Three postures of waiting for death, finding death and rejuvenating traditional businesses to interact with the Internet

In just two decades, the IT and Internet revolution has fundamentally changed the way people live, faster and more extensively than ever before.
The current revolution is still full of vigor and vitality. Traditional consumption habits, traditional business models, and traditional work industries have all undergone decomposition and restructuring under the impact of IT and the Internet. It is foreseeable that the commercial landscape after ten years will have undergone earth-shaking changes.
Life or death, in the era of dual changes in technology and business models, is a high-hanging question on the head of traditional enterprises. The trend of the Internet is the trend of the times. If the traditional enterprises respond properly, they will be reborn. If they are rejected or ignored, they will be abandoned by the times.
In general, traditional enterprises basically have three postures in front of the IT and Internet revolution. The characteristics of each posture are very clear, but they correspond to completely different endings: waiting for death, finding death, or welcoming new students.

Waiting for a dead posture: Turning a blind eye to the trend of the trend usually has two consequences: one is to persist in self-satisfaction, after the big waves wash the sand, the "trends fade", the gold continues to flash; the other consequence is that if you do not advance, you will passively wait The death sentence was eliminated by the times. And history has proven that any company that ignores the IT and Internet trends is hard to avoid being eliminated by the times. Kodak turned from bad to bad, and it is the best annotation for the "waiting for death" posture.
At its peak, Kodak had more than 145,000 employees and a 65% share of the global film market. It is a well-deserved "king of film cameras." In 1997, Kodak's stock reached a peak of $31 billion. However, since the end of the 1990s, with the maturity of IT technology, the “digital image” has swept the world with lightning speed, and the traditional film market has shrunk rapidly.
The IT and Internet revolutions quickly pushed the "film era" to the "digital age," but Kodak turned a blind eye to it, sticking to the "traditional film business" of an acre of three-point land, while Japan's Fuji, Nikon, Canon Then fully embrace the "digital camera." It wasn’t until 2003 that Kodak later announced that “abandoning the traditional film business”, but it was too late, Kodak was opened a few streets by competitors and the Internet trend, and suffered from the lack of water after the encounter with Waterloo. When Kodak filed a bankruptcy application for protection in 2011, it made the outside world infinite.
The arrogant Kodak is dead, and the real murderer is turning a blind eye to the digital trend.

Looking for a dead position: I have a lot of traditional enterprises to misunderstand the Internet, thinking that as long as a new department is set up, the Internet business can be launched. In fact, as a new trend and new industry, the Internet requires different talent teams and business thinking. Today, almost none of the Internet giants who can make a name for themselves are born out of traditional enterprises. Therefore, even if many traditional enterprises are optimistic about the Internet, once they try to do it themselves, they will generally suffer from sand.
The failure of Lenovo Group to launch its own website FM365 around 2000 is, in a sense, the bitter fruit of choosing the wrong "self-made" posture.
At that time, the portal was in the ascendant adolescence, NetEase was born in 1997, Sohu and Sina were launched in 1998. After seeing the future of the portal, Lenovo’s software division launched FM365 in April 2000, and said “use the hottest people” , the most popular advertisement, burning 100 million banknotes in one year, and making China's hottest Internet site in three years."
However, after experiencing a brief glory in the early days (previously known as "Four Portals" with Sina Sohu.com), FM365 dropped from 250 employees in its heyday to more than 20 in 2002. In just two years, Lenovo's FM365 project failed, but its competitors Sina, NetEase and Sohu later became portal giants.
The establishment of FM365 by Lenovo Group actually caught up with the early golden stage of portal growth. It is not without opportunities, but unfortunately, even if it burns a lot of money, it still fails to turn around. Later, when some people reflected on the reasons for Lenovo's failure, there were "site positioning errors" and "internal management is not good". In the final analysis, FM365 is the first step of Lenovo's real touch. Lenovo is not good at portals.
Lenovo's strategic vision is undoubtedly forward-looking and the direction is right, but the way of "doing it yourself" is very dangerous. If you are not careful, you will fall into the mud without burning money. Traditional enterprises arrange Internet business, this is a posture to find death, also be careful.

New-born posture: Under the vertical integration of the Internet trend, how can traditional enterprises re-paint their own operating systems and achieve rapid transformation without going into the minefield? The answer may be in the word "vertical integration". Through the acquisition or acquisition of an Internet company for vertical integration, capital for development time, talent structure and thinking, this precise attack strategy may truly represent traditional enterprises and Internet companies. The future of interaction.
The benefits of vertical integration are obvious: on the one hand, traditional companies only need to “do not contribute money”, avoiding the risk of self-built teams in a new field, and from the endless risks; on the other hand, for traditional enterprises, Internet companies can For my use, the resources, users, data and other resources that I have can be fully utilized.
In fact, in the past two years, the vertical integration of traditional Internet companies into emerging Internet companies has become a powerful trend that cannot be ignored: It is worth noting that after the second half of 2015, there has been a wave of investment in emerging Internet companies in the automotive industry, and there is no shortage of big ones: Intensive investment in travel software by auto companies is typical of traditional enterprises that vertically integrate emerging Internet companies. In the chain of the automobile industry, manufacturers such as Toyota and Volkswagen are upstream, they are the supply side, and Uber, Gett, and Didi are downstream, only one step away from consumers.
From this vertical integration trend, Toyota, Volkswagen, Beiqi, etc. can at least get "two kinds of treasures": First, sales channels. All along, the full-time drivers of the taxi application platform are a large number of car buyers. Toyota and Volkswagen undoubtedly hope to open up new channels of sales through Uber and Gett. Second, the data. Uber, Gett, Lyft and other companies have a large amount of user data and map data, which is undoubtedly a precious data resource for traditional car companies such as Toyota and Volkswagen to study consumer users' habits. It is essential for developing driverless cars or developing markets. of.
The current trend of this traditional giant investing in emerging unicorns is the forerunner of the future revolution of the automotive industry, with the help of Uber, Gett, Toyota, Volkswagen and other car companies for the upcoming era of smart cars. This is not only a picture of the automotive industry, but also a change that is going through in all walks of life.
The latest example in China is that a certain Japanese giant is said to be interested in investing in domestic laundry O2O enterprises. Just as the US group and the public comment subverted the catering industry, Didi has subverted the travel industry. The laundry O2O model that began in 2013 also showed the energy to subvert the traditional laundry industry. The domestic market with a scale of 100 billion washing and dyeing industry is undergoing a rewash. brand.
In this industry change, the laundry O2O giant e-bag wash has become the focus, and its hands not only hold tens of millions of user resources, but also build a smart laundry central factory in many places, in the downstream of the care industry chain, e-bag wash The dominance of the expansion has been very rapid. Since Toyota has thrown an olive branch to Uber, if traditional Japanese giants don't want to be abandoned in the Internet era, it is natural to choose to cooperate with Internet laundry companies.
It's hard to imagine how big a market would be if Toyota went to develop a car software or a domestic Japanese company to build a laundry O2O software. After all, for traditional enterprises, what the Internet era needs is not to break the iron law of professional division of labor, but to look at the trend and vertically integrate with emerging Internet leading enterprises. This is the most sensible and most promising posture.

The three choice trends of traditional enterprises in the Internet trend are unstoppable. The Internet has been sweeping every corner for more than a decade, and the industries that have been transformed and subverted are numerous. Traditional enterprises feel cold and full of crisis, which is inevitable.
Historically, traditional enterprises that are in the Internet trend can have three choices: 1. “Go your own way, let the wind of the Internet blow away”, this is the “waiting for death” posture; 2. blindly doing it alone, not Integrating itself into the Internet, but stuffing the Internet into itself, the result will be implosion sooner or later, this is the "find to death" posture; 3. Embrace changes, while maintaining a clear sense of borders, while at the right time, vertical integration, Internet companies For my use. Traditional companies can also stand on the cusp, which is the most cost-effective way, no one.
In the final analysis, the "+ Internet" of traditional enterprises has the effect of improving efficiency from the supply side and approaching consumers from the demand side. Both are indispensable. From Toyota's investment in Uber, Lenovo's investment in LeTV Sports, and the dailyization of the company's investment in e-bag washing, it is not difficult to see that the vertical integration trend of traditional enterprises to emerging Internet companies is becoming more and more fierce.

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