Inspiration from Musk: Dream and Reality of the New Force of Building Cars

Musk's dream of Mars began to take shape.

Musk is an imaginative person. His ultimate dream is to get out of the cradle of the earth and move to Mars by rocket.

Today, Musk's dream of Mars has begun to take shape.

Not long ago, China successfully launched the first Mars exploration mission "Tian Wen-1", which attracted the attention and praise of Musk. He tweeted that he wanted to compare with China, who would land on Mars earlier and have a drink on Mars.

When asked about space? X or China Aerospace landed on Mars first, and Musk replied: "Game on!" And said that he will travel to Mars in 2026.

In this era when technology and matter are like fireworks in the night sky, Musk is undoubtedly an entrepreneur who dares to think, do and take risks. But for anyone, imagination is not enough, but also practical ability, and Musk is no exception.

It is not a whim that Musk wants to immigrate to Mars.

Perhaps, there are wild genes hidden in the bones of a genius. When other children were still playing with mud, 8-year-old Musk had finished reading the Encyclopedia Britannica. 10 years old, Musk bought his first computer and taught himself to program. 12-year-old musk successfully designed a space game-"blastar" and sold it to "PC? And then what? Office? Science and technology magazine.

At that time, Musk's dream of Mars had begun to sprout.

1989, the gifted Musk was admitted to Queen's University in Canada. That year, he was 18 years old.

Four years later, Musk transferred to Wharton Business School on a scholarship to study economics. After I got my bachelor's degree in economics, I stayed in school for another year and got my bachelor's degree in physics. During his college years, Musk focused on "Internet, clean energy and space", three areas that affect the future development of mankind.

1995, 24-year-old Musk entered Stanford University to pursue the doctoral program in materials science and applied physics, but the day after he entered the school, he decided to leave school and start a business trip. After dropping out of school, Marx and his younger brother founded Zip 2, a company that develops online content publishing software for news organizations. 1999, Zip2 was awarded by Compaq with a price of 3? $700 million acquisition.

Musk, who earned the first bucket of gold in his life, was not proud of it, but made unremitting efforts towards his ultimate goal-the dream of Mars. In June 2002, Musk founded Space Exploration Technology Company (Space? x).

This is also the first step of his "Mars Dream" on the Long March.

20 10, 10 On February 8, the Falcon 9 rocket developed by Musk's Space Exploration Technology Company successfully sent the "Dragon Spacecraft" into Earth orbit, which shocked the entire space community. However, the "space program" is an expensive research and development project, and realizing the "Mars dream" means investing a lot of money.

"It is risky to bet your future on rockets and electric cars, but not investing so much is the biggest risk, because there is no hope of success. Musk has admitted that he plans to send humans to Mars in 2024 and build a self-sufficient Mars city.

After all, there are only four years left before Musk moves to Mars by rocket.

Some people say that Musk is from the "future".

People who are familiar with him are used to labeling him as a "crazy, adventurous entrepreneur". After 70, Musk was full of passion for the Internet, space and clean energy. Judging from his resume, he has participated in the creation of Zip2, online payment platform PayPal, Tesla, and new photovoltaic power generation company Solar. City), Space Exploration Technology Company) ... ...

The most famous is Tesla.

20 12, four-wheel pure electric coupe type? S was born. 17 inch giant touch screen, smooth lines, 100 km acceleration only takes 3.4 seconds, let Model? S has brought unprecedented shocking experience to users, and Tesla's internet thinking has also brought new inspiration to boring traditional car companies.

Tesla's success attracted many followers. During 20 14-20 16, a large number of new car-making forces emerged in the domestic automobile market, including LeTV, Weilai, Tucki and Baiteng Yunyun. They have the same goal: benchmarking Tesla and surpassing Tesla; They also have the same characteristics: imitating Tess, such as making a big screen, flaunting the Internet and being intelligent.

From the model? S, to model? X, and then go to model? 3. Tesla has numerous powders with its unique advantages. In 12 years, the number of users increased from 0 to 1 10,000, and Tesla was praised as real money by China fans.

But behind the apparent prosperity, there are more crises.

A series of criticized problems, such as poor quality control, rough workmanship and cutting corners, are one of Tesla's "characteristics". Behind these "characteristics" is closely related to Musk's personal character. It is undeniable that Musk is a talented and adventurous entrepreneur, but at the same time, he is also an arrogant and paranoid person. In the China market, Musk vividly explained this nature.

Whether it is the reduction of domestic car chips, or scandals such as official decline and frequent spontaneous combustion incidents, Musk can't stir up any waves here. It is infuriating that Musk often replies to China consumers on Twitter, which is a gesture you can't afford.

Some people say that Tesla's hidden crisis in China is the inevitable result of Musk's "attaching importance to dreams and ignoring the market". For example, in a battle on the battlefield, the general has been leading the army forward, ignoring the problems of food, grass and physical strength. When the food, grass and physical strength are exhausted, it will naturally be defeated.

In the matter of building a car, traditional car companies can learn from Tesla's Internet thinking, and Tesla should also learn from traditional car companies in the fields of management structure and market operation.

From this perspective, what are we talking about more when we are talking about the new forces of making cars and the traditional automobile industry?

The answer may be that the protagonist's aura is different.

After more than one hundred years of development, traditional automobile enterprises have formed a relatively stable and systematic development mechanism. Especially in the management structure and system, it is no longer flat management such as new automobile brands, but has mature management methods and innovative mechanisms in every link and field.

Today's new car-making forces always say that learning from Tesla is a good example, but it must be said that learning from Tesla's innovation and Musk's unconstrained style is necessary, but Musk and Tesla need more grounding gas. Marketing, sales and service have not landed better.

In other words, the new forces of building cars, including Tesla, often lack the market awe that a traditional industry should have.

Speaking of Tesla, Musk must flash in your mind, because the management is too flat. For example, apart from the helmsman Musk and several existing models, at least Tesla has no other impression in the eyes of China consumers, such as structure, direct selling mode and marketing strategy, service level in China, etc., and has almost no sense of existence.

For Tesla or more new car-making forces, in the "post-entrepreneurial era", these are only more critical than the leading role of waving the flag, and they are also the core that determines whether a brand can develop in the long run.

But on the contrary, the new domestic car-making forces seem to lack these. For example, when we talk about Toyota, the "global automobile boss", we may also think of Akio Toyoda, but we will think more about Toyota-style production mode, global consistency strategy, vehicle types, service level, and even future-oriented new energy strategy.

When talking about new forces such as Weilai Automobile, Li Xiang Automobile and Xpeng Automobile, we can not only think of Li Bin, Li Xiang and Tucki, but also talk about these enterprises in depth.

In other words, the "creativity" of traditional car companies may not only be limited to the figures in the initial stage, but also other management structures will cultivate more capable star managers and mature market management systems. At least from the long-term development of enterprises, the latter is often more important than the former.

A leader who can lead "Knife Company" and "Death Squad" to the front may be an excellent soldier, but what can be called a hero is a strategist who can not only fight well and win the battle, but also control the overall situation and advance and retreat moderately.

Unfortunately, Musk doesn't seem to be.

This article comes from car home, the author of the car manufacturer, and does not represent car home's position.