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Driven by money and business models, who will be the fastest-making technology in the past three years?
One day in June 1944, 75 new B-29 "Super Bastion" bombers flew from its base in Chengdu, China, to Yachihito, Japan, in an attempt to blow up the Imperial Steel Works, a major Japanese supplier of Japanese warships and tank equipment. Forty-seven bombers successfully arrived over Yawanda, dropping a total of 376 500-pound bombs. But only one bomb hit a power plant that was 3/4 miles from the coke oven and all the other bombs fell into the paddy fields.
The failure of the air strikes to some extent means that the industrial age is beginning to end, and the digital age is coming. The solution to the industrial age was to make bigger and bigger bombs, but this obviously did not solve the problem. The demand for high-precision weapons directly or indirectly led to the invention of electronic transistors, integrated circuits and microprocessors. To the digital age.
Technology is the most direct driving force in both the industrial revolution and the digital revolution. Technology-induced business opportunities have brought an economic golden age to Britain and the United States. Now we are in a golden age of economic development. The difference is that there are so many ways to make money in the country, but this obscures the importance of technology in our business community. But technology has always been convinced of the value of commerce. That's why we started working with Deloitte last year to select the "Deloitte Technology Fast 50 China," and from the list of financial institutions that we audited this year, we were able to know which technologies were commercially successful last year .
The most striking companies this year came from e-commerce, with Shanghai No. 1 stores accumulating 19,218% over the past three years, while 50 of the 50 companies selected for the "2011 Top 50 High-Tech and High-growth China" averaged three years Revenue rose 1186%.
16% of the companies selected this year come from the e-commerce industry, a large increase from 6% last year. This is in line with the increase in the number of Internet users in China, the increase in the convenience and reliability of online payment, the improvement in user experience such as logistics and distribution closely related. This year, companies from the semiconductor industry, the inclusion of 4%, while the industry was not selected in 2010, the semiconductor industry showed a strong growth momentum, which is related to the growth of consumer electronics. In addition, nearly one-third of the companies on the list for two consecutive years, mostly in the software, communications / networking industry, many of their characteristics embodied in technology-driven business.
Technological advances, changes in people's lives, these two important keywords is not difficult to extract from the list of those "the fastest technology to make money this year," just as the original steam engine and transistors to bring the same change.
In Bezos, Amazon was founded in 1995, the Internet is growing at a rate of 2300% per year, when Amazon became a network B2C bookstore. After launching its own warehouse in 1997, people started to buy CDs, gifts, cards, pet supplies, toys and more on Amazon, and Time magazine named Bezos as the man of the year for the year 1999 "Revolutionized the global consumer traditional shopping methods."
Amazon was one of the most prominent companies in the Internet boom of the 1990s, but Amazon itself, which has been losing money for eight straight years, could be a big deal without venture capital and NASDAQ.
Yes, even good technology can not be welcomed without reason. Without money, technology can only be a compelling caterpillar. In 1767, Watt almost went bankrupt to perfect his new steam engine (adding condensers). Like an angel or venture capitalist, John Roebuck, the owner of a Scottish iron foundry, paid up to £ 1,000 in debt and provided new research funding. In exchange he can get 2/3 of any w patent.
In this survey, 33% of CEOs plan to have their capital raising more than $ 25 million in the coming year, and 17% of CEOs plan to raise their capital account by $ 10 million to $ 25 million in the coming year. Only 24% of CEOs have no plan to raise capital in the coming year. Seventy-three percent of CEOs think financing can solve the technology needed to rebuild the funds needed for research and development, and 57% of CEOs believe financing can solve the marketing-related costs.
But Watt does more than just perfect steam engines. He had to face one of the tougher issues of the time: the high manufacturing cost of steam engines made it unaffordable - even then, he had discovered that large and small submerged mines were readily available to the steam engine.
Another investor Matthew Bolton brought a solution. He opted to install a steam engine for miners, each charging one-third of the cost of replacement horses per year, until patents Bolton and Watt expire (1800). For miners, spending two-thirds less per year means they can recover their costs sooner. Thus, by selling horsepower per year rather than selling the steam engine itself, Bolton and Watts can make a profit as soon as six years after they had 25 years of patent rights!
Using the money he earned, Watt continued to upgrade and improve his steam engine. In 1781 and again in 1782, there were three new inventions based on steam engines, further reducing labor costs. Bolton and Watt also began looking for places that needed engine power in addition to mine pumping.
You see, beyond technology, money and business models have driven the commercialization of technology. Bolton, who provided venture capital to Watts for the past year, was able to close the 25-year royalties because he realized earlier than others the benefits that steam engines would bring to the manufacturing industry. Finally, with a successful business model, more than 500 steam engines were operating around the country in 1800 in 1800, marking the beginning of a soaring industrial revolution, with some important things changing over time.
Now, let us return to the previous question, these listed companies in the industry where the huge market opportunities, but in which are also inevitably face fierce competition. What makes their technology faster than other competitors to make money?
When Wang Jingang started the pharmaceutical company Cosmos Bicheng, he initially only hoped to make the efficacy of generic drugs to be as close as possible to that of the original drug. Later, he provided laboratories for the production of pharmaceutical companies with generic drugs. In addition, The demand for flexible downstream services, such as clinical trials for customers, to provide large-scale production of the realization of the process, the final set of technologies sold to the production of pharmaceutical companies and on behalf of the drug registration. Such a "full service" has become a business model that Comsin will make, bringing a 432% three-year rate of growth - it has not become a company that will only be generic and ready to be overtaken by its competitors.
E-commerce is almost the closest of our focus to the industry in combining technology, funding and business models: the industry is designed to use technology to improve the efficiency of traditional retail businesses; for the last decade, the industry itself has been subject to venture capital and capital markets Of the blitz; and e-commerce business model also looks very clear - the sale of goods.
As we pointed out at the outset of the article, the economic boom and strong demand often leave us to ignore the true value of technology for business. The top 5 companies in the high-growth list gained 7,759% of their three-year revenue growth, with three of them from the e-commerce industry.
Wu Fangfang, the founder of Green Box Children's Wear, invested 5 million yuan this year exclusively for system upgrades. She said she did not value the role of technology in her early days, but the growth of her business made her realize she was "definitely going around this technology".
Over the past three years, traditional apparel brands are still operating in a mass distribution mode to sales channels. As a result, the bias in market conditions has led to inventory backlogs, while wheat bags and green boxes learn about user behavior through data Characteristics, grasp the real-time market demand, rapid growth in the network up.
When the outside world said the strong technical background Lanting jumped up when the entrepreneurial team, the CEO Guo to disease (microblogging), the former Chief Strategy Officer of China, Google, said: "The important thing is not the technology itself, but the management of technology," he The reason for the rapid growth of the company boils down to "this industry is spearheaded." He is more concerned with making products and services from various details than with technology.
Kelan Diamond CEO Guo Feng believes that it has now reached the node for the technical development of the industry reserves, he saw the popularization of mobile terminals and virtual 3D physical display of jewelry e-commerce will have the impact of the one hand tens of millions of dollars Financing Finding places to urgently invest: raw material purchases that have a price advantage, designers who are involved in design advantages, and marketing that is tied to the brand. He said: "Spending money on amplification can guarantee rapid growth."
For e-commerce companies, if you have good enough technology, you survive by tapping into more consumer demand for technology, and if not, you can only compete with rivals through declining product prices.
"We do not make money by selling things, but by helping consumers make better buying decisions." Amazon, as Amazon CEO Bezos once explained, was never a so-called "online retailer" - Bezos still hates such a description, although people usually precede the term "the world's largest". "A technology company," he likes to define Amazon.
In the survey, 51% of CEOs considered "developing their own intellectual property" as a key factor for the company's rapid growth, but lower than the 65% survey rate last year. Other factors that are almost the same as the winning percentage are: sales ability, strong product line, top management quality, timing and focus.
That's not enough. Besos talked about Amazon's competitive elements: "The three most important elements of traditional retail are location, location and location. The three most important elements of our consumer business are technology, Technology, technology. "
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