AutoBeta(AutoBeta.net)02/11 Report--

On the sixth day of the New Year, Li Xiang, founder and CEO of Auto Home, reviewed his 20-year experience in starting a business, from a middle-class student who was looked down upon by others to creating bubble nets and then to Auto Home. In Li Xiang's view, smart electric vehicles have now become the only chance to win.

Li wants to be "a top leader." This is something I've only known since 2018, and I'm just getting started and haven't had any real results yet. In the red sea of smart electric cars, this is my only chance to win."

Che Hejia was founded in 2015. On August 21, 2017, SEV was put into trial production at the first base. However, due to domestic policies and regulations on low-speed electric vehicles, the small car project (SEV) was forced to stop. The SEV production line was also transformed to make it suitable for the production of another product line-medium and large SUVs. On October 18, 2018, Che Hejia officially released the ideal intelligent ONE for positioning medium and large SUVs. The price of new cars before subsidies did not exceed 400,000 yuan and was delivered in the fourth quarter of next year. It has a body length of more than 5 meters, offers 6-seat/7-seat layouts, will come standard with L2.5 advanced driving assistance system, adopts extended range power system, its comprehensive range can reach 700km, maximum range is 1000km.

After Li Xiang's 20-year founding experience was released, some netizens raised the question that Li Xiang was "kicked out of the car home". Li Xiang also responded to this on Weibo, saying that in 2011, he had the idea of leaving the car home. Under Qin Zhi's persuasion, he made the car home a market value of more than 5 billion US dollars. Then he left the car home in June 2015 and founded the car and home.

Many people think I was kicked out of the car home and repeatedly attack me with this, which is a stain I don't bear. In 2011, I wanted to leave the car home to start a business. I only talked to Qin Zhi about my ideas. Qin Zhi said that we must make the car home more than 5 billion US dollars to let me go. I stayed and achieved a market value of more than 5 billion US dollars together. I left the car home in June 2015 and founded the car and home. A year later, Ping An bought the car home.

Auto Home was founded in June 2005. In 2007, Qin Zhi joined Auto Home with Xue Manzi, an investor of Auto Home. After that, under the leadership of Qin Zhi, Auto Home quickly gained a large amount of traffic by buying navigation website entrance as website traffic mode, and finally listed on the New York Stock Exchange in December 2013.

Li Xiang officially stepped down as president of Auto Home in June 2015, when he owned 3,750,606 shares of Auto Home, accounting for 3.4%, which was only 1% higher than Qin Zhi's 3.3%. Li Xiang's voting rights are only 3.4%. For Li Xiang's departure, there have been rumors that Li Xiang was forced to leave, and in today's "20 years of entrepreneurship" long article also mentioned,"in 2008 several early entrepreneurial minority shareholders want to drive me out of the company, of course they did not succeed", Li Xiang also repeatedly explained, saying that leaving is his own idea and decision.

After Li wanted to leave, Ping An bought a 47.7% stake in Telstra's Auto Home at a price of US $1.6 billion in April 2016. After that, the management of Auto Home changed greatly. Qin Zhi, who led Auto Home to the top of the industry, also left Auto Home. After that, the content team of Auto Home also left for six times, and Auto Home, eager to cash out, also broke out in January this year. Dealers "blocked the door" incident.

The following is the full text of Li Xiang's Weibo:

I will go to work tomorrow. Write about the five floors I have experienced in my 20 years of entrepreneurship. The cognition of each floor looks back on a world of difference and incomparable luck. Only when you get to a higher floor do you get a better view of the problems on the lower floors. I hope it helps with your work.

One floor, born as an ordinary person. That was before I was 18 years old. My academic performance was medium and low. My teachers and relatives all thought that I was useless in the future. At that time, I was like many students, drifting with the tide, eyeful is wrong, but there is nothing to change the fate of action.

Second floor, become a good person. Senior three start, I don't want to be looked down upon so, I put my computer knowledge into a personal website, start a business. Although I am still an individual, or a workshop with many people, I have a goal, looking for opportunities in countless problems, prioritizing my daily work, doing only the important things that affect the first 3 things in 90% of the results, and choosing to ignore the rest of the problems instead of being led by the problems. Think of big problems as opportunities, and constantly reach milestones. Continue to 2004, bubble net a year has more than 20 million income, I encountered a bottleneck, because there is no team management ability, bubble net really can not go up. I was twenty-two years old, and then I started my second venture, Autohome.

Three stories, be a good manager. At the beginning of the car home, I paid more attention to managing people. I took a group of young people and taught them how to look at problems, how to find opportunities and how to do business well. Although I still bring everyone to focus on things, I can quickly discover who can do things well and who has potential, and bring them together to fight and do the work well. Taking a group of people into battle, having clarity of purpose, focusing on everything that matters, this continued until 2008, when I was 27 years old. Car home traffic to the first, Qin Zhi joined the car home the year before.

Four stories, be a good leader. Qin Zhi's participation made me know what higher-level management is. A leader doesn't need to know everything and be good at everything, but how to find more excellent managers and help them continuously improve their self-awareness, collaboration awareness and management awareness. It also tells us how mission vision values are established and how important they are. Plus in 2008, a few early-stage minority shareholders tried to kick me out of the company, but they didn't succeed. Since then, I have become particularly concerned about people, starting with my own inner needs and responsibilities, and focusing on everyone around me. We've trained a lot of good managers. From 2008 to IPO in 2013, and then to Qin Zhi and I leaving one after another, Auto Home gained more than 100% of the profits of vertical car websites, and its opponents were losing money. This floor lasted until 2018, when I was 37 years old.

Five stories, become a top leader. This is something I've only known since 2018, and I'm just getting started and haven't had any real results yet. In the red sea of smart electric cars, this is my only chance to win. A top leader must be able to give the team a clear mission vision and values, do a good job in organizational building, find key leaders, let everyone in the team give full play to their values, continue to grow, recognize self, recognize collaboration, and recognize management. A top leader must be able to lead the team to formulate precise strategies to ensure that the trinity of business, manpower and finance will fight, so that everyone can understand the secrets between business, products and technology. I'm still painfully on my way from level four to level five... there's no way back. Give me a few years, and I'll share the results with you. Can you make the people around you better and better, upgrade the floor, win together, and succeed together: there is hope, growth, trust, achievement, and reward.

Every floor upgrade was the result of great pain or unexpected disaster, but I had no way out. As I climbed higher floors, I realized that the questions I had asked on the previous floors were so simple, even meaningless, that I was disturbing myself.

What makes one layer painful or even disastrous is seen in a completely different degree of importance on the third and fourth layers. It's not that your managers and leaders are blind and blind to problems, they actually see more clearly and comprehensively than you, but those problems are not the key at all.

People change because of pain, people persist because of benefit.

Our true strength is far stronger than we think, and the floors of awareness are the most critical gains in my life.

Welcome to subscribe to Weixin Official Accounts "Auto Industry Attention," the first time inside information of the automobile industry, talk about those things in the automobile circle together. Welcome to the news! microsignal autoWechat

Welcome to subscribe to the WeChat public account "Automotive Industry Focus" to get the first-hand insider information on the automotive industry and talk about things in the automotive circle. Welcome to break the news! WeChat ID autoWechat