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商业 - 科技

雷军专访:小米要进军海外市场

章劢闻/张丹 2014年05月06日

小米公司逐渐展开亚洲扩张步伐之际,雷军接受了《财富》的独家采访,详解他如何选择海外市场,以及小米模式的可复制性。

    雷军及朋友们在位于北京的公司总部

    这是一个疯狂的想法:2010年,雷军创办了小米手机公司(Xiaomi),在中国直接向苹果(Apple)、三星(Samsung)、联想(Lenovo)等资金丰厚的高端手机供应商发起挑战。在这些巨头面前,小米不仅坚守住了自己的阵地,还实现了爆发式增长。去年,小米手机销售额超过50亿美元,增长率达到了150%,公司估值目前已经高达100亿美元。现年44岁的雷军说,基于谷歌(Google)安卓系统开发的小米手机能成功主要靠的是和客户的紧密互动。今年早些时候,小米手机进入了新加坡;预计不久之后,小米手机还将进军印度和马来西亚。小米公司逐渐展开亚洲扩张步伐之际,雷军接受了《财富》杂志(Fortune )的采访,谈到为什么他认为小米手机在其它市场也能实现很好的转化。

    哪些国家将成为你的新市场?你是如何选定这些国家的?

    雷军:我们的初步计划包括进军亚洲、欧洲及拉丁美洲的10个国家。这些国家都满足三个条件:智能手机市场即将抵达临界点、社交网络服务高度成熟、具备良好的电子商务基础设施。基于这些条件,我们选择了俄罗斯、土耳其、巴西、墨西哥及印度等作为扩张的下一站。

    其它中国智能手机生产商【特别是联想(Lenovo)】,已经输出了一个成功的营销模式,在其它发展中市场销售高质低价的手机,并已经建立起了品牌知名度和自己的零售网络。你打算怎样跟他们竞争呢?

    在某种意义上,我们是在跟他们合作,共同打造中国品牌的声誉。我们的区别在于,我们会将小米自身的销售模式复制到其它市场。我们把用户当作朋友,让他们帮助我们改进;同时,我们遵循这样一个策略,只在仅有的7-8种产品上追求精益求精。

    智能手机领域的激烈竞争似乎导致了利润的下降。你打算怎样赚到足够多的利润,让公司配得上100亿美元的估值?

    小米公司最出名的就是它的商业模式,我们能够贴着成本走。我们还有着世界顶级的运营效率。另外,我们还可以从自身硬件平台上的(软件和服务)中获取利润。

    你们是如何扩展安卓生态圈的?

    我们进行了大量的创新,比如我们的本地Wi-Fi一键接入功能。这个功能非常受欢迎。另外,我们还有骚扰电话自动拦截功能等。

    你提到公司的一个目标是成为《财富》世界500强公司。你为什么订下这样的目标?是否为实现这个目标设定了时间表?

    有人说,小米公司是一夜成名的,因此不会有长远的发展。我希望小米不久就能成为一家《财富》世界500强公司,表明我们的商业模式及快速发展都是可持续的。

    你怎样看待《财富》杂志评出的“2013年度商业人物”埃隆•穆斯克?

    无论在提出创意还是在执行力上,他都是不同凡响的。我认为特斯拉(Tesla)汽车非常好,我自己也买了两辆,一辆在美国,一辆在中国。中国那辆还在路上。(财富中文网)

    译者:朱毓芬/汪皓

    Talk about a wild idea: In 2010, Lei Jun launched Xiaomi, a mobile-phone company that aimed to go head to head in China with Apple(AAPL, Fortune 500), Samsung, Lenovo, and other deep-pocketed purveyors of high-end phones. Xiaomi (pronounced SHAO-may) has not just held its own against the big guys; it has soared. Sales last year hit more than $5 billion, up 150%. And the privately held company has a $10 billion valuation. Lei, 44, says Xiaomi, whose phones run on Google's (GOOG, Fortune 500)Android operating system, owes its success to its strong interaction with customers. As the company embarks on a major expansion in Asia -- it entered Singapore earlier this year, and India and Malaysia are expected to soon follow -- Lei spoke with Fortune about why he thinks Xiaomi (the word means "millet") will translate in other markets.

    How did you decide which countries to enter?

    Lei: Our initial plan includes 10 countries from Asia, Europe, and Latin America. They all satisfy three criteria: The smartphone business is about to hit a tipping point; social networking services are highly mature; they all have fine e-commerce infrastructures. As a result, we selected Russia, Turkey, Brazil, Mexico, and India, among others, as our next stops.

    Other Chinese smartphone vendors, notably Lenovo, have exported a successful model selling high-quality/low-cost devices to other developing markets where they already have brand recognition and a retailing network. How can you compete?

    In some sense, we are cooperating with them to build the reputation of Chinese brands. We differ in that we are copying our own Xiaomi model to these markets. We treat users as friends, asking them to help us improve, and we follow a strategy of product excellence with only seven or eight products.

    The intense competition in smartphones seems to be driving margins down. How do you deliver profits to match your $10 billion valuation?

    Xiaomi is known for its business model based on keeping the cost to the designed minimum. And we have the world's top operational efficiency. Besides, we make profits from the [software and services] on top of our hardware platform.

    How are you pushing the edges of Android ecosphere?

    We have lots of innovations. For example, the single-click access to pre-stored free Wi-Fi hotspots turned out to be very popular. Another example is the automatic interception of spam calls.

    You've mentioned that one goal is to become a Fortune Global 500 company. Why is that, and do you have a timetable?

    Some people say Xiaomi is an overnight success, and therefore it won't last long. I hope Xiaomi will become a Fortune Global 500 company sometime soon in order to show that our business model and our fast development are sustainable.

    What do you think of Fortune's 2013 Businessperson of the Year, Elon Musk?

    He is extraordinary in both hatching ideas and making them happen. I think Tesla(TSLA) cars are good. I already bought two: one in the U.S. and one in China. The latter is still on its way to China.

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