2021 Global Technology Leadership Summit Rongyun evangelizes the way to advanced technology leadership

From May 21st to 22nd, the Global Headquarters of the "2021 GTLC Global Technology Leadership Summit" hosted by TGO Kunpeng Conference and Geekbang Technology was held in Shanghai. This summit invited dozens of industry technology leaders to conduct in-depth exchanges and collisions of ideas with the theme of "Building Technical Leadership and Becoming a Manager to Be Followed".

Among them, Rongyun, the world's leading Internet communication cloud manufacturer, was invited to participate as a representative of technology entrepreneurship in the To B field. At the meeting, Yang Pan, the co-founder & CTO of Rongyun, and the head of TGO Kunpeng Club (Beijing), delivered a keynote speech on "Operating a To B Enterprise, How to Find the Balance between Products, Business and Technology", sharing how to choose in entrepreneurial practice To determine the entrepreneurial track, the relationship between products, business, and technology, and how to not deviate from corporate strategic goals, to help technology managers advance to the leader, so as to attract more followers and form a more combative team.

Opportunities for technology entrepreneurship in TO B market

Founded in 2014, Rongyun has always focused on the Internet communication cloud track in the To B field, and empowered thousands of industries with the "IM+RTC+PUSH" overall communication solution. The reason for choosing the To B field for technology entrepreneurship has a lot to do with Rongyun's core founding team, which all came from the Fetion team of the original China Mobile. At that time, Yang Pan led the team to support Fetion products with a daily life of over 100 million with technology. They saw the emergence of new entrepreneurial opportunities in the To B market, and delivered the developer's underlying communication capabilities by means of SDK/API, relying on the technology of the C-end market for many years. Accumulating and operating experience, the Yang Pan team chose the To B track to provide a wider range of developers with PaaS platform-level communication capabilities.

Since that year, the market has been talking about the first year of the To B market every year. However, Pan Yang believes that 2021 will be the true start of the To B market. There are four reasons: traffic, talent, capital and epidemic.

First, in terms of traffic, To C traffic is further concentrating on super-large apps. In addition to development costs, operating costs are rising year by year for developers.

Second, from the perspective of talent flow, talents in the three areas of To C industry talents, Silicon Valley talents, and Chinese foreign enterprise talents are overflowing to the To B market year by year.

Third, from the perspective of capital. To C business development encounters bottlenecks, traffic is controlled by major manufacturers, and there are not many opportunities. Therefore, To C capital gradually overflows and goes to a more profitable place, that is, the To B market.

Fourth, from the perspective of the epidemic. The epidemic has accelerated the construction of informatization in China, from a relatively gentle construction to a leapfrog construction, making company managers who had no idea about informatization realize the importance of informatization.

Based on the above four reasons, Yang Pan believes that it is the right time to choose technology entrepreneurship in the To B field.

Seek a balance between product, business and technology

The selection and determination of the entrepreneurial track relies on the team’s previous technical accumulation and operating experience; however, operating a To B company faces the issue of how to balance the relationship between product, business and technology.

Yang Pan believes that the product is responsible for "what to do", through market research, competition analysis, customer research, business planning, product definition, operational data analysis, etc. to determine the product direction of a startup company; technology is responsible for "what to do", that is, the company The construction of core capabilities, including quality advantages, cost advantages, developer efficiency advantages, etc.; business is responsible for "how to do it", which requires analysis of revenue growth and customer growth models, the creation of a sales funnel by the market, and the joint pre-sales and sales Achieve the task.

Is a company strong in its sales department? Is the product department strong? Or is the technical department strong? It depends on how to help customers succeed without deviating from the company's established strategic direction. When a technology manager is able to clarify the relationship between the two in the face of market changes and catching up with competitors, and seek a balance between product, business, and technology, it is a process for an excellent technology manager to advance to the leader.

Because the perspective of a startup company’s senior management is always to look at the direction, it seems to be balanced, but in fact it is to coordinate and maximize the effectiveness of the existing team members.

Really great companies do something and don't do something

How to see the right direction and not deviate from the company's established strategic goals? Yang Pan's answer is: truly great companies do something and don't do something. This is the essence of strategy: choice and order.

Every leader should think, the company's strategic goals should be customer-driven? Opponent driven? Or is it strategically driven? How to choose? How to sort?

The biggest problem of customer-driven is: meeting customer needs may often deviate from the company's established strategic direction; the biggest advantage is that by meeting individual customer needs, a potential business field may be discovered and made it universal Products, and then become part of the company’s strategic direction. Therefore, when a company is deeply driven by customers, it must carefully examine its biggest drawbacks and benefits, and make trade-offs.

Opponent-driven, leaders should ask not to "copy homework" purely, but to use their opponents as a mirror, learn tactical play, and form independent thinking at the strategic level. Blindly imitating will only be pitted because of different paths, different resources, and incompatibility of the core logic.

Strategy-driven, in Yang Pan's view, is something that all managers should do, but often they will not get successful feedback in the short term. A start-up company in the To B field should pursue long-term valueism, polish technology and scenarios down-to-earth, and pursue to provide developers with value-for-money experiences and services.

Therefore, a truly great company should withstand the pressure to do what it should do. It may be difficult, but it will go all the way up; abandon short-term benefits and ensure the achievement of its core goals.

Concluding remarks

Technical managers should keep in mind: The essence of business is growth and efficiency, and the essence of strategy is choice and order. Through Rongyun’s actual entrepreneurial combat, Yang Pan shared how technology managers should adhere to the established strategic direction, balance products, business and technology in the process of advancing to the leader, so that the company and the leader can grow rapidly and become a great company. go ahead.