Disintermediation & Disruption Suling Zhang. Xiaomi Case.
Transcript of Disintermediation & Disruption Suling Zhang. Xiaomi Case.
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Disintermediation & DisruptionSuling Zhang
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Xiaomi Case
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Smart Phone OS Market Share
“The bulk of these Android players are squarely focused on the sub-US$200 space, driven by demand at increasingly value-oriented consumers.” - IDC
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Smart Phone Shipment
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Hyper-competitive Smart Phone Market
Android average selling price: US$230 in third quarter, down from US$267
The strength of the long tail of regional and local vendors
8% decline in the top 5 collective share 1.4 billion smartphones to be shipped worldwide in
2015 9.8% compound annual growth rate for the 2014–
2018 Average selling price of US$297 worldwide in 2014,
dropping to US$241 by 2018 Each generation of flagship phones shows less and
less differentiation from its predecessors
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China Mobile Phone Market
(source: Statista, 2015)
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China Mobile Phone Market Largest smart phone market
37% of the global aggregate High level of saturation 75% of users access Internet through cell phone Slower growth (64% in 2013, 14% in 2014) Growth spurred by consumers switching to 3G and 4G
smartphones 70% of clients using 2G cell phones 58% owners in 3rd or lower cities In Tier 1 cities consumers are attracted to
sophisticated devices with a luxurious brand image Chinese consumers tend to prefer handsets with larger
display screens.
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Players in China Market Xiaomi: 14% (5.1% of world market, the 3rd largest) Samsung: 12% Competition:
Foreign companies’ influence in China is declining year by year as the market share of Chinese companies continues to rise.
China is Apple’s largest market (36%). Apple is planning to triple the number of Apple retail stores in the next two years.
Samsung has been the best at producing phones that are ‘good enough’,
Local companies benefit from cheaper production costs, a close partnership with local operators and providing applications tailored to Chinese consumers
Half of the top ten world manufacturers are now Chinese: Xiaomi (3rd), Lenovo (4th), Huawei (5th), Yulong (8th) and ZTE (9th).
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Q: Is 2010 a right time to create Xiaomi in China?
timing by analyzing: Customers trends: demographics, life
style, values Technology trends Competition landscape
Questions to ask: Can I come up with the right product
and business model? Do I have the capability to execute it?
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Four Important Parties to Heed to
Supplier Computer processors, sensors, displays, user
interface devices, open source software, common functions, cloud storage and processing, open data
Combiner: Drones 3D printing
Investor Users:
co-innovators, esp. DIY users market experimenters Lobbyist
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Founder Team
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Founder Jun Lei
Founder of Kingsoft
Founder of Zhuoyue
Successful angel investor
11.6 million followers on Weibo
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www.mi.com
Image: a hip, cool company that understands what the younger generation wants.
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Chronicle of Events 2010.6: Founded in Beijing 2010.8: MIUI 2010.12: MI Chat (1 million users in 1 month) 2011.8: MI 1 Smartphone ($330), bbs.xiaomi.cn (37 million
users) 2012.8: MI 2 Smartphone (11 million units sold in 11 months) 2012.11: Xiaomi Box ($50) 2013.7: Red Mi ($150) 2013.8: Hugo Barra (Google Android VP) joined Xiaomi 2013.9: MI 3 Smartphone (the World’s fastest Android
smartphone) 2013.10: MI TV ($500) 2014.7: MI 4 Smartphone 2015.1: MI Note ($540)
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Xiaomi Strategy
Fast growth from a niche market to a mass market
Create a blue ocean Disrupt the market leader from all
sides Great products at affordable price
customized to clients needs
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Xiaomi Tactics Quality: Tongrentang
Use same components and assemblers as the industry leaders
Customized Android system for Chinese users Efficiency: Walmart, Costco
Operating cost around 4% Focus on three core products Direct sell online and social networking websites 7500 employees Hire the best/most productive
Deliver more than the customer expected: Haidilao
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What factors should be
eliminated that the industry has
taken for granted?
Eliminate
What factors should be
reduced well below the industry
standard?
Reduce
What factors should be
created that the industry has
never offered?
Create
What factors should be raised well beyond the
industry standard?
Raise
Four Actions to create a Blue Ocean
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Formulating your Blue Ocean business model
Buyer utility Price
Finding the price which attracts the largest market
Cost Simplify your operation Change design Find partner Restructure price
Acceptance
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Build an User Community Motto: born for the fans Initial 100 users are key Users submit ideas, experiment with different ways of
using the product and spread word-of-mouth Sample ideas: filter calls, alert wifi free riders
Encourage interactions with users Founder team at least 15 minutes to interact with users on forum Engineers to interact directly with fan and feel they are working
for fans Ride the wave of social media
11m users in Xiaomi BBS, 10m in QQ space, 30m followers in Weibo, 3m followers on Wechat
Offline activities for fans: Mi Fan Festival, Same city Mi Fan Meeting, MIPop Award
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Xiaomi Marketing
Image brand: Young, Cool Create an atmosphere of Losers’
Counterback Good at telling stories Use opinion leaders Celebrity like product launch event,
fans attended Create your own language
E.g. F code, MIPop
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Xiaomi Box Brothers
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Xiaomi Flash Sales
MI1: 300,000 units preordered in half day
M12: 100,000 units sold in 2 minutes Red Mi: 100,000 unites sold in 1.5
minutes Red Mi Note: 2.2 million preorders in
3 minutes
Q: Will Flash Sales continue to work for Xiaomi?
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MI Smartphone Sales Trajectory
Expansion into 6 countries: 1m Xiaomi handset in US, 1m in India
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Financing History
2010.12: $40 million at valuation of $250 million
2011.12: $90 million at valuation of $1 billion
2012: $216 million at valuation of 4 billion
2013: market valuation of 10 billion 2014.12: $1.1 billion at valuation of
$45 billion
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Fast Rate of Innovation
Idea generation Users generate ideas more than just beta
testing and being focus groups Research & Development: open source
software, cloud computing, off-the-shelf component, specialized parts become commodities as billions of smart phones sold.
Funding: crowdfunding, abundance of VC(Downes & Nunes, 2014)
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Unconstrained Growth The declining costs of information
Large database of standardized information on marketing, sales, and other transaction data, user feedback, performance comparison
Give consumers great leverage Companies cannot hid behind slick marketing
campaigns Lower transaction costs for new products Exponential growth of new transactions Users no longer divided into pioneers, early
adoption, early majority, late majority, laggards Q: strength of brand weakens?
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Xiaomi’s Evolution towards an Xiaomi Ecosystem
Build an ecosystem of related hardware connected on a single software platform with value-adding services and contents
Smart hardware: MI Band, MI air purifier, MI camcorder, MI Router, MI Mobile Charger, headsets, iHealth, wifi generator
Smart appliances: Midea Content
Online video webites: aiQiyi and Youku Social networking service MiChat Movie, game studios
Games: 14Q4: monthly revenue RMB200 million Education, domestic services, map
Operating system: MIUI Cloud storage Proprietary software
Goal: make another 50 Xiaomi, investing in 100 hardware companies
Q:How would the smaller companies compete?
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Challenges
Optimizing sales and profits while curbing the downside risk of excess or insufficient inventory.
Patents Stiff competition at all fronts
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Xiaomi’s Patent Challenges
Global patent system More than 100 patent disputes by smart
phone suppliers by 2013 Tit-for-Tat global patent war on daily basis
patent litigation and patent purchase costs smart phone markers up to $20 billion between 2011 and 2012
Patent spending by Google & Apple exceeds R&D spending
Patent pool, cross licensing
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Can Apple be disrupted by Xiaomi? How will Xiaomi be Disrupted?