Analysis and Reference of Successful Enterprise Innovation Cases (2)

Successful cases of enterprise innovation 4

High-tech enterprises in the start-up period take on greater risks when engaging in innovative activities. Usually, their innovation risks mainly come from three aspects: technical risk, market risk and financial risk. However, many enterprises were able to go against the current, became braver in the Vietnam War, and even achieved great success. According to the investigation of some enterprises, it is found that the "mystery" lies in that they have mastered some key factors for the innovation success of high-tech startups, mainly including:

First, enterprises should have entrepreneurial entrepreneurs to lead the way.

Innovation is like sailing against the current. If you don't advance, you will retreat. In business, only entrepreneurs with entrepreneurial spirit dare and are good at sailing against the current. Schumpeter said that entrepreneurs are the soul of enterprises, which is the truth. Entrepreneurial entrepreneurs can seize the opportunity, assess the situation, and lose and fight again and again. Even if the scale of the enterprise is already very large and the market share is already very high, they will not forget that their enterprise is still in the start-up stage. In recent years, many high-tech start-ups in China have achieved great success, one of the important reasons is that they have entrepreneurs with entrepreneurial spirit to lead the way.

Second, we should master "core technology" and "fundamental technology"

Whether an enterprise grasps the "core technology" needed for innovation and owns the ownership of technology determines the cost and efficiency of innovation, and then determines whether it can succeed in the market. The key to the rapid localization of foreign software in China is that many enterprises have mastered the core technology of software localization. For example, if the technologies needed for enterprise innovation are divided into root technology, stem technology, branch technology and leaf technology, then whether an enterprise grasps the "root technology" in the technology chain determines the market coverage of its products, and then determines its market share and profit rate. Intel can run rampant in the global market because it has mastered the most advanced chip technology, which is the fundamental technology for manufacturing computers.

Third, there must be people who master the core technology and the root technology.

The innovation of high-tech start-ups needs continuous technical support. Technology is ultimately mastered by people. So it is very important to have people who master the core technology and root technology. Lenovo personal computer and Founder typesetting system can be popular in China market, which has an important relationship with people who have mastered the core technology and root technology in this product field. On the contrary, some enterprises have risen rapidly and collapsed rapidly, and the lack of people who master core technology and root technology is often an important reason.

Four, enterprises should establish an effective incentive mechanism.

Under the same external environment, whether the enterprise can continue to innovate depends on whether the enterprise can build a set of incentive mechanism to induce employees to innovate. Different employees' personal needs, status and role in the enterprise are different, so it is necessary to adopt classified incentives for employees at all levels and types. Innovation depends on the promotion and organization of entrepreneurs, and the innovation risk of start-ups is borne by entrepreneurs first. It is the most effective to adopt "property right incentive" for entrepreneurs, and the effect of adopting "generalized reward" incentive system or method is the second. The so-called generalized reward is the organic combination of material reward and spiritual reward. If the incentives for entrepreneurs are not in place, it is useless to unilaterally emphasize "constraints".

Successful cases of enterprise innovation 5

Although Ma Yun and Alibaba have not made any major scientific discoveries, they have created new business models and business miracles in China, and they are well-deserved innovative entrepreneurial leaders in China.

In a speech originally called "The Source of Innovation", Ma Yun admitted that he could not give the law of innovation because innovation was not designed. And his own innovation experience is also "forced". The following is an excerpt from his views:

Ma Yun: I never use consulting companies, and I seldom pay attention to what scholars say, because their theories are all summed up afterwards. Innovation is definitely not designed in advance, step by step according to the picture. Innovation has no theory, no formula, just solving problems one by one. I believe there are a thousand questions and a thousand answers in the world.

/kloc-at the end of 0/994, when I was surfing the Internet in the United States, I found that there was no information about China's products on the Internet at that time. At that time, I had a confused idea, hoping that one day I could put the information of China enterprises on the website for foreigners to check and let foreigners work for China enterprises. Back in Hangzhou, I consulted a large number of teachers, and they all opposed it. I invited 24 students from my evening school to discuss at home. After two hours of discussion, 23 people objected. Only one person said that you should try, so I decided to try. When I registered a company in the Industrial and Commercial Bureau, it took me more than an hour to explain what an Internet company was. The staff said it was not in the dictionary, so I built the first computer information service company in Hangzhou. This is the company where I started my business. At that time, smart people didn't want to come to our company, as long as they weren't too disabled to walk, they all confessed. After listing, it was found that the smart and capable people who joined the company started their own businesses or were asked by headhunting companies to leave. On the contrary, those who are not "smart" stayed in the company and persisted with us for so many years, but we succeeded. If you say I succeeded, it's because of persistence.

From the beginning, we decided to help small businesses through e-commerce, which seems to be successful today. If you want to ask me, how can Alibaba be so powerful and predict e-commerce so early? I have to tell you, in fact, we had no other way to go at that time. At that time, there were only three kinds of brokerage models: being a portal, having no money and no resources; Game website, I don't want children to soak in the game; So I can only do e-commerce.

Alipay, now it seems to be a very successful innovation, but in my case, it was also "forced".

Taobao was very busy at that time, but there was no way to trade. The status quo of online honesty in China forces us to solve the payment problem. However, this matter has to be approved by the state. Shall we do it or not? Large state-owned banks are reluctant to set foot in this field, but if they don't, foreign banks such as Citibank and HSBC will. At the meeting that year, I heard a leader say, "What makes you innovate and make decisions about the future? This is the mission. " So I told my colleagues that I wanted to be Alipay. But I will report to the central bank and other relevant departments on how we do it every quarter. Do it cleanly and transparently.

Alipay's model is actually not innovative, even stupid, that is, "intermediary guarantee". You buy a bag, I don't believe you, and I dare not remit the money, so I put it in Alipay. After receiving the parcel, the intermediary will remit the money if you are satisfied, and notify the intermediary to refund the money if you are not satisfied. When talking about this idea with scholars, they said, "It's silly. This thing existed hundreds of years ago. It has long been eliminated, why do you still do it? " But we don't want to create a new business model, just to solve a very realistic problem. As for whether we are innovative in technology, that is not our concern. After several years of "riding a tiger blindly", today, Alipay users have exceeded 560 million.

I never talk about "model innovation" because I can't plan the style for each of my companies on the first day. I think our model is "demand": adjust ourselves according to the customer's needs, even what he wants, and we will adapt to it. Many people say I'm smart and have a plan, but I didn't plan it. I just watched the direction and went down.

Successful cases of enterprise innovation 6

Company introduction: Du Mi (English name: Toure) is a robot assistant newly launched by Baidu at the 20 15 World Congress, which provides users with secretary search service.

Innovation: Secret brings artificial intelligence to a scene that can be widely used. It is the perfect combination of Baidu's powerful search technology and artificial intelligence, and it can continue to learn and replace human behavior with machines.

Case Interpretation: The era of Li Yanhong's "indexing the real world" is coming. Can you keep up?

Short comment: Baidu is a competitive ranking, and now Secret can finally upgrade this original advertising model. The secret introduced at this year's Baidu conference is an integrated product of chat bot+search engine+vertical O2O. It combines the hottest and most advanced technologies on the Internet. Baidu launched this product at Baidu World Congress, which simplified the perfection of ecology and satisfied the long-cherished wish of lazy people.

Successful cases of enterprise innovation 7

Enterprise introduction: E-bag washing is an O2O brand transformed from Rongchang, with a laundry history of more than 20 years. It adopts crowdsourcing business model, and builds offline logistics teams with communities as units, that is, each community recruits 40, 50 and 60 people as logistics distribution personnel respectively.

Innovation: E-bag washing is the first platform to enter the whole field of housekeeping with laundry as the breakthrough point. E-bag washing customers are mainly post-80s, and the laundry is charged by bag: 99 yuan washes by bag, and washes as much as it is loaded. E-bag washing is committed to taking happiness as the core and leading business model, and has launched a new product-e-housekeeper, which solves users' needs and satisfies residents' happiness through neighborhood mutual assistance. On the basis of small E-tube washing and small E-tube meals, the small E-tube housekeeper plans to launch services such as small E-tube picking up and dropping off children and small E-tube providing for the aged, so as to drive the platform from vertical service platform to community service platform with single products and ensure sufficient supply at both ends of C2C.

Case interpretation: e-bag washing Lu Wenyong: How to turn laundry into an Internet product?

Comments: After building a mature economic platform, e-bag washing has continuously extended more ecological chains of family services and created an economic ecological circle of neighborhood interactive services. Gather the existing offline resources in the society, realize standardization and quality transformation through the mobile Internet, and help people get more convenient and personalized services in their lives.

Successful cases of enterprise innovation 8

Enterprise introduction: On 20 15, 15, Didi Bus, the bus business of Didi Kuaidi, was officially launched. At present, Didi Bus has more than 700 buses in Beijing and Shenzhen, with more than 1000 flights.

Innovation: Didi Bus is the first custom bus to try to apply buses to multiple scenes. Didi bus is a customized service for urban commuting about customized travel. It calculates and introduces new urban travel routes based on big data. Didi Bus also applies buses to multiple scenes, such as the customization of tourist routes and business routes, which expands the scenes of bus travel.

Case interpretation: Is the bus shared by a hundred flowers or a fight?

Comment: The customized service of urban commuting has not appeared for a long time, but it has developed rapidly. This is a preliminary attempt to customize tourism.

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