Pure Reproduction Is Doomed To Failure.

Pure reproduction is doomed to failure, and

You can't copy the state of the market that it was in that time. You can't copy its market. We see that there are many successful enterprises in China. They are copying foreign experience. You can say that sina has the ingredients to copy YAHOO. You can say that QQ has the ingredients to copy ICQ. You can say that Taobao has the ingredients to copy Ebay, but all successful replication is joined by its own innovation. When it comes, it must make a full combination of its own environment and the gas field. Pure replication is doomed to failure, and finally it can only become a cloud.

The second example is that many of us say that they are all talking about, and they are all talking about it. They have been eating all over the world. We often encounter many people in these years to find investors with various business models. On the surface, they have many unique resources. There are many advantages that others do not have. Some people, for example, have a unique technology, unique patents, some people may have a market, and some people may have something to do with an enterprise or a certain area in the upper reaches.

Of course, it is a very rare advantage to have a fresh look, but can Chinese people eat all kinds of food? We see that many enterprises with unique resources are not successful at last. There are two important reasons for this. One reason is that any unique resource is actually timeliness.

You are a leader in technology, but you can only say how long it takes to lead others. Even if you have a patent, maybe your patent will eventually fail, or someone else can avoid it in another way to achieve the same result.

You have a backing, you have something to do with, and the backers do not necessarily matter. They may rely on them to become volcanoes.

In fact, our example is very, very much. We have unique resources. In fact, we have gained time for us and achieved a temporary lead. If we don't make up this lead through other methods, we can use other methods to achieve the same goal in other aspects. If this is not done, your advantage will disappear.

If you have unique resources, you are often only a long wooden cask. If you don't patch up the short boards, it will be very difficult for you to eat it all over the world.

The third mistake we see in this business model is that many people are very ambitious when they start their own business. They have put forward very strong plans to put up some big platform to integrate the industrial chain. Let's look at the business models. They are very advanced. Once implemented, they are very tempting. But one thing, if an enterprise does not matter how big it is, what you want to do, when you want to change the whole market, what you have to do is to pform the whole industrial chain. If you need to go up and down the industrial chain to cooperate with you, you will find that in fact, in front of the market, businesses and individuals are small.

In fact, we all like big platforms and big industrial chains, but in fact, enterprises that are really successful usually start from a certain point, start from a trivial matter, or have a good platform or industrial chain, and gradually form in the process of success. A very important point here is that time is limited, time is important, and everyone in the market and industry chain has their own ideas, each has its own goals. The only way you want to integrate their ideas is to make themselves bigger.

When you grow older, you have to integrate the industry chain, perhaps you do not need to mention it, you are in the process of doing, naturally formed the upstream and downstream links.

Therefore, an overly complex business model, a very ambitious business goal, sometimes makes you ignore the real and feasible things that can be done in front of you.

Fourth, some seemingly attractive but failed ones are premature babies and early ripening fruits. When we see a lot of people start their business, they all want their models to speak out and everyone applauded.

As a matter of fact, if a business model is spoken, everyone will say yes, or start up and make money immediately. In fact, this is very dangerous. Why? Because you do this thing, if you say it is successful, don't forget, there are tens of thousands of investors who want to find the same target in the market, and there are thousands of entrepreneurs who want to start a business everywhere.

They always want to find something that they can understand and feel capable of doing. If your business model is proved to be bigger soon, you will face more competitors.

The last fifth point is the so-called big shop bully. I think Google put forward the principle of no evil at the beginning of the business. It means that we are doing everything. We should take the user as the first factor. If we can not provide the benefits to our end-users, we will not do it.

In fact, the most important thing not to do evil is to find a balance between the interests of users and the business interests of their clients.

Whether we can really persist, especially in many enterprises, which get venture capital, and many enterprises want to go public. Especially when many professional managers are involved in this enterprise, they talk more about creating value for our shareholders. We are making money for shareholders.

在這樣一個指導方針下，它很可能會把自己的商業(yè)價值，商業(yè)的利益放到第一位，而這樣很可能造成對最終用戶價值的損害，而這樣一種損害，往往會成為店大欺客，我們看到很多早期成功，但后來慢慢衰落的企業(yè)，很重要的原因是成功之后自己背叛了自己當時成功時所遵守的商業(yè)價值，它成功的時候，采取了一種對最終用戶的價值的尊重，在提供的產品上充分討好了用戶，于是獲得了利益，當用戶量到一定程度，他們就開始在用戶身上挖掘自己的一個價值，商業(yè)性的價值，所以可以看到，企業(yè)用各種各樣的方式給自己的用戶制造麻煩，不管隱私的問題，不管用戶體驗的問題，最終跟大家所提到的一樣，這個市場是充分的，隨時隨地有足夠多的資本和創(chuàng)業(yè)者在尋找機會，一旦你店大欺客的時候，你會發(fā)現，你欺的客是流動的，你就給了競爭對手新的成會，這樣自己

The businesses that businesses originally pursue will eventually lose.

So the final conclusion is that there are many reasons for the success of an enterprise, but most importantly, the most important environment in the Chinese market is that competition is sufficient and the choice of users is diversified. Under such circumstances, no enterprise can stand on its own success, only by constantly innovating itself. Only when oneself constantly sticks to its own successful values, can it continue to succeed.