My growing process

I am Zhang Yongjie, the co-founder of Nissin, nicknamed Sanmao. I went to university in Beijing in September 2008, majoring in business administration. In March 2009, a campus entrepreneurship team was established, which started with four people. At that time, business owners were engaged in campus roadshows, students * * *, and commodity agents, and made three successful projects: Snickers campus roadshows, China International Auto Show labor dispatch, and Beijing tourist attractions campus ticketing agents. At the end of 2009, we met Zhang Wenlong, CEO of Sun Ticketing, at an alumni sharing meeting of Beijing Jiaotong University. 10 Around April, Long Wen recommended us to attend the college students' entrepreneurship sharing meeting held by Patriots to get to know more college students who are on the road to entrepreneurship. At that time, it was Liu Lei who was in charge of this college student entrepreneurship project. After sharing, he and Liu Lei chatted for a long time in the meeting room of Patriot. May be because of a certain point touched by Liu Lei, July 20 10 went to the Patriots for internship until the beginning of school. Unexpectedly, at this time, Liu Lei was pulled to start a business, which was the beginning of Beijing's creation of Ke Rui.

On March 20 1 1, Chuangshi Ke Rui hatched and moved from Science and Technology Building to Longde Zijin. Liu Lei is one of the four founding members. During the summer vacation in July, I joined this dynamic startup company. There were five of us in the company at that time. I am mainly responsible for the general agent in Azuma Tani. Com in Beijing. Mainly done SEO optimization, brand video production, Taobao, Alibaba, HC. Offline mainly expands cooperation projects with gyms, exhibitions and festivals. At that time, the most bitter thing was to run business outside in hot summer every day. ...

When I returned to school in September, the school asked us to hand in the internship report, and a teacher recommended me to go to Zifeng Ye Wei. Because the school is in the North Fifth Ring Road and the work place is in the South Third Ring Road, I finally chose to give up this internship. I tried to submit my resume and interview, and finally went to Beijing United Smart Industry Certification Co., Ltd., where I was in charge of laws and regulations and GB/HB standard documents in the quality and technology department, and experienced the approval of the company by the review Committee. In this process, I gained a lot of knowledge and met a spiritual mentor who helped me a lot. After graduation, I successfully entered China Resources Group, engaged in management work, and got promoted quickly. In less than a year, I was promoted to department manager, with nearly 30 employees.

I have been working for almost three years, thinking about my better learning opportunities, which coincides with Prime Minister * * * encouraging the public to start businesses, and the entrepreneurial atmosphere is even stronger. After I got up the courage to resign, I started my entrepreneurial journey of creating Ke Rui again. For me, this is a very good time to enter, for three reasons: 1) with the encouragement of the state, the capital market will definitely relax; 2) At that time, it was catching up with the most difficult period of Nissin, and the funds were almost exhausted. Two core members left the team, leaving Gray alone. At this time, capital entry and low-cost personnel supplement are particularly needed; 3) On the whole, the Nissin project that the team did before ended in failure. Coupled with new design and new strength, we started our second venture and started all over again.

Our product is called Nissin. When most people see this name, they will think that we are one of the following four products: Chinese patent medicine for clearing away heat and toxic materials, reducing swelling and purging fire, nursing products for women, products for * * *, and washing products. In fact, what we originally meant was to be a time management planning tool to help individual users develop the good habit of getting things done every day. Because I once listened to a lecture by a lecturer from Taiwan Province, Mr. Zhang Yongxi, who mentioned that people who make all plans can increase their daily output by about 15%, which is very meaningful to individuals. Meaningful? Explain in one sentence: today's efforts are only for meeting a better self in the future. In fact, when everyone's output increases by 15%, the cumulative effect of domestic mental workers' output is a very considerable figure. Originally, I wanted to call the product "Nissin", but later everyone said that it was not good to have too many days, so our product was called Nissin.

As we all know, the management idea of "things are getting better every day" has been successfully applied in Haier, and a very strong national brand has been established. Wanda Group is also actively promoting this management idea. The daily affairs of employees are handled in place, and the accumulated benefits of all employees are equal to the company's step by step promotion, which is also the essential reason for Wanda Group's continuous appreciation and progress. This idea is great, but there is no good GTD time management tool in the market, so we want to introduce Nissin to more domestic enterprises. At the product level, we added "colleagues" on the basis of the original personal edition, and skillfully designed individual users and enterprise users into one product to form a funnel model.

After entering the company, I learned that in July of 20 10, the company's initial positioning was to do customized development of military enterprises. 2065438+0 1 July, after a year's trial, it was found that the customization business encountered a bottleneck in development:1) When there were no projects, the working time of developers was wasted; 2) The problem of the proportion balance between technical development and sales personnel; 3) The final payment is difficult to recover; 4) High-quality projects are hard to get; When I was an intern in my junior summer vacation, the company didn't get the bidding business, so I tried the Internet of Things model. At that time, the Internet of Things was a very popular word. At that time, Azuma Tani. Com is a wearable smart device under the slogan of Internet of Things. At that time, there were two products, one was a pedometer and the other was an electronic scale, which could record daily data by wire or wireless, form a chart, and intelligently push how much water you need to drink and what food you eat. Now it seems nothing. At that time, it seemed a very magical thing. Many people bought it out of curiosity. Many companies buy it as gifts, prizes and employee benefits because it is novel and interesting. Soon after I returned to school, the project stopped and the custom development business continued. I occasionally explore some new directions in my spare time, and I have never made great progress. In the second half of 20 13, in a project of Chengdu Aircraft Engine Research Institute, it was found that the company had just installed an OA system and a TTM task management system six months ago. After in-depth research, the team found a brand-new market demand, and finally decided to transform the task management system just delivered into SaaS products to seize the legacy market of OA system.

March 20 14, Nissin demo release. At that time, the number of registrations every day was single digits. Fortunately, in April of 20 14, we got a seed investment of 300,000 yuan, which is far greater than the use value of money for the team. At least it proves that the direction of the Japanese election is right! By the end of September, 20 14, the money for seed investment had been spent! The product has been iterated for 6 versions, but the market has never done it. It seems that the product still has not found a solution that matches the user's problem! The data is still miserable! The period from 20 14, 10 to 2015,3 is the most difficult period for Nissin! The money is gone, and the confidence of the team is almost gone. March 20 15, with the re-establishment of the new team, the seventh edition of Nissin seems to have found some value points, users began to realize self-growth, and more importantly, there were some paying users gradually. With the support of the data, at the end of June, 20 15, it won millions of angel investments from Huachuang Shengjing and Atomic Venture Capital.

After March 2065438+2005, the team mainly has two problems: First, there is no leading organization on the whole, and the business division is chaotic. At the business level, everyone is very confused, don't know what to do, don't know what to do right, and have been in the exploration period of ignorance. As for the operation of new media, they have changed three people one after another, and have not yet found an effective way. PR brand communication has been put on hold, user operation has not made any progress, there is no idea at the market level, there is no exploration at the sales level, SEO has not been done, offline push has not been put on the agenda, website operation has been silent, and offline communities have been hanging. Second, the communication between business and products is not smooth. Bugs and suggestions put forward by users can not be effectively answered and solved, and the problems to be solved by products have been unclear, leading to various expressions and understandings. Lack of evaluation of product solutions leads to technical expenses and various discomforts after product development. The lack of product update manual in internal testing leads to sloppy work, lack of effective user manual and video guidance on product use, and unclear user retention rate.

It took us nearly a year to iterate the first six rounds. After six rounds of trial and error, we finally realized a truth: "Full of blood and * * * can't make up for our serious lack of market awareness! Entrepreneurship must be driven by scientific methods and objective data! " . So we began to learn lean entrepreneurship, re-learn positioning marketing, and then apply what we have learned.

In the process of looking for market opportunities, we learned the form of lean entrepreneurship, met some new customers and friends, conducted some interviews and verified several product definitions. After interviewing 134 customers, we found a more accurate market positioning-many companies will require their internal members to keep diaries and make plans every day; More companies will hold a weekly meeting once a week, asking everyone to write a weekly report, make a weekly plan and make a weekly summary.

Today, with the development of information technology, people still use word, Excel and e-mail to write diaries, weekly plans and weekly summaries. Many traditional companies also send everyone a paper notebook to write their daily plans and summaries. The most wonderful way we encounter is that the company requires everyone to keep a diary in their own QQ space! At the weekly meeting, connect the projector-either someone is responsible for sorting out all the files, or opening their own files one by one, or opening everyone's mailbox-for demonstration, communication and report.

So we began to focus on work logs and work plans. At that time, the most powerful motivation came from ourselves: because our company did the same! It is really troublesome! We believe that many companies will keep diaries in such a troublesome way. Imagine that if you have seven employees (theoretical management radius), when you receive the daily work report as a manager, you will receive seven emails at the same time every day, and you have to download Word and open them one by one. If you look carefully, I estimate it will be after 9 pm. If you don't look carefully, you can't understand the work of employees. If you want to reply, it will be even more painful ... Based on this, the company decided to do a daily event.

We began to adjust our products and redesign the way of interaction. After studying the software products related to 127 time management and planning at home and abroad, we began to reflect on our previous products, cut off those functions that we thought were awesome, and then cut off more functions. Finally, there is only one core value function-the schedule management function that integrates four quadrants and GTD storage box. This is the most important function in the whole product, and then we begin to reconstruct the whole product on this basis.

In recent years, we have been groping in the 2B industry, so we have been exploring and thinking about the obstacles to the development of 2B applications, and we have also had some superficial understanding of ourselves. Just like all 2B applications that started last year, we are full of expectations for the future, but we also have to face the same problems as all 2B products:

1. Market obstacle: customer demand is unclear, and the demand varies greatly, and the market space is uncertain.

2, product barriers: lack of innovative products that deeply understand the essential needs of customers!

3. Obstacles to growth: 2B applications are driven by sales, and the cost of acquiring customers is high, so they cannot be replicated on a large scale and grow explosively.

4, income barriers: either sell yourself, or sell the advanced version with * * * function first, nothing else.

I believe that there are many 2B applications, products and companies that focus on the Internet or mobile Internet, and they already have good solutions to these problems.

However, we are still exploring and thinking about the above four issues. However, we also got some answers and some possible ideas, so we are looking for some friends who are willing to start the eighth cycle with us to participate in this game recently.

The Ancient Xuanwumen Spring and Autumn Zhuo Xin Classics of the Fugitive of Postgraduate Entrance Examination