But soon after, "because all of the strategic partners have become the competitors of the search room, because they have done a good job," everyone played very happily. "In this industry, we all join in the competition. When we compete, the cooperation is ten years, ten years. Luckily, in the past ten years, we have won every competition basically, and we have been occupying a more dominant position in the whole process. "

Unlike the literati who are far sighted and lacking in courage, Mo is not only absorbing nutrients from visionary people, but also a man of courage. He thought, "30% of people think it worthwhile to do something, so do it quickly." So when he was in University, he spent three years skipping through four years of University. So when he was waiting for the notification of the American University, he went to Pakistan to become a general spanlator of the aid project. So in 1999, he started his own career in a three bedroom apartment.

Of course, the consequences of boldness are not all comedies. During his stay in the United States, he co operated with a Middle Eastern merchant and professor of Law School of Indiana University and established a wine factory in Guangxi's hometown. In less than 3 months, the distillery went bankrupt. At the beginning of the search, the son of Zheng Jiachun, founder of the New World Group, Zheng Yu Tong, first showed their investment intentions. One day before signing the contract, he flew to Hongkong in full swing, but Zheng Jiachun's lawyer suddenly told him: No, we can't invest.

Mo Tianquan was not afraid of this cold water. He continued to bring his inspiring concept of "Greater China" to Hongkong, Shenzhen real estate trading network and Shanghai family.

He won the bet.

In March 2000, the famous venture capital Goldman Sachs invested $5 million to get about 30% of its stock. In July 2005, Trader, a French classified advertising company, invested $22 million 500 thousand to get a 15% stake in SouFun and became a member of the board. In August 31, 2006, Telstra invested 254 million US dollars (about 2 billion yuan) to get 51% of SouFun net and became the largest institutional shareholder of SouFun International Holdings. In just one year, Trader received nearly 4 times the return on investment.

The world situation is always changing, and the listing plan of SouFun is changing constantly. In the Internet world, enterprises that are alive for more than ten years can basically be called longevity stars. As an outstanding practitioner of China's long tail theory, some people say that the most amazing thing about search room is to spanform the popularity of the offline community into a steady stream of income, so that the online advertising revenue of the unlisted network company can actually break into the top 5 Chinese website rankings.

"Search room has been changing. Is the original success a resistance to change?" "Contemporary manager" asks Mo Tianquan.

"We know who we are, who I am and who I am." He said frankly.

　　天生創業者

Contemporary Manager: are you a natural entrepreneur?

Motianquan: it seems that this character reveals the nature of entrepreneurship. Everyone has their own characteristics. I think it is more interesting for me to be innovative or something that may change in the future. Conventional and conclusive things do not appeal to me very much. Instead, they are uncertain things that may bring some changes. I will be more interested.

Contemporary Manager: have you summed up your management style? When you were doing research, you did a good job. It can be counted as a scholar, a scholar and an entrepreneur. Which one do you like better, two characters?

Mo: my management style should be the combination of returnees and woodlouse. In management, I think the most important thing is: we must act according to the rules of the game. Once the rules of the game are formulated, every manager of the company must do so. In other respects, management is an evolutionary process. With the expansion of the company scale, the management difficulty will be more and more different. This requires us to constantly update our management quality, because management is an art.

Scholars and entrepreneurs, the two roles I seem to like. Research can widen people's thinking and form a more rigorous style. These two aspects are very helpful to start a business. Broadened ideas can help people make more advanced ideas and judgments when making decisions. At the same time, a rigorous attitude can restrain some of their natural impulses. The organic combination of the two will give full play to the advantages, and at the same time, prevent and solve some problems that may cause problems as soon as possible.

"Contemporary manager": among entrepreneurs, Zhang Ruimin and others are relatively fond of reading, and the books of management masters at home and abroad were all over. So when you talk, you can quote the classics. Do you think you can manage books? Which books left a deeper impression on them?

Mo: look, but they do not see so much without Zhang Ruimin. There are two books that I remember quite clearly. One is Jack. Welch's autobiography, in English. At that time, we just went from Hongkong to the United States, and I read the book for 11 hours on the plane. It was absolutely good. I took notes and recorded the key points. I have a habit of summing up these things after a lot of things and sending them to my management team. I will share with you some of the books I have read. I still quote some of them. Including the book, we must make your team the best team. We must mobilize the most basic staff to love this company. This kind of thing is very necessary for our fast developing company.

There is another book, "no excuse," a very thin book. In fact, the most useful book is the title of the book, which contains a lot of truth. At that time, I bought more than 10 copies and gave them to each senior management. What is the purpose? They don't give me any reason again.

　　創業關鍵詞

"Contemporary managers": what are the key points that you think are the most critical for a venture company?

Motianquan: first, focus and absolute lead. This is what we need to ensure in our start-up process or in the operation of an enterprise. One is to go ahead. The so-called "antecedent" is that you must do things earlier than others. Whether we do propaganda or do other things, if 60% or 70% of people agree with each other and agree highly, then this thing can never be done again; if 50% people say that it is worth doing, or worth experimenting, we can try it once, but do not encourage it; if 30% of them think it worthwhile to do it, we must hurry up and do not wait for everyone to see clearly and do it again. So we must talk about the first priority. Whether we are a business or a mature enterprise, this is very important.

The two is concentration. We shouldn't do too many things in our life. We can do one or two things well. For SouFun, SouFun is just a website for China's real estate Internet, which is such a big thing. But look at the international banking, industry and academia, we have gained a lot of support and recognition. No matter the state or the media has given us a lot of encouragement and encouragement, our fame and wealth and contributions to society have been achieved. Our dream has also been realized. We must concentrate on what we can do well, and if we only give advice and do nothing all day, we may accomplish nothing.

The three is absolute lead. We should do something in a certain position and do business to monopolize. We must be the absolute leader, and we should not have any sheep behind us, so we must be absolutely typical. I often say to my company colleagues, you must not have a competitor, never let your opponent grow up. You must be strong enough to be your family.

Contemporary Manager: what do you think is the most important thing to rely on in the process of starting an undertaking?

Mo: it is very difficult to never give up. Today, we feel that the greatest strength is the belief that we have never given up. You will encounter unexpected difficulties in the early stage of starting an undertaking and keeping your business, without thinking about giving up. There are many investment companies that are active in China. IDG has given us a lot of spanition funds when we have encountered investment problems. It was very hard for us at that time, and we couldn't go any further. President of IDG, he is director of SouFun, said that Chinese enterprises are not having difficulties in your family. Many enterprises have their own difficulties. The key is not to give up. You are suffering. In fact, many people are suffering. There are many more hardworking people in the world. He encouraged us with such things, so this is our spirit. He asked me if I had nutriment. He said he ate nutriment every day to support his fighting power. These people are excellent, they also encounter many difficulties, they have gone through many frustrations and twists and turns, but we must never give up. This is a deep feeling in my work and entrepreneurship.

　　投資者的互動法則

"Contemporary manager": the interaction between you and investors is still very useful. It is said that if an investor falls ill, you will go to the hospital to see him. If you can have a chance to meet him alone, you will also chat with him.

Motianquan: Yes, he is our director. When he is ill, I certainly want to see him, because he is very busy and I am busy at the same time. He is not busy at the time of illness. He also needs someone to communicate. For me, this is also a good opportunity for everyone to sit down and talk about something very well. That is to say, first, there are enough time to communicate at work. Second, when you think about the time when he needs someone to chat, you can chat with him. This time it is still very pleasant. People will remember what you have done, and the relationship is built up with each other. Of course, we still respect all the investors and the people who care about us, because you can't say that I need to contact you when I need you. Sometimes you have to have someone to pay attention to you, and constantly give you a concern, just like a listed company's briefing. But we are more direct, because the people I talk to are generally the heads of various funds. I can talk about the search room. At the same time, they will bring me a lot of things and trends in the world. In fact, they are also a good communication for me and an opportunity to improve my realm.

Contemporary Manager: for you, how should the rules of game for entrepreneurs and investors be handled?

Motianquan: I think we entrepreneurs have a dual role. First, we are shareholders. Second, as CEO, we are managers. This must be realized. Investors are also dual roles. First, he is a shareholder. Second, he is a consultant. Why are managers and consultants? Investors are only consultants, and do not participate in day-to-day management. Investors must be mindset. I think quite a lot of investors have stepped in too deeply, which is unfavorable to the development of enterprises. Therefore, entrepreneurs should not let investors invest too much and do not let them in. This is a unified and antagonistic relationship.

The key to investors and entrepreneurs is trust. We must ensure enough communication and communication. Trust is very important. We have three key shareholders. We have trusted each other for ten years. Because as a manager, I think communication is very important. All things and key things must be made clear to everyone. We consciously try to make everyone reach a trust, so that we can do anything well in the future. Entrepreneurs must act in accordance with the rules, protect the interests of all stocks in the East, and investors should give full credit and support to entrepreneurs. Early rules, but according to the rules, can we make a fast growing enterprise?

I often hear contradictions between entrepreneurs and investors. In fact, the relationship is good or bad because of good performance. Generally speaking, there will be no contradiction. If the performance is not good, it will be easy to get into trouble. I don't think I spend too much time eating, drinking, singing. It is the most important thing for managers to make achievements and solve them. This point, from the beginning to the present, the investors of soufangfang come, we always eat together, they always pay the bill. They have their reason: eating a meal costs 1000 yuan, if we go public, if the PE value is 20, the investment income will be different, so they should spend money. Bad relationship is actually bad performance. I think a good company must have a good board of directors, and the board of directors must be more harmonious. Because there is a bad board of directors, there is no way for the enterprise to develop.