Is it the end or fallacy?

As one of the founders of China’s newest Internet company BATM (Byte, Ali, Tencent, Meituan), Wang Xing is widely regarded as a “person who can see the end.” Old comrade-in-arms Zhang Yiming commented on him as “strong curiosity, wide-ranging reading, and interested in all kinds of strange questions.” Even so, Wang Xing, who seems to have a lot of brain capacity, did not win at the starting point when it came to running a company.

Since the Shuimu Tsinghua era in 2004, Wang Xing has tested more than a dozen entrepreneurial ideas, including smart bracelets, T-shirt customization websites, event websites “e-invitation”, printing and mailing websites “youzi map”, and the first one. The social product “Duo Duo You”, on average, tries a project every two months. If it doesn’t work, it will be overthrown and restarted. Now it seems that a large part of Wang Xing’s “end-game thinking” has benefited from enough failures and lessons. This also allows him to come up with “unverified whimsical ideas. Fallacy” conclusion.

From fallacy to finality, most successful entrepreneurs seem to have followed a similar growth trajectory. The entrepreneurial community in China has never lacked smart minds and agile actions. Many entrepreneurs who are confident from the beginning are used to “betting” on the two advantages of head capital-big capital and good resources. “Dart” threw it over, and it was a fluke that I was shot and won. In the final analysis, whether a business can succeed or not, whether it is “out” or “final”, first of all is the probability.

However, companies that can truly become successful have always been masters who are good at revising business capability parameters. Only the speed of personal progress far exceeds the speed of evolution of the industry and the market, only to have the qualifications to continue to participate in the game and the possibility of winning. For example, BATM, such as the focus of this issue, Shenzhou International, a traditional B2B low-end foundry company, and a labor-intensive company with extremely fragmented demand in the apparel industry, how to move step by step to a key link in the reintegration of the industrial value chain? What did Shenzhou International do right?

For many years, Shenzhou International’s investment in upstream design and high-tech fabrics, the layout of the integrated flexible supply chain of downstream industries, and the long-term focus on the production and sales of manufacturing Subtraction logic: build the ideal “final picture” with modular capacity building like building blocks. Choosing the right direction will solve the so-called long-term and short-term confusion.

On the other hand, in 2020, lost the bonus window of capital blessing. Many entrepreneurs turned around and became obsessed with creating personal IP, as if they would not be able to become a qualified entrepreneur without live broadcasting, participating in events, or giving speeches-even without traffic. It means that the realization is more distant in the foreseeable future. But the market environment has changed, and the fluke and utilitarianism of entrepreneurship remain unchanged. Are we closer to the truth of entrepreneurship, or farther away? What are the value truths that can be created, and which are the fallacy of success under self-beautification? I hope that readers will have their own judgment after reading this issue.