Manager Zhou: Simple R&D and innovation strategies cannot guarantee the company's long-term growth. Because smartphones must maintain a perception of the ultimate user experience, that is, to provide consumers with a good user experience in order to ultimately gain consumer recognition.
Towards the end of the year,OPPOContrary to the low-key norm, he exudes his essence. Firstly, at the Future Technology Conference, Vice President Liu Chang systematically shared the company's cutting-edge technological insights for the first time, emphasizingOPPOTo gnaw hard bones; Subsequently, multiple underlying research and development developments in semiconductors, software, and cloud services were heavily showcased, as previously announced500The investment logic of Yihard Technology has also been systematically explained; This company also took the opportunity to releaseOPPO Find N2Folding screen high-end products and a series of innovative hardware. Their tone was very humble, their weight was significant, and they were filled with a positive sense of tension. All the speakers also spontaneously carried a strong and high-pressure aura. From an internal perspective, this pressure transmission originates fromOPPOAt the highest level, it is said that in the past two years, the most expressed words at high-level meetings have been "hard technology, hard indicators, and fighting hard battles". Chen Mingyong often interrupts executives to inquire about hard core solutions, constantly reminding the team that a big battle is coming; From an external perspective, as an established consumer electronics giant, the entire2022yearOPPOLike the vast majority of enterprises, facing many challenges such as declining consumer willingness and intense competition in underlying technology, the pressure for stable growth has never been greater. This means that it is more difficult for the company's strategy to evolve from "consumer electronics" to "ecotype technology companies". But to be frank, the current public opinion isOPPOThe determination to put the word 'hard' at the forefront is not generally optimistic. One view is thatOPPOThe short-term effect of investing heavily in hard technology is not yet obvious, and there are also suggestions to learn from others who spend small amounts of money telling big stories. We should not go deeper and deeper like old scalpers; Additionally,OPPOThe market share left by the Huawei brand in the competition for high-end machines is not significant, and channel providers hope that hard technology investment can quickly transform into high-end competitiveness; And there's alsoOPPOAfter the launch of the hard technology strategy, many people exclaimed that it was a bit too grand; Finally, external attention is focused on how to balance the relationship between share and profit, and there is still a mindset of making quick money. As a result, although the company's new thinking and tactics have shown initial effects on its recent flagship products, the pressure from the outside world on the company has not eased in the slightest. soOPPOWalking alone on the path of large-scale technology investment. In this article, the author's viewpoint is not quite the same as that of the skeptics mentioned above. Based on long-term research and observation of the smartphone industry, we are generally optimisticOPPOThe long-term strategic thinking of hard technology investment, especially the understanding and recognition of its foundational theory, innovation theory, and experiential theory, therefore, I also want to use this system to present external observations of the company's textbook style transformation. Fundamentals: Only with "hardcore technology" can there be ultimate products Since we have chosen a distant place, the criticism in front of us is bound to be inevitable. There is reason to believe thatOPPOInvesting in hard technology around the mobile ecosystem has undergone careful research and consideration. An automotive industry insider revealed, "In fact, under the frenzy of car manufacturing,OPPOI have also visited many car companies extensively to explore the suitability of deep cooperation, including the possibility of car manufacturing. There is even a small team within the company that has the opportunity to conduct in-depth research and manufacture electric bicycles or electric two wheeled vehicles, but in the end, many imaginations have converged to the bottom investment around the mobile phone industry From this information, it can be seen that,OPPOGiving up the possibility of other diversification and choosing to invest in hard core technology is not a rash move, but a pragmatic move. Careful analysis of Mariana（MariSilicon）YWe have also found that the positioning and strategic goals of chipsOPPOThere is a strong pragmatism and user experience motivation behind chip investment. This chip is designed for the wireless audio field and has connectivity compatible with all Bluetooth products; The ability to calculate audio related capabilities can be independently completed due to the deployment of local terminals; The technical logic is achieved throughAIThe participation of these hard technologies in creating the ultimate audio user experience is very specific. A more intuitive understanding,OPPOIn semiconductor investment, the first chip is aimed at optimizing the image experience, and the second is aimed at the audio experience. Both of them have extremely clear pragmatism strategic direction,OPPOThe cut is very precise in the direction of heavily invested hard technology in semiconductors. andOPPOThere is a certain urgency to invest in the Mariana plan in the semiconductor direction, the Pantanal plan in the software direction and the Andes plan in the intelligent cloud direction. Insiders revealed that the three major plans serve as "hard technologygoldThe investment of "Triangle" fundamentally stems from the company's strategic insight into the transformation of the external environment. The first is the role transformation, which means that smartphone companies are undergoing profound changes from carriers of the information age to drivers of the intelligent age; The second is the transformation of capabilities. Previously, the core competency of consumer electronics was the "quality price ratio" of products, and the intelligent era was driven by the personal productivity value brought by "smart applications". This requires mobile phone companies to have the underlying technology to support intelligence; The third is the transformation of competitors. In the information age, competitors are manufacturing factories, while in the intelligent age, competitors are global industrial technology giants. These three transformations drive hard technology investment to become an essential strategic choice. The following figure shows the correctOPPOThe logical analysis of the investment in the "Golden Triangle of Hard Technology" will be more clear when viewed as a whole:
From this perspective,OPPOThe direction of large-scale investment is essentially a battleground for strategists, and the possibility of waste is relatively small.OPPOThe investment goals for semiconductors, software, and smart clouds are all fundamental technologies that support the company's long-term competition around the mobile ecosystem. For example, the Mariana Plan strategy around semiconductors aims to create a strong heart for the future, and this technology control point must be hardened to ensure the performance of mobile phones; And expanding around the integration and connection of all things with partners,OPPOUse the Pantanal Plan to create shared middleware for collaborative innovation with partners. Openness in this regard is the key to ecological prosperity,OPPOOnly by attracting more ecological partners can we gain ecological competitiveness; From a service perspective, building a futuristic smart brain and smart service platform through the Andean Plan is an infrastructure investment that precipitates intelligent assets through cloud based intelligent applications. The core cloud integration represented by the Andean Plan is also a recognized innovation direction in the technology industry. andOPPOThe "Golden Triangle of Hard Technology" brings immediate results to the company's strategic upgrading, which is2CIntelligent interaction in direction2BIntelligent collaboration in direction2GDirectional intelligent productivity. From a benchmarking perspective, Apple has self-developedASeriesMSeriesSSeries of chips and other chips, investing heavily in the hard core strategic support point of chips; In addition, Apple self-developedIOSOperating system, viaTime CapsuleStorage and routing products are deployed with edge computing and awareness technology, and the self developedIcloudDefined as a core strategy, it can be seen that the bottom layer of the Apple ecosystem is hard core investment.OPPOThe large-scale investment in the "Golden Triangle of Hard Technology" is consistent with its logic. In the long run, the smartphone industry will inevitably shift from current hardware product sales to potential data service monetization. Therefore, a comprehensive upgrade of "software and hardware services" is necessary research and development and technical preparation, and it is indeed a battle that smart hardware companies must fight! just asOPPOJiang Bo, Senior Director of Chip Products, expressed the view that "although Mariana's battle is destined to be even more arduous than outsiders suspect, MarianaYChip（MariSilicon Y）The research and development speed has reached a relatively extreme state. But the value lies in the mastery of advanced processes, especially when new processes emerge,OPPOIt can be quickly mastered and even optimized That is to say, this technological reserve is necessary and urgent. So, even if Mariana chips are invested in both cost and marketROIFrom a commercial perspective, it is very uneconomical to invest in hard technologyOPPOThe technical leadership determines that it is necessary to master the long-term plan for continuously promoting the development of self research capabilities in the future. Overall, OPPOBehind the unprecedented investment in "hard technology" by the management, it is not a dream of expanding territory and empire, but rather a down-to-earth return to the main business and long-term capacity building; Not only does it not align with friends, but on the contrary, it has industry insights with strong independent judgment. Experience theory: Only with "ultimate experience" can sustainable development be achieved Indeed, the underlying investment in hard technology cannot be guaranteed in theoryOPPONot eliminated by competition. 'Big investment' is not a sufficient condition for the success of giants, as there are many lessons to be learned from previous experiences. The most intuitive one is Nokia, founded in1865As a technology giant in, it is still a national treasure company in Finland. However, unfortunately, due to misjudgment of the technological changes in the smartphone era, Nokia, which had long held the top spot in the world's smartphone market, has fallen to the point of relying on selling patent fees to support it. The splitting of the mobile phone business has not shown any improvement. This story tells us that innovation investment and R&D investment are not yet the foundation of a company's long-term growth, and "life" is not achieved through money. Moreover, the smartphone industry does not have a winning general, and it is not necessarily successful with the money to invest. Microsoft'ssurface phoneAnd Google'sPixelMobile phones are the most representative cases, and we can say that the mobile phone business of these two companies completely does not match the company's strategic capabilities. Deep logic behind itOPPOIt must be faced that the secret of competition in the smartphone industry is not fundamentally "innovation" and "research and development" itself, but in fact - flexible innovation and sustainable research and development that keenly grasp user experience needs must have an ultimate experience to ensure that products remain invincible. This is an industry experience that gathers hundreds of billions of lessons. Both positive and negative lessons indicate that simple R&D and innovation strategies cannot guarantee the company's long-term success. Because smartphones must maintain a perception of the ultimate user experience, which is to provide consumers with a good user experience, in order to ultimately gain consumer recognition. The production of mobile phones is not about building disposable missiles, nor is it about building high-precision and reusable space shuttles. It is about building consumer electronics that enhances personal productivity and meets trendy needs. Therefore, what is essential is not the heavy investment in research and development, but the flexible and innovative attitude of faithfully serving user experience needsOPPOThe latest proposalAll for OneFocus on 'User Experience' The logical alignment of the company's strategy. and,OPPOLeveraging one's own "flexible and adaptable" strengths on the basis of research and innovation capabilities is also a "very Apple" strategic logic, as shown in the "Apple Leadership and Hard Technology Pressure Model":
From a benchmarking perspective,OPPOThe vision of pursuing ultimate products, the concept of supporting a revolutionary ecosystem with hard technology, and the emphasis on user experience are in line with Apple's basic strategic framework. There is reason to believeOPPOWe have completed systematic thinking on long-term competitive strategies and proposed a new strategy“All for One”The point is to continue one's core capabilities, focus on user experience innovation, and make "user experience first" the fundamental foundation on which the company relies for survival. let me put it another way,OPPOHaving close proximity30Years of experience in the consumer electronics industry, born with the ability to quickly perceive and flexibly grasp consumer user experience needs, leveraging this advantage is the company's unique long-term survival strategy! From this, we can see thatOPPOBased on the user experience orientation, the two core concepts of "core cloud integration" and "multi end integration" have been carefully considered: On the one hand, "Core Cloud Integration" is actually the integration of the Mariana Plan and the Andean Plan. Whether viewed from the perspective of semiconductors or cloud computing, "Core Cloud Integration" is an inevitable strategic choice for the future; On the other hand, "multi end integration" is the core concept of the Pantanal plan, which is to let intelligent terminals do iterative innovation around user experience. The Pantanal plan is bound to incubate innovative applications and innovations in multiple scenarios, and bring future oriented cross end integration experience to more consumers. The above two points serve asOPPOThe core insight should also be said to driveAll for OneTwo important grippers for landing.OPPOWe have stopped excessive advertising on our products, which has saved the company billions of dollars in expenses in a year; It's not making cars or floodingIoTOverinvestment and clear focus on the mobile phone industry; It deeply cultivates Southeast Asia and continuously obtains food and grass, and also tirelessly cultivates the European market3There is more than a year left. These all provide a foundation for the company to make technological leaps around user experience. In short, whether it is the principle of hard technology investment or the logic of user experience focus, this company is still practicing a healthier and more long-term company mission vision. No offset occurred. Innovation theory: Only with "cutting-edge innovation" can there be technological competitiveness The two fundamental propositions of "foundational theory" and "experiential theory" mentioned above are actually promotingOPPOBecoming an innovation driven technology company should be the ultimate ideal. At the Future Technology Conference, we noticed that Liu Chang also released seven major technology trends on consumer electronics and cutting-edge technology. The entire speech was quite rich. The following table summarizes the cross scenario smartphone applications, ubiquitous services, industrial metaverse, human-machine symbiosis, semiconductors, health monitoring, and smart clouds in the seven trend releases&The super brain is the most cutting-edge topic of concern for the entire global technology community:
Multiple indications indicate that:OPPOIndeed, we are gathering talents and preparing food for cutting-edge technological innovation. According to Dr. Zhang Li, a researcher in the technology industry at the shopkeeper's think tank, recently3yearOPPOIntroducing multiple industry technology executives, especially technical talents from top global companies such as Qualcomm and Apple, with the real intention of accumulating long-term strategic experience in the direction of industrial technology companies. He believes thatOPPOI made a big bet. Among them, one of the most eye-catching executives isOPPO Zeng Zijing, the head of the health laboratory. In the interview, he talked about the health track strategy as follows:“OPPOfrom2021At the beginning of the year, a health laboratory was established, and based on several professional fields such as algorithms, sensors, data science and biomedical engineering, a product and technical platform for the health track was created. " That is to say, he is more inclined towards tractionOPPOOperate in a new mode on a new track of health, rather than simply selling products. The health track isOPPOThe most representative frontier technology investment direction. In terms of software,OPPOInvest in health like an internet companyAPPThis software platform enables many research and development applications toOPPO Health Research KitIn this tool, that is to say, the software architecture is completely Internet based; In terms of hardware, health applications focus onAPPExpand to wearable devices, watches, wristbands, and moreTWSHeadphones, which means that besides mobile phones, health solutions are widely used in cross end applications for devices such as watches and headphones; In terms of service, it not only includes heart rate detection, but also includes the subdivision and deep cultivation in cardiovascular, sports, sleep, hypertension, diabetes, telemedicine and other fields through software and hardware. This is a way of development with great depth of research and development strategy, and also a small "soft and hard clothing" closed loop. Savor carefullyOPPOThis company has indeed laid the groundwork for investing in cutting-edge technology tracks3-5Psychological preparation for cutting-edge technology competition in the year. So, the author's opinion is:OPPOThe transformation from the concept of "business invincibility" to the concept of "technological victory" may take some time to form direct competitiveness by actively "fighting the technological battle", and organizational precipitation and capability accumulation are even more necessary10Years have transformed the company. But looking at it the other way around, ifOPPOWithout the courage and confidence to win through technology, future competition will inevitably become passive. Finally, returning to the internal and external pressures and challenges at the beginning,OPPOCan the speed of overall evolution win a patient race against external observers? I have to say it's already doneOPPOA new challenge for people. What can be confirmed is that,OPPOThe practical transformation from a fierce battle for market share to a fierce battle for technology indeed marks a fundamental change in this company, and this strategic determination is the key to long-term healthy development. The size is already there, without a tough battle, there is bound to be no bright future! |
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