​Ideal has firmly chosen to only serve home users from the beginning.

​Real user value must be helping users solve a certain problem or complete a certain task, rather than just providing a simple function.

Li Auto will follow the solutions proposed by users to find the deeper motivations in their hearts, thereby creatively meeting the users' lowest needs.

How can teams overcome inertia? The personal level relies on good work habits, and the organizational level relies on processes.

How to break inertia? It doesn’t matter what you did in the past or what others did. The only important thing is what you must do if you want to exceed the needs of users.

The biggest difficulty when entering "no man's land" is that we don't know what we don't know. How to do it?

With the help of "stones from other mountains", don't limit your vision to the same industry.

Establish a climate of positive reflection within the organization.

Ideal uses price as the vertical axis and life stage as the horizontal axis to find a new way to segment the automobile market; what tasks can your product help users accomplish in different life stages?

In the past, cars focused more on the experience of front-row drivers and second-row owners. Switching to the family car scenario, everyone’s needs have not been met, and there is still room for product innovation.

When answering who you serve, you can combine the positioning ideas from the previous lecture and gradually focus on it.

When answering who we are, don’t just think about who we want to be, but also what we are good at, which is our competitive advantage.

When answering what value is provided, the final refined answer should be simple and direct, without any ambiguity.

​We need to let users feel it in product design and in the process of contacting users.

This is the process of brand formation. From the time you think clearly about the "three brand questions" to reaching a consensus with users, the role of brand has already occurred. It is not that the product market share exceeds a certain value, it is considered a brand.​

ideal code of conduct

​True culture is to extract those things from the team’s past experiences that have helped us achieve success, amplify them, strengthen them, and let them support us to the next stage of success.

​For many things, you can only clarify the problem by doing multiple-choice questions. If you can't clarify it clearly, it is probably because you only gave the team one true or false question. There is no consensus on right or wrong, there is consensus only on choice.

The true implementation of culture lies in the true comparison of specific events. The team will never look at what the boss says, but rather what the boss does. Therefore, we must repeatedly discuss or even debate specific events with everyone to clarify the grayscale understanding of concepts and help the team establish a perceptual cultural consensus.

Break through the inertia and find space within the industry’s inertia.

People who make products must switch from an industry perspective to a user perspective, and place themselves in real usage scenarios. This way you can easily discover the irrationality contained in inertia.

There is no trick to improve the sense of value of a product. It is to focus on the target user group and provide a complete value experience. Never try to patch things together and imitate others.

​The sense of value refers to your target user group, whether the functions and experiences they buy for the same money are the best for them, rather than the sense of existence created by the car manufacturers themselves.

Making users feel desirable does not require advanced technologies or functions. The key lies in whether your insight into user usage scenarios is close enough to the essence.

We need to find ways to make our products evoke the scenes that users long for.​

These three dimensions are also a relatively common set of standards for making products. As long as the product you make is functional and can reflect the user's personality or lifestyle, it should be applicable.

​Four-step product method:

​Tools also have values. When we choose tools, we also need to choose matching tools based on the team's genes, in order to further stimulate mutual trust and mutual recognition of the team.

​In the work process, keep following this method (four-step product method) (1. Really think about problems from the user's perspective and solve problems through co-creation; 2. Be able to keep an eye on the goal at all times and consider the investment in every action Output ratio. ) to do things, to train, to upgrade.

"Seven Habits of Highly Effective People": Be proactive, start with the end in mind, put your first priority, win-win thinking, know your enemy and understand yourself, integrate synergy, and constantly update.

How to be an adult who can face problems independently, solve problems collaboratively, and constantly update and grow.​

An adult can define his own goals and problems and constantly challenge the limits.

New technologies can certainly excite users and bring some experience upgrades. However, if the problems caused by new technologies cannot be solved, and one point is added in some places and three points are lost in other places, then the overall experience will be reduced, which is equivalent to wasted effort.

If you want to make a good product, you don’t have to distinguish whether the demand is mass demand or niche demand, but you have to judge whether it is high frequency. As long as it is a function that users frequently use, if you work hard on it, it will be relatively easier to bring users a perceivable experience upgrade.

Regarding input-output ratio: When we talk about atomic-level benchmarking, we don’t mean stacking functions and comparing parameters. The core of this lies in how to rationally use costs to maximize user experience.

The so-called product strength is not some fantastic idea, but something that is built in a down-to-earth manner. There are not many tricks here, it just depends on who understands the user's needs better, does it deeper, and puts in more effort.

What is an opportunity? When it comes to product competition, everyone plays their cards right. The so-called opportunities are to look at the needs that competitors have not yet fully satisfied, or the existing solutions on the market still have room for improvement.

To put it simply, our core approach is that it does not depend on mass demand or niche demand. Innovation may often come from niche demand. The key depends on whether users will use a feature frequently after it is built. Correspondingly, when we evaluate whether our products are doing well, we also look at the frequency of user use. The higher the frequency, the greater the value created for users.

The verification of requirements, to be precise, is imagination and simulation. Although it is an imagination, it is actually quite accurate.

The core still comes back to the “scenario” we have talked about ten thousand times. What this means is, don’t just say out of thin air whether this requirement exists or that requirement exists, but verify it in specific scenarios.

Instead of "asking", we go to "see" and return to the user's purchase site to observe.

Do less one-on-one interviews and do more co-creation with multiple people​

(From a cost perspective, for a pure electric vehicle with a real driving range of about three to four hundred kilometers, the battery cost already accounts for more than 40% of the total vehicle cost.) Compared with fuel vehicles, the biggest weight burden for electric vehicles is the large battery pack. An extended-range electric vehicle with a range of 200 kilometers does not have weight problems, and does not need to add a large amount of aluminum materials that are of no value to users to reduce vehicle weight and increase costs.

Back to the previous product value proposition for users: sense of security, sense of value, and sense of yearning. There is no range anxiety or charging anxiety, which is a sense of security; urban electricity, long-distance power generation, and camping discharge are a sense of value; we can take the family wherever we want to go, travel together, and grow together, which is a sense of yearning. Therefore, it is ideal for family users to choose an SUV that uses extended-range electric technology.

​Fundamentally speaking, the range extension plan is actually to learn from the strengths of the two technologies of oil and electricity.

​Competition in the automobile industry is basically a protracted war, and development cannot continue to rely on financing.

Therefore, having healthy gross profit margin and hematopoietic ability are the core basic capabilities of an automobile company.

More than 80% of users will clearly analyze whether the seat ventilation is suction type or blower type, whether it uses an independent motor or an air conditioning system. These will all be influencing factors in users’ math problems. Then when we set prices, we cannot vaguely consider cost-effectiveness, but must do precise calculations like math problems.

Product value = product power ÷ product price × product quality.

We must define the product value that users perceive more, so that we can give users a reason to choose us among many products.

These psychological prices do not entirely depend on the cost of the product. They also depend on how the user defines the position of the product in their mind. Is it a functional product, an emotional sustenance, or a status symbol? Products of the same type have different positioning in the minds of users, and the money users are willing to spend is also different.

Looking at it today, Ideal ONE’s pricing is successful, and it also received some luck. But all good luck will only come after you get the basic score.

When you first affirm what the team does well, the team will be more willing to expose their shortcomings. You don’t even need to remind or emphasize, they will take the initiative to make up for the shortcomings.

The goal of the review should not be to reward and punish based on past results, but to discuss and reach a consensus on "how we can do better in the future."

Therefore, based on this goal, the review must not lead the team to reflect when it comes up, but first summarize what the team has done well, precipitate these successful experiences, and even solidify them into the process.

Review against PEA

When doing PEA analysis in the planning stage, six elements must be clarified

Whether it is continuing past experience or solving current problems, key "To-Do" must be formulated and assigned to specific people.

​1. The CEO, product manager, and business number one must participate in the review meeting. The review meeting must be held well, and the first person in charge must pay attention to it. No one else can replace this.

2. The meeting must have a dedicated moderator to ensure that the meeting is always in the right direction to achieve the ultimate goal. The moderator does not participate directly in the discussion.

​3. The host should fully communicate with key participants before the meeting to let them fully understand the value of the review. My suggestion is to assign homework to the participants in advance, such as telling them the important issues discussed in the meeting, so that they can They write answers to questions ahead of time.

​4. The host should fully communicate with key participants before the meeting to let them fully understand the value of the review. My suggestion is to assign homework to the participants in advance, such as telling them the important issues discussed in the meeting, so that they can They write answers to questions ahead of time.

5. We must pay attention to the control of meeting procedures. When discussing a problem, each person and each group takes turns to speak before starting the next question. If an individual fails to comply with the speaking rules, the moderator should publicly point out and correct them in a timely manner.

​6. The review meeting must be held on time and embedded in the organization’s workflow, and cannot become a random event. What do you mean by opening on time? That is, according to the type of business, according to the time points of week, month, quarter, half a year, or the whole year; or according to the node where events such as product development, product release, product launch, etc. end, when the time is up, the review will be carried out without hesitation, whether it is the advancement of the plan. Smooth or not?

summary

​The control of rhythm tests the core abilities of founders and product leaders.

Before we have the advantages of scale and technology in the industrial chain, bringing these long boards to the ceiling is the only shortcut to win admission to the next stage. ---Concentrate your efforts and do only one big thing.

When starting a business, all you need to think about is how to complete product verification and achieve the smallest business closed loop.

Why do you say that? Because, for the knockout rounds, over-preparation may cause some waste of resources, but the waste is very limited. Moreover, if you have the opportunity to look back, you will always feel that the style of play at that time was conservative and the funds and resources invested were far from enough. This is the experience he and Wang Xing had in surviving the "Hundred Regiments War"

Wang Xing and Wang Huiwen said that we should not follow inertia. What should be discussed is how big will the market be in the future? When will the market's turning point arrive? The so-called turning point is the point at which the winner takes all and the loser retires.

There are three main points: restoring the user value stream, repairing the highway, and aligning and interlocking key nodes.

For low-frequency and large-ticket consumer goods, user decision-making costs are very high, and the decision-making cycle is also longer. They need to actually experience the product. For new brands, it often takes multiple experiences before making a purchase decision. (Note: This is also true for selling houses on the Internet)

The digital capabilities of our management system are very good. Whether online or offline, it can fully support the sales system and personnel management.

​We have very few SKUs for our models, ensuring efficiency in sales and delivery.

All our sales staff cannot take up the job directly. They must come to Beijing and Changzhou for training and pass exams. A complete training system, training on how to receive, how to explain products, how to sell, how to use the back-end system, etc. Closed training requires passing the exam before you can return to the store in the city where you are working. Those who fail the exam will not be admitted.

The most troublesome thing about the direct operation model is that it is easy to eat from one big pot, especially after the number of stores increases. This is also a problem that will inevitably arise from opening a store quickly.

What store managers need to do is to establish a deep understanding of the local market environment, set their own sales goals, and most importantly, judge for themselves what resources need to be invested to achieve the goals, how much resources to invest, and how to effectively achieve the goals. use resources efficiently. For example, whether to spend more money to buy sales leads, hire more people, or give employees better sales incentives.

In the specific work, we will establish a very detailed NPS system. This system will record in detail the functional points perceived by each user in the process of recommendation and feedback. Do not engage in duplicative construction and waste resources.

​If you use excessively redundant things but cannot create actual product value, then you are just trying to increase your sense of presence.

What is atomic level splitting? This is a point we have repeatedly emphasized, which is to split all data into the smallest unit that cannot be split any further. If every atom is functioning healthily, then the whole thing is healthy.

In all aspects of product development, production, and sales, strong control must be done to truly ensure profit margins.

In this process, strong management methods and a sophisticated digital system are essential. But here, I share with you an experience from Li Auto, which can continuously optimize your business system. How to do it specifically? Refining best practices. The most important thing is to create a field and encourage everyone to be willing to share.

(For example, the Wenjie M7 disabled the Ideal ONE)

How to narrow this gap? Only continuous learning and continuous growth.

At the Yanqi Lake strategic meeting of Li Auto at the end of September 2022, we quickly reached a consensus: learn from Huawei in an all-round way.

The first important thing is to establish a culture of trust in the team.

The second point is to seek truth from facts and correct mistakes when you know they are wrong.

The third point is to establish a positive feedback loop for growth.