Rebirth declares war on the honest

Chapter 401
After sending Hua Shiyuan away, Gu Yun returned to the company to work overtime.

The product has been launched for a period of time, and Dou Le is in a critical period of development, and many decisions need to be made by him.

Even at night, he would hold a video conference with Suhua's team in the capital.

The starting point for the DouLe team to lead the world is the AVIC Low Building located at No. 48, Zhichun Road, Haidian, BJ.

At the beginning of 2013, Gu Yun received Su Hua's application to relocate Dou Le's office. With a swipe of his pen, he decided to re-inject a sum of funds.

After receiving the funds, Su Hua arranged for Dou Le's employees to relocate with the top management to this squat, two-story square, beige building.

This was originally the location of the Aviation Museum, and helicopters can take off and land on the roof.

Su Hua, the deputy of Dou Le, who has always been humble, sent an internal letter to remind all employees to pay attention: "We are one of the few companies in Zhichun Road in the center of the imperial capital."

At that time, Su Hua was keen on handling administrative affairs, and was very satisfied with this low building with a height of 14 meters and a sense of space in the interior.

This big guy has a lot of experience in office space: "Many companies move to a good headquarters and become sluggish."

He cited Sun, Yahoo, and Evernote as examples. The environment changes the mood, and the luxurious and comfortable headquarters not only stifles innovation, but also breeds comparison.

For example, some company executives actually want to be equipped with independent elevators.

"Very tacky," he remarked.

Just moved in, only the big bosses Gu Yun and Su Hua in the whole company have independent offices, which are located in the east of the top floor on the 2nd floor.

Employees often see him in and out of the elevator, wearing a T-shirt and jeans, walking with his head down and swiping his phone.

When it’s meal time, he will take the public elevator to the cafeteria on the first floor, endure the hunger, and wait in line for delicious meals with the staff holding the plate.

Many people regard him as the spokesperson of data-oriented and machine rationality.This kind of statement embodies the pure line of technocracy, but ignores his side of dealing with people.

During the whole process of Dou Le's development, he gradually understood the ambition of the top leader in the constant communication with Gu Yun.

In the year Dou Le was born, Gu Yun formulated the strategy for the next five years. There are only two strategies with the highest priority: mutual entertainment and internationalization.

As front-line employees, people are amazed at the rise of DouLe, a line of mutual entertainment, but another thing has been overlooked. The globalization of DouLe has never taken a step forward.

Determining "which market is bigger" is a science.

Every time he reports on work, he finds that Gu Yun doesn't just look at DAU (daily activities), he also asks Su Hua to come up with another data, calculating DAU multiplied by ARPU value (average revenue per user).

That is, the total number of daily active users is multiplied by how much money a daily active user can earn, and based on this, the maximum commercial benefit that a market can extract is obtained.

Gu Yun never seemed to set up a mental prison for himself.

"The big boss thinks that challenging Facebook and Google is something that should be done."

Su Hua told all the employees in an internal meeting, "For the big boss, his wish is very simple, that is to stand firm and kick the giant down."

No matter whether other people believe it or not, Su Hua's heart is equally hot. He believes that Dou Le will have this day.

Every night during the video conference, Su Hua would walk out of the east office on the second floor, come to the meeting room, and find a good seat to sit.

Senior executives from various departments will attend the Beijing-Jiangcheng biweekly meeting on time. The number of people in the meeting will remain at 20, and only middle-level and above will participate.

Most of the time, Gu Yun, the big boss on the screen, would just touch his laptop, listening to the meeting and typing without speaking.

A middle-level person present recalled that among the sparse words left by Gu Yun, only one sentence still lingers in his mind.

Gu Yun said: "The most important thing is to run fast."

However, they soon discovered that going to sea was not easy, and troubles followed.

The first person in charge of Dou Le Overseas was named Zhou Jingjin, who was the champion of science in a county-level city in Zhejiang Province and an alumnus of Su Hua at the university.

Su Hua recruited him into the group early on.

In Paradise Group, no matter what business line it is, we always believe in the concept of "newcomers do old business" and "old people do new business".

Zhou Jingjin took the initiative to invite Ying to go on an international business trip.

When Gu Yun set the goal, he realized that going overseas requires a mature manager with international trading experience.

At the beginning of 2013, he asked Su Hua to recruit Liu Xinhua as the person in charge, and Zhou Jingjin reported to him.

Liu Xinhua was originally the CMO of Cheetah Mobile, and has long since gained fame and freedom of wealth.

Gu Yun gave the second-generation person in charge very high authority, and from the first day he came, he gave the business department a courtesy.

The International Business Department is the first business department established by Dou Le. It enjoys independence and autonomy, which is unique in the history of Paradise Group, and it has not appeared in the next few years.

But what is unexpected is that in the Dou Le company, which was still operating in China and Taiwan, the business department became a great constraint.

After Liu Xinhua took office, he quickly promoted four things-building an overseas structure, setting up local operations, and downplaying copyright disputes. In addition, he led the renaming of the overseas version of Dou Le.

An operations director of an overseas business unit believes that in developed countries, it is growth that ultimately puts products in trouble.

The monetization channels for mobile Internet growth in China and foreign countries are vastly different.

In China, the mobile phone pre-installation market is huge, the exposure channels are dotted, and the overall price is fair.

Overseas ecology is that user growth and monetization are monopolized by two giants: Facebook and Google.

"Projects are competing with them. Users come from these two lines, and monetization channels also come from these two lines. The growth model is an endless loop."

For example, in the United States, a user costs $3, but within 30 days of the entire life cycle, it can only earn nearly $1.

"You don't make money back, and you end up paying taxes on it," he said.

The above-mentioned operator concluded, "Overseas, if you want to make content or social products, the ceiling is Facebook. It is a giant crocodile."

In the first quarter, due to the lack of new entry points, Dou Le went to sea and planned to spend in anxiety.

In April, the Strategy Department wrote a report and submitted it to Gu Yun.

The report shows that there is little hope for product internationalization and transformation is urgently needed.

But Gu Yun couldn't accept backing down.

"The big boss firmly believes in working hard to make miracles, and no one knows where his confidence comes from."

An employee of the International Business Department said that in his mind, since this model has been verified in China, it should be able to go global.

However, the disadvantages of the independent kingdom of the business department have become more and more prominent. It is difficult to allocate resources from DouLe Zhongtai, and it is impossible to have two voices on one mountain.

However, Liu Xinhua wanted to give up halfway, which did not meet Gu Yun's expectations for him. Therefore, under the multiple incentives of cultural integration and product direction, Liu Xinhua left after less than a year in office and joined Kuaishou.

(End of this chapter)