olamega personal page - To The Moon

olamega

olamega

任它风起云涌，我自波澜不惊。

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2023-08-23

$拼多多(PDD)$ lotto call

2023-05-16

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@小虎通知:老虎國際存量用戶安裝更新APP指引

2023-02-17

$特斯拉(TSLA)$ $台积电(TSM)$ $英伟达(NVDA)$

@期权小班长:機構利用信息空窗期瘋狂下注

2023-02-15

$台积电(TSM)$ $特斯拉(TSLA)$ $英伟达(NVDA)$

@价值投资为王:別慌！臺積電將繼續上漲，巴菲特減持無關痛癢！

2023-02-15

$老虎证券(TIGR)$ $富途控股(FUTU)$ $特斯拉(TSLA)$

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2023-01-17

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Store-打開自動更新。（*注意：如設置自動更新，則您手機上安裝的所有App都將自動更新。）手動更新：打開App Store，點擊右上角頭像進入賬戶頁面，通過下方更新列表，或點擊【已購項目】查看目前已有App的狀態，點擊手動更新對應App。蘋果用戶下載蘋果老用戶，直接進入App Store下載。點擊右上角的頭像，進入【賬戶】頁面， 點擊【已購項目】，再切換右邊的【不在此iPhone上】按鈕，可以查看到已安裝過的APP，下載安裝老虎國際App。更換蘋果手機的存量用戶，請下載並安裝TestFlight包。在手機瀏覽器中打開鏈接：<a href=\"https://testflight.apple.com/join/27Pw9M0d\" target=\"_blank\">點擊下載TestFlight應用</a>點擊\"第1步\"中的【在App Store查看】，下載TestFlight應用；下載完成後返回瀏覽器（不需打開TestFlight應用）點擊\"第2步\"Beta版本下方【開始測試】，跳轉後點擊【安裝】，安裝後即可正常使用。存量用戶安裝更新APP（安卓手機版）安卓用戶更新更新提醒：當App全量更新後，您啓動App時會收到升級彈窗提醒，您可以點擊【立即更新】更新到最新App版本","listText":"尊敬的客戶您好，本公司將於2023年5月18日起調整境內用戶更新客戶端的方式，在境內應用市場下架旗下APP「老虎國際」。本次調整不影響存量客戶對APP的正常使用，公司仍將持續爲存量客戶提供優質服務並保障客戶資產安全。對於境內增量用戶，公司已於2022年12月31日零點起不再受理中國境內用戶的開戶申請。未來，公司將按照中國監管要求，繼續依法合規地服務好存量客戶。本指引只適用於存量客戶，存量客戶更新、下載APP的相關安排如下：存量用戶安裝更新APP（蘋果手機版）蘋果用戶更新自動更新：蘋果手機設置頁，點擊設置-App Store-打開自動更新。（*注意：如設置自動更新，則您手機上安裝的所有App都將自動更新。）手動更新：打開App Store，點擊右上角頭像進入賬戶頁面，通過下方更新列表，或點擊【已購項目】查看目前已有App的狀態，點擊手動更新對應App。蘋果用戶下載蘋果老用戶，直接進入App Store下載。點擊右上角的頭像，進入【賬戶】頁面， 點擊【已購項目】，再切換右邊的【不在此iPhone上】按鈕，可以查看到已安裝過的APP，下載安裝老虎國際App。更換蘋果手機的存量用戶，請下載並安裝TestFlight包。在手機瀏覽器中打開鏈接：<a href=\"https://testflight.apple.com/join/27Pw9M0d\" target=\"_blank\">點擊下載TestFlight應用</a>點擊\"第1步\"中的【在App Store查看】，下載TestFlight應用；下載完成後返回瀏覽器（不需打開TestFlight應用）點擊\"第2步\"Beta版本下方【開始測試】，跳轉後點擊【安裝】，安裝後即可正常使用。存量用戶安裝更新APP（安卓手機版）安卓用戶更新更新提醒：當App全量更新後，您啓動App時會收到升級彈窗提醒，您可以點擊【立即更新】更新到最新App版本","text":"尊敬的客戶您好，本公司將於2023年5月18日起調整境內用戶更新客戶端的方式，在境內應用市場下架旗下APP「老虎國際」。本次調整不影響存量客戶對APP的正常使用，公司仍將持續爲存量客戶提供優質服務並保障客戶資產安全。對於境內增量用戶，公司已於2022年12月31日零點起不再受理中國境內用戶的開戶申請。未來，公司將按照中國監管要求，繼續依法合規地服務好存量客戶。本指引只適用於存量客戶，存量客戶更新、下載APP的相關安排如下：存量用戶安裝更新APP（蘋果手機版）蘋果用戶更新自動更新：蘋果手機設置頁，點擊設置-App Store-打開自動更新。（*注意：如設置自動更新，則您手機上安裝的所有App都將自動更新。）手動更新：打開App Store，點擊右上角頭像進入賬戶頁面，通過下方更新列表，或點擊【已購項目】查看目前已有App的狀態，點擊手動更新對應App。蘋果用戶下載蘋果老用戶，直接進入App Store下載。點擊右上角的頭像，進入【賬戶】頁面， 點擊【已購項目】，再切換右邊的【不在此iPhone上】按鈕，可以查看到已安裝過的APP，下載安裝老虎國際App。更換蘋果手機的存量用戶，請下載並安裝TestFlight包。在手機瀏覽器中打開鏈接：點擊下載TestFlight應用點擊\"第1步\"中的【在App Store查看】，下載TestFlight應用；下載完成後返回瀏覽器（不需打開TestFlight應用）點擊\"第2步\"Beta版本下方【開始測試】，跳轉後點擊【安裝】，安裝後即可正常使用。存量用戶安裝更新APP（安卓手機版）安卓用戶更新更新提醒：當App全量更新後，您啓動App時會收到升級彈窗提醒，您可以點擊【立即更新】更新到最新App版本","images":[{"img":"https://static.tigerbbs.com/4495b7909d398a9d7c1109df811eb484","width":"1080","height":"2000"},{"img":"https://static.tigerbbs.com/3d275b03e719a635a2c4041dc1147e62","width":"1614","height":"344"},{"img":"https://static.tigerbbs.com/ed2467869b9dd4f242cd10b995d6e774","width":"1218","height":"268"}],"top":1,"highlighted":2,"essential":1,"paper":2,"likeSize":0,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/652921009","isVote":1,"tweetType":1,"viewCount":0,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":7,"langContent":"CN","totalScore":0},"isVote":1,"tweetType":1,"viewCount":1811,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0},{"id":625555103,"gmtCreate":1676601547404,"gmtModify":1676601547404,"author":{"id":"32921348529986","authorId":"32921348529986","name":"olamega","avatar":"https://static.tigerbbs.com/28c9fd34c5c084276f92ba2a74212cf0","crmLevel":3,"crmLevelSwitch":0,"followedFlag":false,"idStr":"32921348529986","authorIdStr":"32921348529986"},"themes":[],"htmlText":"<a href=\"https://laohu8.com/S/TSLA\">$特斯拉(TSLA)$&nbsp;</a><a href=\"https://laohu8.com/S/TSM\">$台积电(TSM)$&nbsp;</a><a href=\"https://laohu8.com/S/NVDA\">$英伟达(NVDA)$&nbsp;</a>","listText":"<a href=\"https://laohu8.com/S/TSLA\">$特斯拉(TSLA)$&nbsp;</a><a href=\"https://laohu8.com/S/TSM\">$台积电(TSM)$&nbsp;</a><a href=\"https://laohu8.com/S/NVDA\">$英伟达(NVDA)$&nbsp;</a>","text":"$特斯拉(TSLA)$ $台积电(TSM)$ $英伟达(NVDA)$","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":0,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/625555103","repostId":"625232247","repostType":1,"repost":{"id":625232247,"gmtCreate":1676476382745,"gmtModify":1676476402810,"author":{"id":"3527667590215376","authorId":"3527667590215376","name":"期权小班长","avatar":"https://static.tigerbbs.com/e785bea87af8baf08d2b24111b78c16a","crmLevel":1,"crmLevelSwitch":0,"followedFlag":false,"idStr":"3527667590215376","authorIdStr":"3527667590215376"},"themes":[],"title":"機構利用信息空窗期瘋狂下注","htmlText":"矚目的1月CPI公佈後，短期期權交易量暴增，具體來說是到期日在3月17日之前的期權交易量暴增。機構可能想趁着3月議息會議前再大撈一把。其中2月24號到期的期權交易量陡然增長，如果說2月17日到期和3月17日到期是月權所以成交量較大，那麼處於中間位置的周權有什麼吸引力呢？從宏觀日曆來看，3月10日當週會公佈美國2月非農數據，3月17日當週會公佈美國2月CPI，而3月24日當週則要召開FOMC會議。而週二公佈完1月CPI後，雖然下週會公佈FOMC會議紀要和PCE，其重要性遠遠比不過上面三個事件，所以近三週成爲相對的數據空窗期。標題用的瘋狂下注沒有誇張的成分：<a target=\"_blank\" href=\"https://laohu8.com/OPT/ARKK%2020230224%2043.0%20CALL\">$ARKK 20230224 43.0 CALL$</a>，成交量達到9萬張，成交金額超過300萬，之所以如此關注ARKK的期權異動，因爲ARKK的第一權重股是特斯拉，特斯拉佔比約爲10%，交易者對ARKK方向的判斷就約等同於對特斯拉的方向判斷。不過比較遺憾的是這張期權的買賣方向不太明確，43這個行權價也不太好劃分，買賣都有道理。結合今天美元上破104，我依然覺得sell&nbsp;call是不錯的策略，次選末日sell&nbsp;put以及put價差策略。比如谷歌sell&nbsp;call:&nbsp;<a target=\"_blank\" href=\"https://laohu8.com/OPT/GOOG%2020230721%20100.0%20CALL\">$GOOG 20230721 100.0 CALL$</a>說實話這張大單挺激進的，如果是我來交易行權價會選110日期會選4月21。另外波音也出現了sell&nbsp;call大單:","listText":"矚目的1月CPI公佈後，短期期權交易量暴增，具體來說是到期日在3月17日之前的期權交易量暴增。機構可能想趁着3月議息會議前再大撈一把。其中2月24號到期的期權交易量陡然增長，如果說2月17日到期和3月17日到期是月權所以成交量較大，那麼處於中間位置的周權有什麼吸引力呢？從宏觀日曆來看，3月10日當週會公佈美國2月非農數據，3月17日當週會公佈美國2月CPI，而3月24日當週則要召開FOMC會議。而週二公佈完1月CPI後，雖然下週會公佈FOMC會議紀要和PCE，其重要性遠遠比不過上面三個事件，所以近三週成爲相對的數據空窗期。標題用的瘋狂下注沒有誇張的成分：<a target=\"_blank\" href=\"https://laohu8.com/OPT/ARKK%2020230224%2043.0%20CALL\">$ARKK 20230224 43.0 CALL$</a>，成交量達到9萬張，成交金額超過300萬，之所以如此關注ARKK的期權異動，因爲ARKK的第一權重股是特斯拉，特斯拉佔比約爲10%，交易者對ARKK方向的判斷就約等同於對特斯拉的方向判斷。不過比較遺憾的是這張期權的買賣方向不太明確，43這個行權價也不太好劃分，買賣都有道理。結合今天美元上破104，我依然覺得sell&nbsp;call是不錯的策略，次選末日sell&nbsp;put以及put價差策略。比如谷歌sell&nbsp;call:&nbsp;<a target=\"_blank\" href=\"https://laohu8.com/OPT/GOOG%2020230721%20100.0%20CALL\">$GOOG 20230721 100.0 CALL$</a>說實話這張大單挺激進的，如果是我來交易行權價會選110日期會選4月21。另外波音也出現了sell&nbsp;call大單:","text":"矚目的1月CPI公佈後，短期期權交易量暴增，具體來說是到期日在3月17日之前的期權交易量暴增。機構可能想趁着3月議息會議前再大撈一把。其中2月24號到期的期權交易量陡然增長，如果說2月17日到期和3月17日到期是月權所以成交量較大，那麼處於中間位置的周權有什麼吸引力呢？從宏觀日曆來看，3月10日當週會公佈美國2月非農數據，3月17日當週會公佈美國2月CPI，而3月24日當週則要召開FOMC會議。而週二公佈完1月CPI後，雖然下週會公佈FOMC會議紀要和PCE，其重要性遠遠比不過上面三個事件，所以近三週成爲相對的數據空窗期。標題用的瘋狂下注沒有誇張的成分：$ARKK 20230224 43.0 CALL$，成交量達到9萬張，成交金額超過300萬，之所以如此關注ARKK的期權異動，因爲ARKK的第一權重股是特斯拉，特斯拉佔比約爲10%，交易者對ARKK方向的判斷就約等同於對特斯拉的方向判斷。不過比較遺憾的是這張期權的買賣方向不太明確，43這個行權價也不太好劃分，買賣都有道理。結合今天美元上破104，我依然覺得sell call是不錯的策略，次選末日sell put以及put價差策略。比如谷歌sell call: $GOOG 20230721 100.0 CALL$說實話這張大單挺激進的，如果是我來交易行權價會選110日期會選4月21。另外波音也出現了sell call大單:","images":[{"img":"https://static.tigerbbs.com/812a4100850774efe54f588faa2c8d30","width":"-1","height":"-1"},{"img":"https://static.tigerbbs.com/3aa9550920666420df646e7f39950101","width":"-1","height":"-1"},{"img":"https://static.tigerbbs.com/6ea1ef5ee96981585da232ca2d5c137d","width":"-1","height":"-1"}],"top":1,"highlighted":2,"essential":2,"paper":2,"likeSize":0,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/625232247","isVote":1,"tweetType":1,"viewCount":0,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":5,"langContent":"CN","totalScore":0},"isVote":1,"tweetType":1,"viewCount":1526,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0},{"id":625205192,"gmtCreate":1676467634717,"gmtModify":1676467634717,"author":{"id":"32921348529986","authorId":"32921348529986","name":"olamega","avatar":"https://static.tigerbbs.com/28c9fd34c5c084276f92ba2a74212cf0","crmLevel":3,"crmLevelSwitch":0,"followedFlag":false,"idStr":"32921348529986","authorIdStr":"32921348529986"},"themes":[],"htmlText":"<a href=\"https://laohu8.com/S/TSM\">$台积电(TSM)$&nbsp;</a><a href=\"https://laohu8.com/S/TSLA\">$特斯拉(TSLA)$&nbsp;</a><a href=\"https://laohu8.com/S/NVDA\">$英伟达(NVDA)$&nbsp;</a>","listText":"<a href=\"https://laohu8.com/S/TSM\">$台积电(TSM)$&nbsp;</a><a href=\"https://laohu8.com/S/TSLA\">$特斯拉(TSLA)$&nbsp;</a><a href=\"https://laohu8.com/S/NVDA\">$英伟达(NVDA)$&nbsp;</a>","text":"$台积电(TSM)$ $特斯拉(TSLA)$ $英伟达(NVDA)$","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":3,"commentSize":1,"repostSize":0,"link":"https://ttm.financial/post/625205192","repostId":"625653584","repostType":1,"repost":{"id":625653584,"gmtCreate":1676449468150,"gmtModify":1676450692788,"author":{"id":"21347731130544","authorId":"21347731130544","name":"价值投资为王","avatar":"https://static.tigerbbs.com/89ffffc59ff9ac9cb9cb74f596418d44","crmLevel":4,"crmLevelSwitch":0,"followedFlag":false,"idStr":"21347731130544","authorIdStr":"21347731130544"},"themes":[],"title":"別慌！臺積電將繼續上漲，巴菲特減持無關痛癢！","htmlText":"早上，看到巴菲特旗下的伯克希爾大手筆減持臺積電還是挺意外的。這筆投資，去年三季度首次建倉，並把臺積電買成了前10大持倉股，如今，股價剛剛有所反彈，股神竟然接近清倉。這種震驚，跟2020年初巴菲特前腳聲稱堅守航空股，後腳就清倉差不多，猶記得當時國內的巴菲特信徒、著名投資人段永平稱“我對老巴清空航空公司是有點意外的，因爲他剛剛說過他不會賣航空公司！這個時候賣就等於把粉絲套進去了哈，有點難以理解。”事後來看，巴菲特賣虧了，這也證明，股神也會看走眼。接近清倉臺積電之後，市場都在猜測原因，首要的因素被認爲是中美在半導體行業衝突加劇，如美國禁止美籍高管在中國芯片公司任職，並聯合荷蘭、日本對中國半導體實施更嚴苛的出口限制。由於臺積電總部在臺灣，加上俄烏戰爭的啓示，市場一直擔憂臺積電的政治風險。該因素雖然令人擔憂，但實際上，在伯克希爾買入之前就已經存在，當時重倉買入的時候沒有考慮政治風險，難道就因爲美日荷要聯手打壓中國半導體就開始慌了？這未免也太不巴菲特了！對了，巴菲特本來對科技股就抱有偏見，因此，買臺積電的時候，市場就質疑是不是巴菲特做的決定，如今，只持有1個季度就清倉，基本證明，這不是巴菲特做的決定，很有可能是接班人所爲。從臺積電身上不難看出，後巴菲特時代的伯克希爾終究還是走上了割粉絲的老路。減持消息出來後，臺積電股價大跌了5%：個人認爲此次減持不會扭轉檯積電股價走勢，主要原因是半導體行業將在今年上半年見底，下半年業績回升，2024年重回高增長。首先，半導體行業是週期性行業，受宏觀經濟影響較大，但人類進入智能化時代，對半導體的產品需求將日益增加，因此，半導體既有周期屬性，也是絕佳的成長性行業。臺積電憑藉領先的製作工藝，目前已經和三星實現了寡頭壟斷，中芯國際等其他對手，很難挑戰先進工藝，因此，臺積電的基本面不會因爲伯克希爾的減持而發生變化。其次，根據臺積電、阿斯麥、美光科技、AMD等半導","listText":"早上，看到巴菲特旗下的伯克希爾大手筆減持臺積電還是挺意外的。這筆投資，去年三季度首次建倉，並把臺積電買成了前10大持倉股，如今，股價剛剛有所反彈，股神竟然接近清倉。這種震驚，跟2020年初巴菲特前腳聲稱堅守航空股，後腳就清倉差不多，猶記得當時國內的巴菲特信徒、著名投資人段永平稱“我對老巴清空航空公司是有點意外的，因爲他剛剛說過他不會賣航空公司！這個時候賣就等於把粉絲套進去了哈，有點難以理解。”事後來看，巴菲特賣虧了，這也證明，股神也會看走眼。接近清倉臺積電之後，市場都在猜測原因，首要的因素被認爲是中美在半導體行業衝突加劇，如美國禁止美籍高管在中國芯片公司任職，並聯合荷蘭、日本對中國半導體實施更嚴苛的出口限制。由於臺積電總部在臺灣，加上俄烏戰爭的啓示，市場一直擔憂臺積電的政治風險。該因素雖然令人擔憂，但實際上，在伯克希爾買入之前就已經存在，當時重倉買入的時候沒有考慮政治風險，難道就因爲美日荷要聯手打壓中國半導體就開始慌了？這未免也太不巴菲特了！對了，巴菲特本來對科技股就抱有偏見，因此，買臺積電的時候，市場就質疑是不是巴菲特做的決定，如今，只持有1個季度就清倉，基本證明，這不是巴菲特做的決定，很有可能是接班人所爲。從臺積電身上不難看出，後巴菲特時代的伯克希爾終究還是走上了割粉絲的老路。減持消息出來後，臺積電股價大跌了5%：個人認爲此次減持不會扭轉檯積電股價走勢，主要原因是半導體行業將在今年上半年見底，下半年業績回升，2024年重回高增長。首先，半導體行業是週期性行業，受宏觀經濟影響較大，但人類進入智能化時代，對半導體的產品需求將日益增加，因此，半導體既有周期屬性，也是絕佳的成長性行業。臺積電憑藉領先的製作工藝，目前已經和三星實現了寡頭壟斷，中芯國際等其他對手，很難挑戰先進工藝，因此，臺積電的基本面不會因爲伯克希爾的減持而發生變化。其次，根據臺積電、阿斯麥、美光科技、AMD等半導","text":"早上，看到巴菲特旗下的伯克希爾大手筆減持臺積電還是挺意外的。這筆投資，去年三季度首次建倉，並把臺積電買成了前10大持倉股，如今，股價剛剛有所反彈，股神竟然接近清倉。這種震驚，跟2020年初巴菲特前腳聲稱堅守航空股，後腳就清倉差不多，猶記得當時國內的巴菲特信徒、著名投資人段永平稱“我對老巴清空航空公司是有點意外的，因爲他剛剛說過他不會賣航空公司！這個時候賣就等於把粉絲套進去了哈，有點難以理解。”事後來看，巴菲特賣虧了，這也證明，股神也會看走眼。接近清倉臺積電之後，市場都在猜測原因，首要的因素被認爲是中美在半導體行業衝突加劇，如美國禁止美籍高管在中國芯片公司任職，並聯合荷蘭、日本對中國半導體實施更嚴苛的出口限制。由於臺積電總部在臺灣，加上俄烏戰爭的啓示，市場一直擔憂臺積電的政治風險。該因素雖然令人擔憂，但實際上，在伯克希爾買入之前就已經存在，當時重倉買入的時候沒有考慮政治風險，難道就因爲美日荷要聯手打壓中國半導體就開始慌了？這未免也太不巴菲特了！對了，巴菲特本來對科技股就抱有偏見，因此，買臺積電的時候，市場就質疑是不是巴菲特做的決定，如今，只持有1個季度就清倉，基本證明，這不是巴菲特做的決定，很有可能是接班人所爲。從臺積電身上不難看出，後巴菲特時代的伯克希爾終究還是走上了割粉絲的老路。減持消息出來後，臺積電股價大跌了5%：個人認爲此次減持不會扭轉檯積電股價走勢，主要原因是半導體行業將在今年上半年見底，下半年業績回升，2024年重回高增長。首先，半導體行業是週期性行業，受宏觀經濟影響較大，但人類進入智能化時代，對半導體的產品需求將日益增加，因此，半導體既有周期屬性，也是絕佳的成長性行業。臺積電憑藉領先的製作工藝，目前已經和三星實現了寡頭壟斷，中芯國際等其他對手，很難挑戰先進工藝，因此，臺積電的基本面不會因爲伯克希爾的減持而發生變化。其次，根據臺積電、阿斯麥、美光科技、AMD等半導","images":[{"img":"https://static.tigerbbs.com/c618958a9a90e3814f2c133462113ab3","width":"632","height":"1277"},{"img":"https://static.tigerbbs.com/0e99a9d346068c05c7d622cfb06b6dfe","width":"632","height":"346"},{"img":"https://static.tigerbbs.com/a61ed1666c4114fbd2fd451976e4dc36","width":"632","height":"346"}],"top":1,"highlighted":2,"essential":2,"paper":2,"likeSize":0,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/625653584","isVote":1,"tweetType":1,"viewCount":0,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":3,"langContent":"CN","totalScore":0},"isVote":1,"tweetType":1,"viewCount":2324,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0},{"id":625202478,"gmtCreate":1676467497696,"gmtModify":1676467884130,"author":{"id":"32921348529986","authorId":"32921348529986","name":"olamega","avatar":"https://static.tigerbbs.com/28c9fd34c5c084276f92ba2a74212cf0","crmLevel":3,"crmLevelSwitch":0,"followedFlag":false,"idStr":"32921348529986","authorIdStr":"32921348529986"},"themes":[],"htmlText":"<a href=\"https://laohu8.com/S/TIGR\">$老虎证券(TIGR)$&nbsp;</a><a href=\"https://laohu8.com/S/FUTU\">$富途控股(FUTU)$&nbsp;</a><a href=\"https://laohu8.com/S/TSLA\">$特斯拉(TSLA)$&nbsp;</a>","listText":"<a href=\"https://laohu8.com/S/TIGR\">$老虎证券(TIGR)$&nbsp;</a><a href=\"https://laohu8.com/S/FUTU\">$富途控股(FUTU)$&nbsp;</a><a href=\"https://laohu8.com/S/TSLA\">$特斯拉(TSLA)$&nbsp;</a>","text":"$老虎证券(TIGR)$ $富途控股(FUTU)$ 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$特斯拉(TSLA)$","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":7,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/625202478","repostId":"1137575108","repostType":2,"isVote":1,"tweetType":1,"viewCount":2347,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0},{"id":625205192,"gmtCreate":1676467634717,"gmtModify":1676467634717,"author":{"id":"32921348529986","authorId":"32921348529986","name":"olamega","avatar":"https://static.tigerbbs.com/28c9fd34c5c084276f92ba2a74212cf0","crmLevel":3,"crmLevelSwitch":0,"followedFlag":false,"idStr":"32921348529986","authorIdStr":"32921348529986"},"themes":[],"htmlText":"<a href=\"https://laohu8.com/S/TSM\">$台积电(TSM)$&nbsp;</a><a href=\"https://laohu8.com/S/TSLA\">$特斯拉(TSLA)$&nbsp;</a><a href=\"https://laohu8.com/S/NVDA\">$英伟达(NVDA)$&nbsp;</a>","listText":"<a href=\"https://laohu8.com/S/TSM\">$台积电(TSM)$&nbsp;</a><a href=\"https://laohu8.com/S/TSLA\">$特斯拉(TSLA)$&nbsp;</a><a href=\"https://laohu8.com/S/NVDA\">$英伟达(NVDA)$&nbsp;</a>","text":"$台积电(TSM)$ $特斯拉(TSLA)$ $英伟达(NVDA)$","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":3,"commentSize":1,"repostSize":0,"link":"https://ttm.financial/post/625205192","repostId":"625653584","repostType":1,"repost":{"id":625653584,"gmtCreate":1676449468150,"gmtModify":1676450692788,"author":{"id":"21347731130544","authorId":"21347731130544","name":"价值投资为王","avatar":"https://static.tigerbbs.com/89ffffc59ff9ac9cb9cb74f596418d44","crmLevel":4,"crmLevelSwitch":0,"followedFlag":false,"idStr":"21347731130544","authorIdStr":"21347731130544"},"themes":[],"title":"別慌！臺積電將繼續上漲，巴菲特減持無關痛癢！","htmlText":"早上，看到巴菲特旗下的伯克希爾大手筆減持臺積電還是挺意外的。這筆投資，去年三季度首次建倉，並把臺積電買成了前10大持倉股，如今，股價剛剛有所反彈，股神竟然接近清倉。這種震驚，跟2020年初巴菲特前腳聲稱堅守航空股，後腳就清倉差不多，猶記得當時國內的巴菲特信徒、著名投資人段永平稱“我對老巴清空航空公司是有點意外的，因爲他剛剛說過他不會賣航空公司！這個時候賣就等於把粉絲套進去了哈，有點難以理解。”事後來看，巴菲特賣虧了，這也證明，股神也會看走眼。接近清倉臺積電之後，市場都在猜測原因，首要的因素被認爲是中美在半導體行業衝突加劇，如美國禁止美籍高管在中國芯片公司任職，並聯合荷蘭、日本對中國半導體實施更嚴苛的出口限制。由於臺積電總部在臺灣，加上俄烏戰爭的啓示，市場一直擔憂臺積電的政治風險。該因素雖然令人擔憂，但實際上，在伯克希爾買入之前就已經存在，當時重倉買入的時候沒有考慮政治風險，難道就因爲美日荷要聯手打壓中國半導體就開始慌了？這未免也太不巴菲特了！對了，巴菲特本來對科技股就抱有偏見，因此，買臺積電的時候，市場就質疑是不是巴菲特做的決定，如今，只持有1個季度就清倉，基本證明，這不是巴菲特做的決定，很有可能是接班人所爲。從臺積電身上不難看出，後巴菲特時代的伯克希爾終究還是走上了割粉絲的老路。減持消息出來後，臺積電股價大跌了5%：個人認爲此次減持不會扭轉檯積電股價走勢，主要原因是半導體行業將在今年上半年見底，下半年業績回升，2024年重回高增長。首先，半導體行業是週期性行業，受宏觀經濟影響較大，但人類進入智能化時代，對半導體的產品需求將日益增加，因此，半導體既有周期屬性，也是絕佳的成長性行業。臺積電憑藉領先的製作工藝，目前已經和三星實現了寡頭壟斷，中芯國際等其他對手，很難挑戰先進工藝，因此，臺積電的基本面不會因爲伯克希爾的減持而發生變化。其次，根據臺積電、阿斯麥、美光科技、AMD等半導","listText":"早上，看到巴菲特旗下的伯克希爾大手筆減持臺積電還是挺意外的。這筆投資，去年三季度首次建倉，並把臺積電買成了前10大持倉股，如今，股價剛剛有所反彈，股神竟然接近清倉。這種震驚，跟2020年初巴菲特前腳聲稱堅守航空股，後腳就清倉差不多，猶記得當時國內的巴菲特信徒、著名投資人段永平稱“我對老巴清空航空公司是有點意外的，因爲他剛剛說過他不會賣航空公司！這個時候賣就等於把粉絲套進去了哈，有點難以理解。”事後來看，巴菲特賣虧了，這也證明，股神也會看走眼。接近清倉臺積電之後，市場都在猜測原因，首要的因素被認爲是中美在半導體行業衝突加劇，如美國禁止美籍高管在中國芯片公司任職，並聯合荷蘭、日本對中國半導體實施更嚴苛的出口限制。由於臺積電總部在臺灣，加上俄烏戰爭的啓示，市場一直擔憂臺積電的政治風險。該因素雖然令人擔憂，但實際上，在伯克希爾買入之前就已經存在，當時重倉買入的時候沒有考慮政治風險，難道就因爲美日荷要聯手打壓中國半導體就開始慌了？這未免也太不巴菲特了！對了，巴菲特本來對科技股就抱有偏見，因此，買臺積電的時候，市場就質疑是不是巴菲特做的決定，如今，只持有1個季度就清倉，基本證明，這不是巴菲特做的決定，很有可能是接班人所爲。從臺積電身上不難看出，後巴菲特時代的伯克希爾終究還是走上了割粉絲的老路。減持消息出來後，臺積電股價大跌了5%：個人認爲此次減持不會扭轉檯積電股價走勢，主要原因是半導體行業將在今年上半年見底，下半年業績回升，2024年重回高增長。首先，半導體行業是週期性行業，受宏觀經濟影響較大，但人類進入智能化時代，對半導體的產品需求將日益增加，因此，半導體既有周期屬性，也是絕佳的成長性行業。臺積電憑藉領先的製作工藝，目前已經和三星實現了寡頭壟斷，中芯國際等其他對手，很難挑戰先進工藝，因此，臺積電的基本面不會因爲伯克希爾的減持而發生變化。其次，根據臺積電、阿斯麥、美光科技、AMD等半導","text":"早上，看到巴菲特旗下的伯克希爾大手筆減持臺積電還是挺意外的。這筆投資，去年三季度首次建倉，並把臺積電買成了前10大持倉股，如今，股價剛剛有所反彈，股神竟然接近清倉。這種震驚，跟2020年初巴菲特前腳聲稱堅守航空股，後腳就清倉差不多，猶記得當時國內的巴菲特信徒、著名投資人段永平稱“我對老巴清空航空公司是有點意外的，因爲他剛剛說過他不會賣航空公司！這個時候賣就等於把粉絲套進去了哈，有點難以理解。”事後來看，巴菲特賣虧了，這也證明，股神也會看走眼。接近清倉臺積電之後，市場都在猜測原因，首要的因素被認爲是中美在半導體行業衝突加劇，如美國禁止美籍高管在中國芯片公司任職，並聯合荷蘭、日本對中國半導體實施更嚴苛的出口限制。由於臺積電總部在臺灣，加上俄烏戰爭的啓示，市場一直擔憂臺積電的政治風險。該因素雖然令人擔憂，但實際上，在伯克希爾買入之前就已經存在，當時重倉買入的時候沒有考慮政治風險，難道就因爲美日荷要聯手打壓中國半導體就開始慌了？這未免也太不巴菲特了！對了，巴菲特本來對科技股就抱有偏見，因此，買臺積電的時候，市場就質疑是不是巴菲特做的決定，如今，只持有1個季度就清倉，基本證明，這不是巴菲特做的決定，很有可能是接班人所爲。從臺積電身上不難看出，後巴菲特時代的伯克希爾終究還是走上了割粉絲的老路。減持消息出來後，臺積電股價大跌了5%：個人認爲此次減持不會扭轉檯積電股價走勢，主要原因是半導體行業將在今年上半年見底，下半年業績回升，2024年重回高增長。首先，半導體行業是週期性行業，受宏觀經濟影響較大，但人類進入智能化時代，對半導體的產品需求將日益增加，因此，半導體既有周期屬性，也是絕佳的成長性行業。臺積電憑藉領先的製作工藝，目前已經和三星實現了寡頭壟斷，中芯國際等其他對手，很難挑戰先進工藝，因此，臺積電的基本面不會因爲伯克希爾的減持而發生變化。其次，根據臺積電、阿斯麥、美光科技、AMD等半導","images":[{"img":"https://static.tigerbbs.com/c618958a9a90e3814f2c133462113ab3","width":"632","height":"1277"},{"img":"https://static.tigerbbs.com/0e99a9d346068c05c7d622cfb06b6dfe","width":"632","height":"346"},{"img":"https://static.tigerbbs.com/a61ed1666c4114fbd2fd451976e4dc36","width":"632","height":"346"}],"top":1,"highlighted":2,"essential":2,"paper":2,"likeSize":0,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/625653584","isVote":1,"tweetType":1,"viewCount":0,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":3,"langContent":"CN","totalScore":0},"isVote":1,"tweetType":1,"viewCount":2324,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0},{"id":211844100145384,"gmtCreate":1692756157420,"gmtModify":1692756157473,"author":{"id":"32921348529986","authorId":"32921348529986","name":"olamega","avatar":"https://static.tigerbbs.com/28c9fd34c5c084276f92ba2a74212cf0","crmLevel":3,"crmLevelSwitch":0,"followedFlag":false,"idStr":"32921348529986","authorIdStr":"32921348529986"},"themes":[],"htmlText":"<a href=\"https://laohu8.com/S/PDD\">$拼多多(PDD)$&nbsp;</a>lotto call","listText":"<a href=\"https://laohu8.com/S/PDD\">$拼多多(PDD)$&nbsp;</a>lotto call","text":"$拼多多(PDD)$ lotto call","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":0,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/211844100145384","isVote":1,"tweetType":1,"viewCount":1223,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0},{"id":652970481,"gmtCreate":1684244124444,"gmtModify":1684244124444,"author":{"id":"32921348529986","authorId":"32921348529986","name":"olamega","avatar":"https://static.tigerbbs.com/28c9fd34c5c084276f92ba2a74212cf0","crmLevel":3,"crmLevelSwitch":0,"followedFlag":false,"idStr":"32921348529986","authorIdStr":"32921348529986"},"themes":[],"htmlText":"mark","listText":"mark","text":"mark","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":0,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/652970481","repostId":"652921009","repostType":1,"repost":{"id":652921009,"gmtCreate":1684231133123,"gmtModify":1684242020029,"author":{"id":"37000856390400","authorId":"37000856390400","name":"小虎通知","avatar":"https://static.laohu8.com/40ff9573326cbdce8ed2a4976ed63455","crmLevel":1,"crmLevelSwitch":0,"followedFlag":false,"idStr":"37000856390400","authorIdStr":"37000856390400"},"themes":[],"title":"老虎國際存量用戶安裝更新APP指引","htmlText":"尊敬的客戶您好，本公司將於2023年5月18日起調整境內用戶更新客戶端的方式，在境內應用市場下架旗下APP「老虎國際」。本次調整不影響存量客戶對APP的正常使用，公司仍將持續爲存量客戶提供優質服務並保障客戶資產安全。對於境內增量用戶，公司已於2022年12月31日零點起不再受理中國境內用戶的開戶申請。未來，公司將按照中國監管要求，繼續依法合規地服務好存量客戶。本指引只適用於存量客戶，存量客戶更新、下載APP的相關安排如下：存量用戶安裝更新APP（蘋果手機版）蘋果用戶更新自動更新：蘋果手機設置頁，點擊設置-App Store-打開自動更新。（*注意：如設置自動更新，則您手機上安裝的所有App都將自動更新。）手動更新：打開App Store，點擊右上角頭像進入賬戶頁面，通過下方更新列表，或點擊【已購項目】查看目前已有App的狀態，點擊手動更新對應App。蘋果用戶下載蘋果老用戶，直接進入App Store下載。點擊右上角的頭像，進入【賬戶】頁面， 點擊【已購項目】，再切換右邊的【不在此iPhone上】按鈕，可以查看到已安裝過的APP，下載安裝老虎國際App。更換蘋果手機的存量用戶，請下載並安裝TestFlight包。在手機瀏覽器中打開鏈接：<a href=\"https://testflight.apple.com/join/27Pw9M0d\" target=\"_blank\">點擊下載TestFlight應用</a>點擊\"第1步\"中的【在App Store查看】，下載TestFlight應用；下載完成後返回瀏覽器（不需打開TestFlight應用）點擊\"第2步\"Beta版本下方【開始測試】，跳轉後點擊【安裝】，安裝後即可正常使用。存量用戶安裝更新APP（安卓手機版）安卓用戶更新更新提醒：當App全量更新後，您啓動App時會收到升級彈窗提醒，您可以點擊【立即更新】更新到最新App版本","listText":"尊敬的客戶您好，本公司將於2023年5月18日起調整境內用戶更新客戶端的方式，在境內應用市場下架旗下APP「老虎國際」。本次調整不影響存量客戶對APP的正常使用，公司仍將持續爲存量客戶提供優質服務並保障客戶資產安全。對於境內增量用戶，公司已於2022年12月31日零點起不再受理中國境內用戶的開戶申請。未來，公司將按照中國監管要求，繼續依法合規地服務好存量客戶。本指引只適用於存量客戶，存量客戶更新、下載APP的相關安排如下：存量用戶安裝更新APP（蘋果手機版）蘋果用戶更新自動更新：蘋果手機設置頁，點擊設置-App Store-打開自動更新。（*注意：如設置自動更新，則您手機上安裝的所有App都將自動更新。）手動更新：打開App Store，點擊右上角頭像進入賬戶頁面，通過下方更新列表，或點擊【已購項目】查看目前已有App的狀態，點擊手動更新對應App。蘋果用戶下載蘋果老用戶，直接進入App Store下載。點擊右上角的頭像，進入【賬戶】頁面， 點擊【已購項目】，再切換右邊的【不在此iPhone上】按鈕，可以查看到已安裝過的APP，下載安裝老虎國際App。更換蘋果手機的存量用戶，請下載並安裝TestFlight包。在手機瀏覽器中打開鏈接：<a href=\"https://testflight.apple.com/join/27Pw9M0d\" target=\"_blank\">點擊下載TestFlight應用</a>點擊\"第1步\"中的【在App Store查看】，下載TestFlight應用；下載完成後返回瀏覽器（不需打開TestFlight應用）點擊\"第2步\"Beta版本下方【開始測試】，跳轉後點擊【安裝】，安裝後即可正常使用。存量用戶安裝更新APP（安卓手機版）安卓用戶更新更新提醒：當App全量更新後，您啓動App時會收到升級彈窗提醒，您可以點擊【立即更新】更新到最新App版本","text":"尊敬的客戶您好，本公司將於2023年5月18日起調整境內用戶更新客戶端的方式，在境內應用市場下架旗下APP「老虎國際」。本次調整不影響存量客戶對APP的正常使用，公司仍將持續爲存量客戶提供優質服務並保障客戶資產安全。對於境內增量用戶，公司已於2022年12月31日零點起不再受理中國境內用戶的開戶申請。未來，公司將按照中國監管要求，繼續依法合規地服務好存量客戶。本指引只適用於存量客戶，存量客戶更新、下載APP的相關安排如下：存量用戶安裝更新APP（蘋果手機版）蘋果用戶更新自動更新：蘋果手機設置頁，點擊設置-App Store-打開自動更新。（*注意：如設置自動更新，則您手機上安裝的所有App都將自動更新。）手動更新：打開App Store，點擊右上角頭像進入賬戶頁面，通過下方更新列表，或點擊【已購項目】查看目前已有App的狀態，點擊手動更新對應App。蘋果用戶下載蘋果老用戶，直接進入App Store下載。點擊右上角的頭像，進入【賬戶】頁面， 點擊【已購項目】，再切換右邊的【不在此iPhone上】按鈕，可以查看到已安裝過的APP，下載安裝老虎國際App。更換蘋果手機的存量用戶，請下載並安裝TestFlight包。在手機瀏覽器中打開鏈接：點擊下載TestFlight應用點擊\"第1步\"中的【在App Store查看】，下載TestFlight應用；下載完成後返回瀏覽器（不需打開TestFlight應用）點擊\"第2步\"Beta版本下方【開始測試】，跳轉後點擊【安裝】，安裝後即可正常使用。存量用戶安裝更新APP（安卓手機版）安卓用戶更新更新提醒：當App全量更新後，您啓動App時會收到升級彈窗提醒，您可以點擊【立即更新】更新到最新App版本","images":[{"img":"https://static.tigerbbs.com/4495b7909d398a9d7c1109df811eb484","width":"1080","height":"2000"},{"img":"https://static.tigerbbs.com/3d275b03e719a635a2c4041dc1147e62","width":"1614","height":"344"},{"img":"https://static.tigerbbs.com/ed2467869b9dd4f242cd10b995d6e774","width":"1218","height":"268"}],"top":1,"highlighted":2,"essential":1,"paper":2,"likeSize":0,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/652921009","isVote":1,"tweetType":1,"viewCount":0,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":7,"langContent":"CN","totalScore":0},"isVote":1,"tweetType":1,"viewCount":1811,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0},{"id":625555103,"gmtCreate":1676601547404,"gmtModify":1676601547404,"author":{"id":"32921348529986","authorId":"32921348529986","name":"olamega","avatar":"https://static.tigerbbs.com/28c9fd34c5c084276f92ba2a74212cf0","crmLevel":3,"crmLevelSwitch":0,"followedFlag":false,"idStr":"32921348529986","authorIdStr":"32921348529986"},"themes":[],"htmlText":"<a href=\"https://laohu8.com/S/TSLA\">$特斯拉(TSLA)$&nbsp;</a><a href=\"https://laohu8.com/S/TSM\">$台积电(TSM)$&nbsp;</a><a href=\"https://laohu8.com/S/NVDA\">$英伟达(NVDA)$&nbsp;</a>","listText":"<a href=\"https://laohu8.com/S/TSLA\">$特斯拉(TSLA)$&nbsp;</a><a href=\"https://laohu8.com/S/TSM\">$台积电(TSM)$&nbsp;</a><a href=\"https://laohu8.com/S/NVDA\">$英伟达(NVDA)$&nbsp;</a>","text":"$特斯拉(TSLA)$ $台积电(TSM)$ $英伟达(NVDA)$","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":0,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/625555103","repostId":"625232247","repostType":1,"repost":{"id":625232247,"gmtCreate":1676476382745,"gmtModify":1676476402810,"author":{"id":"3527667590215376","authorId":"3527667590215376","name":"期权小班长","avatar":"https://static.tigerbbs.com/e785bea87af8baf08d2b24111b78c16a","crmLevel":1,"crmLevelSwitch":0,"followedFlag":false,"idStr":"3527667590215376","authorIdStr":"3527667590215376"},"themes":[],"title":"機構利用信息空窗期瘋狂下注","htmlText":"矚目的1月CPI公佈後，短期期權交易量暴增，具體來說是到期日在3月17日之前的期權交易量暴增。機構可能想趁着3月議息會議前再大撈一把。其中2月24號到期的期權交易量陡然增長，如果說2月17日到期和3月17日到期是月權所以成交量較大，那麼處於中間位置的周權有什麼吸引力呢？從宏觀日曆來看，3月10日當週會公佈美國2月非農數據，3月17日當週會公佈美國2月CPI，而3月24日當週則要召開FOMC會議。而週二公佈完1月CPI後，雖然下週會公佈FOMC會議紀要和PCE，其重要性遠遠比不過上面三個事件，所以近三週成爲相對的數據空窗期。標題用的瘋狂下注沒有誇張的成分：<a target=\"_blank\" href=\"https://laohu8.com/OPT/ARKK%2020230224%2043.0%20CALL\">$ARKK 20230224 43.0 CALL$</a>，成交量達到9萬張，成交金額超過300萬，之所以如此關注ARKK的期權異動，因爲ARKK的第一權重股是特斯拉，特斯拉佔比約爲10%，交易者對ARKK方向的判斷就約等同於對特斯拉的方向判斷。不過比較遺憾的是這張期權的買賣方向不太明確，43這個行權價也不太好劃分，買賣都有道理。結合今天美元上破104，我依然覺得sell&nbsp;call是不錯的策略，次選末日sell&nbsp;put以及put價差策略。比如谷歌sell&nbsp;call:&nbsp;<a target=\"_blank\" href=\"https://laohu8.com/OPT/GOOG%2020230721%20100.0%20CALL\">$GOOG 20230721 100.0 CALL$</a>說實話這張大單挺激進的，如果是我來交易行權價會選110日期會選4月21。另外波音也出現了sell&nbsp;call大單:","listText":"矚目的1月CPI公佈後，短期期權交易量暴增，具體來說是到期日在3月17日之前的期權交易量暴增。機構可能想趁着3月議息會議前再大撈一把。其中2月24號到期的期權交易量陡然增長，如果說2月17日到期和3月17日到期是月權所以成交量較大，那麼處於中間位置的周權有什麼吸引力呢？從宏觀日曆來看，3月10日當週會公佈美國2月非農數據，3月17日當週會公佈美國2月CPI，而3月24日當週則要召開FOMC會議。而週二公佈完1月CPI後，雖然下週會公佈FOMC會議紀要和PCE，其重要性遠遠比不過上面三個事件，所以近三週成爲相對的數據空窗期。標題用的瘋狂下注沒有誇張的成分：<a target=\"_blank\" href=\"https://laohu8.com/OPT/ARKK%2020230224%2043.0%20CALL\">$ARKK 20230224 43.0 CALL$</a>，成交量達到9萬張，成交金額超過300萬，之所以如此關注ARKK的期權異動，因爲ARKK的第一權重股是特斯拉，特斯拉佔比約爲10%，交易者對ARKK方向的判斷就約等同於對特斯拉的方向判斷。不過比較遺憾的是這張期權的買賣方向不太明確，43這個行權價也不太好劃分，買賣都有道理。結合今天美元上破104，我依然覺得sell&nbsp;call是不錯的策略，次選末日sell&nbsp;put以及put價差策略。比如谷歌sell&nbsp;call:&nbsp;<a target=\"_blank\" href=\"https://laohu8.com/OPT/GOOG%2020230721%20100.0%20CALL\">$GOOG 20230721 100.0 CALL$</a>說實話這張大單挺激進的，如果是我來交易行權價會選110日期會選4月21。另外波音也出現了sell&nbsp;call大單:","text":"矚目的1月CPI公佈後，短期期權交易量暴增，具體來說是到期日在3月17日之前的期權交易量暴增。機構可能想趁着3月議息會議前再大撈一把。其中2月24號到期的期權交易量陡然增長，如果說2月17日到期和3月17日到期是月權所以成交量較大，那麼處於中間位置的周權有什麼吸引力呢？從宏觀日曆來看，3月10日當週會公佈美國2月非農數據，3月17日當週會公佈美國2月CPI，而3月24日當週則要召開FOMC會議。而週二公佈完1月CPI後，雖然下週會公佈FOMC會議紀要和PCE，其重要性遠遠比不過上面三個事件，所以近三週成爲相對的數據空窗期。標題用的瘋狂下注沒有誇張的成分：$ARKK 20230224 43.0 CALL$，成交量達到9萬張，成交金額超過300萬，之所以如此關注ARKK的期權異動，因爲ARKK的第一權重股是特斯拉，特斯拉佔比約爲10%，交易者對ARKK方向的判斷就約等同於對特斯拉的方向判斷。不過比較遺憾的是這張期權的買賣方向不太明確，43這個行權價也不太好劃分，買賣都有道理。結合今天美元上破104，我依然覺得sell call是不錯的策略，次選末日sell put以及put價差策略。比如谷歌sell call: $GOOG 20230721 100.0 CALL$說實話這張大單挺激進的，如果是我來交易行權價會選110日期會選4月21。另外波音也出現了sell call大單:","images":[{"img":"https://static.tigerbbs.com/812a4100850774efe54f588faa2c8d30","width":"-1","height":"-1"},{"img":"https://static.tigerbbs.com/3aa9550920666420df646e7f39950101","width":"-1","height":"-1"},{"img":"https://static.tigerbbs.com/6ea1ef5ee96981585da232ca2d5c137d","width":"-1","height":"-1"}],"top":1,"highlighted":2,"essential":2,"paper":2,"likeSize":0,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/625232247","isVote":1,"tweetType":1,"viewCount":0,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":5,"langContent":"CN","totalScore":0},"isVote":1,"tweetType":1,"viewCount":1526,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0},{"id":626176059,"gmtCreate":1673967819073,"gmtModify":1676538910556,"author":{"id":"32921348529986","authorId":"32921348529986","name":"olamega","avatar":"https://static.tigerbbs.com/28c9fd34c5c084276f92ba2a74212cf0","crmLevel":3,"crmLevelSwitch":0,"followedFlag":false,"idStr":"32921348529986","authorIdStr":"32921348529986"},"themes":[],"htmlText":"mark","listText":"mark","text":"mark","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":0,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/626176059","repostId":"2302182834","repostType":2,"repost":{"id":"2302182834","kind":"highlight","pubTimestamp":1673491600,"share":"https://ttm.financial/m/news/2302182834?lang=en_US&edition=fundamental","pubTime":"2023-01-12 10:46","market":"hk","language":"zh","title":"Dialogue with He XPeng: Either wonderful enough or die with a bang","url":"https://stock-news.laohu8.com/highlight/detail?id=2302182834","media":"华尔街见闻","summary":"“小而美不是我想做的事情，所以我不会有在上下中间的这种压力，我的目标就是最上面。”“很多人跟我讲，造车是一个后悔的哲学。”在广州总部接受《中国企业家》专访时，小鹏汽车董事长、CEO何小鹏表示，造车是一","content":"<p><html><head></head><body><b>\"Small and beautiful is not what I want to do, so I won't have this kind of pressure in the middle of the top and bottom. My goal is to be at the top.\"</b>\"Many people tell me that building cars is a philosophy of regret.\" In an exclusive interview with \"Chinese Entrepreneur\" at the Guangzhou headquarters,<a href=\"https://laohu8.com/S/XPEV\">XPeng vehicles</a>Chairman and CEO He XPeng said that building a car is a long-term matter, and if the planning is not clear, it will be very painful.</p><p>For him, this \"pain\" is a brand-new experience, and it also inspires his fighting spirit and greater potential.</p><p>In 2017, He XPeng left UC to join XPeng Motors. In the past five years of building cars, he has experienced highlights and fallen into troughs several times. He once faced practical problems such as financing difficulties, tight cash flow, and chip shortages. He also achieved a perfect counterattack in 2021 and became the sales champion of new car-making forces in 2021.</p><p>But in 2022, new challenges have emerged. The twists and turns of the launch of the new car G9 made him rethink topics such as organizational structure, product business, operation management, and macro environment. \"XPeng used to pay too much attention to technological innovation, but technological innovation ultimately served customers. In the process of technological innovation to customers, we did things, but we didn't do it well enough.\" He XPeng said.</p><p>There are always two sides to the coin. In He XPeng's view, this is the challenge and \"the best thing to happen in 2022\":<b>\"Because there was a mistake, I saw my own lower-level problems.\"</b></p><p>Emphasizing the underlying \"logic\" is the trace engraved on him by the identity of product manager over the past years. If he went back to the beginning of car building, he would say to He XPeng at that time, \"Building a car is so painful, so you have to think clearly.\" But he also thinks it is a kind of luck to enter one of the most difficult industries of car building. I have a lot of exercise, made a lot of friends, and exercised a little bit of alcohol capacity. \"</p><p>More importantly, he thinks<b>\"In China's economic environment, I think someone must innovate in the combination of hardware and software. Only by doing such a thing can you have the foundation to do something more challenging and cool in the future.\"</b></p><p>What changes does building a car bring to him? How is awareness of the product built? What is the underlying logic of judging decisions? How to evaluate Lei Jun, Li Bin and Li Xiang? In January 2023, \"Chinese Entrepreneur\" had an in-depth dialogue with He XPeng, trying to find these answers.</p><p><b>Highlights of this dialogue include:</b>1. Building a car is a philosophy of regret. Because building a car is a long-term matter, it may take 24 to 48 months. At this time, you need to plan the environment, changes and ideas at that time. If the planning is not clear, you are in pain. 2. XPeng Automobile used to pay too much attention to technological innovation, but it didn't do well enough in the process of technological innovation to customers. 3. Most Autobots today don't believe it in their hearts<a href=\"https://laohu8.com/S/5RE.SI\">smart</a>They think that intelligence is just a sales methodology or a marketing gimmick. But as anyone familiar with the internet knows, this is a huge opportunity. 4. There are many enterprises in China that are well managed, but if you copy them, you will definitely die, because you don't have its favorable time, location, harmony and growth environment. 5. Our high school teacher likes to ask me how I'm doing recently? Have you talked a lot lately? 6. Those who can go up, and those who can't go down. If there is a capable person who surpasses me, I still have shares. If I give him some shares, it means that he is helping me create value. Why should I control it? As long as he is good for the enterprise, I will applaud him desperately. 7. I never felt that Lei Jun was my opponent, that is, my mentor and eldest brother. But I don't want to be him, I think he's too tired and trying too hard. 8. Otherwise, do it brilliantly enough, or die vigorously. Being small and beautiful is not what I want to do. My goal is to be the top.<b>The following is the dialogue arrangement (with deletions and modifications):</b></p><p><b>We still have a lot of cards</b></p><p><b>\"Chinese Entrepreneur\": In 2022, all three Wei Xiaoli companies will encounter some challenges and have a lot of reflections. How do you feel about 2022? What's the outlook for 2023?</b></p><p><b>XPeng He:</b>If you use one word to describe 2022, I think it is \"looking up\".</p><p>What is looking up? Looking up at a certain angle is standing at the bottom of a valley, a kind of deep reflection, and a higher expectation or requirement for the future. For example, our strategic plan in 2021 is to become a company with good profits, but in 2023, we will see changes in the market that smart cars will be like the development of computers and smartphones, and eventually there will be only three to four companies..<b>Unless you have a very good differentiated positioning in China, it is difficult to become a small and beautiful company, or a Chinese and beautiful company.</b>So I think 2022 is standing in the midst of challenges and looking up to the next five years.</p><p><b>Chinese Entrepreneur: This word is used very well. Looking up is not only looking up, but also looking back and forward. If you look back on the review, what things do you think have done well in the past year? What things need in-depth reflection and some behavioral adjustments?</b></p><p><b>XPeng He:</b>When building a car, many people told me that building a car is a philosophy of regret.</p><p><img src=\"https://static.tigerbbs.com/b40797a7f028d0a3f0be16c1f8b24be6\" tg-width=\"1024\" tg-height=\"682\" referrerpolicy=\"no-referrer\"/></p><p><b>Chinese Entrepreneur: How do you understand it?</b></p><p><b>XPeng He:</b>Because building a car is a long cycle, it may take 24 to 48 months. At this time, you need to plan the environment, changes and ideas at that time. If the planning is not clear, you are in pain. Car manufacturing is different from the Internet. The Internet has no supply chain, no manufacturing, and is a digital asset. Therefore, you don't have to think clearly about the pursuit of iteration, even one iteration a day.</p><p>Back in 2022, I think the first thing I didn't do well,<b>It is the failure to judge the impact of industry changes and macro changes on the automobile industry.</b>For example, it has not been judged that the price increase of batteries will be so high. What was the hardest thing about 2021? Supply of chips. What was the hardest thing about 2022? The price increase of battery cells. Battery cells have increased by 60%, resulting in a 20% increase in the cost of the entire vehicle.</p><p>The second thing that didn't do well was our new car, the G9.<b>XPeng used to pay too much attention to technological innovation, but technological innovation ultimately served customers, so in the process of technological innovation to customers, we did something, but we didn't do it well enough.</b></p><p>What's the best thing about 2022? Because there was an error, I saw my own lower-level problems.</p><p><b>Chinese Entrepreneur: Have you been knocked down by these mistakes?</b></p><p><b>XPeng He:</b>Doesn't knock out. Why? We used to run against the wind, and the core was who ran the fastest. If it was a 10-year plan, the core was who ran farther. 2022 gives us a good opportunity to reflect and a good time to adjust.<b>Because we still have many \"cards\"</b>, so the current adjustment is not panic, stable and orderly. So 2022 is for us to reconsider the planning for the next five years, adjust the entire organizational system, and it will continue this year. This is a very valuable thing I think to do.</p><p><b>Either be wonderful enough or die with a bang</b></p><p><b>Chinese Entrepreneur: Just now you said that building a car is a philosophy of regret. Of course, this philosophy of regret did not appear in recent years. Maybe it is a development logic that runs through the history of automobile industry.</b></p><p><b>Going back to XPeng vehicles, there are actually some pressures that you cannot resolve in 2022, such as the price increase of raw materials, and some of them may be realized earlier that they can be resolved, such as the problem of communication with users. Why didn't you realize this problem in 2020 or 2021?</b></p><p><img src=\"https://static.tigerbbs.com/b759cd6208f93c4d087c0e1f36ff2b76\" tg-width=\"1024\" tg-height=\"682\" referrerpolicy=\"no-referrer\"/></p><p><b>XPeng He:</b>First of all, in terms of internal values, a very important problem is that we have not gone all out to do this well. When an enterprise is first founded, everyone may be doing one thing. When an enterprise grows rapidly, more people will do several things at the same time.<b>This requires you to have more unified values and stronger organizational and managerial abilities.</b>The XPeng car is a mid-sized<a href=\"https://laohu8.com/S/V03.SI\">Startups</a>, comprehensive management ability needs to be improved. For example, if you have ideas but your actions fail to achieve them. You originally wanted to achieve 75 ~ 80 points, but your action ability lags behind by 10 ~ 15 points.</p><p>The second problem is that the market is changing. Three years ago, the whole market didn't pay much attention to it. Since last year, the market has become hot. Everyone will expect you to do better, and customers will expect more and have higher requirements. At this time, the enterprise is also developing upward, and you should do better yourself, but if you fail to do it, there will be a gap.</p><p>In addition, XPeng's product path may be different from other companies. They may make more expensive cars first, then drive down, and we go up, so the expectations of users will be different. Of course, for me, reflection is about how to adapt our organizational abilities tomorrow to this change.</p><p><b>Chinese Entrepreneur: Did you feel the pain of rushing up in this process?</b></p><p><b>XPeng He:</b>I think this pressure (makes me) excited. From the top five, the top three, and gradually to the top two, this is a process. First of all, you have to go in, and then constantly change yourself, including products, sales capabilities, customer experience, etc. It is crucial for XPeng to take a brave and solid step.</p><p>I think in the past practice, many enterprises either dare not take this step, or they are very weak. We have a summary that when we are good, we are actually not that good, and when we have problems, we actually don't have so many problems. It just means that our expectations for ourselves are high, and customers have high expectations for us. We haven't done it well enough yet.<b>But we didn't regress, we just didn't run faster.</b></p><p><b>\"Chinese Entrepreneur\": I have a judgment and want to verify it with you. Are Wei Xiaoli's three families all in the middle position? Because there are<a href=\"https://laohu8.com/S/TSLA\">Tesla</a>、<a href=\"https://laohu8.com/S/002594\">BYD</a>, there are a lot of chasers down, and getting stuck in the middle is the most uncomfortable. What do you think of this?</b></p><p><b>XPeng He:</b>No, if I am in the lower position, I have to look up two floors. If I am in the upper position, I have to look up again. I think it will always be the same logic, that is, looking up, and you are constantly moving forward. My internal logic is,<b>Otherwise, I will do it brilliantly enough, or I will die vigorously. Small and beautiful is not what I want to do, so I won't have this kind of pressure in the middle of the top and bottom. My goal is the top.</b></p><p><b>In the next five years, smart cars will be the competition point in the industry</b></p><p><b>Chinese Entrepreneur: When you first drove the G9, did you feel excited and nervous?</b></p><p><b>XPeng He:</b>I have driven it many times, and when I have driven it for thirty or forty kilometers, I have a very good feeling about the agility, handling and chassis of the G9. I must say that it is very strong (excitement). I was even more excited and excited when I drove XPeng's first car.</p><p><img src=\"https://static.tigerbbs.com/973f7e892cc31427aeb6bbf316ae0e23\" tg-width=\"1024\" tg-height=\"682\" referrerpolicy=\"no-referrer\"/></p><p><b>\"Chinese Entrepreneur\": You have tested every car yourself, and you are an in-depth user. When you drive which car in your memory, this tension will be stronger, and you feel that there are many things that need to be changed?</b></p><p><b>XPeng He:</b>The previous one of the G3. Our internal code name is David, but we didn't launch it later. I drove that car at the end of 2018. It broke down after driving it dozens of kilometers on the road, but I felt both excitement and tension.</p><p>The time that impressed me deeply in 2022 was when I test drove the P5 CNGP (Urban NGP Intelligent Navigation Assisted Driving), because I drive it once a month or so, but this is the first time I have driven intelligent assisted driving so many times. I feel very relaxed and reassuring, and I think it is safe and not silly.</p><p><b>Chinese Entrepreneur: What do you mean by not being stupid? How can a car not be stupid?</b></p><p><b>XPeng He:</b>I hope our intelligent driver drives like a driver who has been driving for several years, rather than a novice who has just known to drive, because he is not skilled enough in handling many environments and efficient enough. I think it can judge when to cut the line and know when to start accelerating. If a car changes, I should slow down a little, but don't stop. At that time, I will feel that it is smarter and more like a real environment. People are driving skillfully.</p><p>So when I drove the P5 that time, what excited me was that it was the first time I felt that high-level intelligent driving would quickly form an inflection point in the future. Because all intelligent driving in the past was to help without adding chaos, but what can really change driving habits must be high-level and global coverage. It doesn't mean that you can only cover 3 scenes out of 100 scenes, but there are 97 scenes. The scene is something that your main scene cannot solve.</p><p><b>\"Chinese Entrepreneur\": Where is the industry's match point in 2023? Where would you bet on?</b></p><p><b>XPeng He:</b>I think the next five years will move from the new energy in the previous five years to the combination of intelligence + new energy. In the last five years, \"intelligence\" was to make you more comfortable, but without it, you can do it. In the next five years, the core is to make you gradually form dependence. When you change a car, you will feel unaccustomed. In the next five years, from 2027 to 2032, I think driverless driving will really reach first-and second-tier cities.</p><p><b>So we think that in the next five years, smart cars will be a big match point.</b></p><p><b>\"Chinese Entrepreneur\": You may be more optimistic than the average person about intelligence, because even Tesla has a subscription rate of less than 2% of its intelligent driving option package in China. What do you think of this?</b></p><p><b>XPeng He:</b>First, the reason why I believe more in (intelligent driving) than most people is that I agreed with it from the beginning. I believe it won't change in 3 years like smart phones. It needs a process, and this process just gives us the opportunity. Second, in China, XPeng's intelligent driving is at the forefront, and we have encountered all the problems in it.</p><p><b>\"Chinese Entrepreneur\": In fact, there are different solutions and cooperation models for intelligent driving, but XPeng still prefers to do its own closed loop?</b></p><p><b>XPeng He:</b>Because we feel<b>Intelligent driving is the first and most important step to truly realize smart cars.</b>There are many solution providers who have more or less encountered challenges in mass production and scale. It requires the full logic of hardware, software, customers, security scenarios, and cost delivery. I don't think it can be done by a single company. But in 10 years, there may be companies that can provide low-cost solutions, but then there will be another problem. Are there fewer or more automobile manufacturers? If it becomes more and more, such solution companies are doing very well. If it becomes less and less, it is difficult.</p><p><img src=\"https://static.tigerbbs.com/1d4be0773c70c034c06296660743068b\" tg-width=\"1024\" tg-height=\"682\" referrerpolicy=\"no-referrer\"/></p><p>He XPeng believes that in the next five years, smart cars will be a big match point. Source: Respondents</p><p><b>\"Chinese Entrepreneur\": You will launch a new development platform in 2023. What are your thoughts on platformization?</b></p><p><b>XPeng He:</b>XPeng Motors will develop the next generation platform in 2020, and all of them will be launched in 2023. The G9 is the first car on the next generation platform. When we launch three cars on the platform, the subsequent supply chain capabilities will be greatly improved.</p><p>From 2017 to 2022, the first five years will be running forward wildly. I don't know what is right and what is wrong. After the trial, it will be made into a stable generation platform under the right circumstances. After the platform runs for a period of time, it will jump to the next platform, which will be more organized and the cost will be better controlled. We are different from many OEMs. OEMs are five-year or ten-year plans, but we think that the first phase is innovation-oriented, and the second phase is based on innovation, making valuable innovations and doing a good job in customer experience.</p><p><b>Chinese Entrepreneur: Will there be some adjustments in SKU? You didn't agree with the logic of explosive models before, but you also made some SKU simplifications.</b></p><p><b>XPeng He:</b>As the number of models increases, there will be fewer and fewer SKUs for a single model. Even next year, some models will have only one or two SKUs. I think it will be more reasonable for each model of smart cars to have about one or two SKUs in the future.</p><p><b>Chinese Entrepreneur: Will the supply chain have some moves this year? For example, batteries, have you set up a battery company called Guangzhou Pengyue Power?</b></p><p><b>XPeng He:</b>We didn't establish it, which is a misunderstanding of the outside world. Our plan is relatively clear. We have actually done a lot of things around the field of intelligence. For example, this year we will launch full-scenario intelligent assisted driving XNGP (the main function of). In some areas, we hope to do subtraction.</p><p><b>Chinese Entrepreneur: What are the places that need to be subtracted?</b></p><p><b>XPeng He:</b>For example, we are not considering investing in the field of batteries now. In fact, it is difficult to do every field, and it is good to succeed, but it depends on how much money you invest. Investing 100 yuan and investing 1 million are two risks. In the field of (battery cells), we now choose to cooperate.</p><p><b>We should not only be upright and surprising, but also think about the distance</b></p><p><b>Chinese Entrepreneur: You should have done a lot of organizational review and strategic review this year, because for new car companies, the complexity of the organization is very high. You should understand not only manufacturing, but also the Internet, intelligence and user operations, which will have high requirements for the flexibility, sensitivity and stability of the organization. What do you think of this issue?</b></p><p><b>XPeng He:</b>I think to be an automobile enterprise, two basic abilities are very important, the first is planning ability, and the second is organizational ability. Just like building a building, if you don't dig the foundation, you can build one or two floors, but if you want to build an 80-story or 200-story house, your thinking logic will be completely different. In 2014 and 2015, there were hundreds of car manufacturers in China, but only a few survived in the end. Most of them began to encounter capital challenges, and soon they became management challenges, so I will continue to adjust the organization from the second half of last year to this year.</p><p><b>We are now starting a business from 1 to 2.</b>1 is to establish a basic brand and a basic team, launch three to four products, and gain a certain market share. The next threshold may be 500,000 vehicles. Of course, the real threshold, I think, is to reach the level of 1 million to 1.5 million vehicles before you get tickets for smart cars. Can the organization adapt at this time? So when going from 1 to 2, we consider how to screen outstanding talents and how to motivate them with reasonable mechanisms.</p><p><img src=\"https://static.tigerbbs.com/b3b25edcb76706d816604a1cad743d36\" tg-width=\"1024\" tg-height=\"682\" referrerpolicy=\"no-referrer\"/></p><p><b>Chinese Entrepreneur: There has always been a trap of 10,000 people in Internet companies. By the time there are 10,000 people, the challenges of the organization are doubled. Has XPeng encountered the trap of 10,000 people?</b></p><p><b>XPeng He:</b>The trap of ten thousand people can't be said. I think it's a challenge in the management of ten thousand people. Especially automobile companies, which are decentralized, with hundreds of stores across the country. How do you communicate with these front-line employees and how to manage and motivate them are all different logics and different systems.</p><p><b>Chinese Entrepreneur: So what is the core problem you want to solve in this structural adjustment? Do you have a benchmark to learn from?</b></p><p><b>XPeng He:</b>Without a benchmark, there are many enterprises in China that are well managed, but if you copy it, you will definitely die, because you don't have its favorable weather, geographical location, people and growth environment. Secondly, organizational adjustment is a relatively endogenous thing for enterprises, and it is difficult for you to learn on a large scale, because you have grown to the scale you are today.</p><p><b>Chinese Entrepreneur: After the adjustment, many of your roles are in the front, such as product management. Are you in charge now?</b></p><p><b>XPeng He:</b>Yes, the first is to be front-end, and the second is to be connected. Make a good plan in the general direction, so that the front desk has enough flexibility, but he needs to know the values of your plan, what you encourage and what you oppose.</p><p><b>Chinese Entrepreneur: How did you establish your own understanding of products? Because you haven't really done hardware or cars before, you have put a lot of emotion into intelligence, but after all, intelligence has to be implemented on a machine, and there will still be some places that need to be integrated between these two logics.</b></p><p><b>XPeng He:</b>I dare not make hardware products. Basically everything I did before failed. Internet products will want to achieve the ultimate, but in fact, in the end, you don't know where your balance is and where your business is, because these are two systems.</p><p><b>After entering the automobile system, I think the most important thing is to be surprisingly upright.</b>What do you mean to keep integrity? Surprisingly where? Being upright means that you have to abide by the original tradition. Surprisingly, it is one or two surprises. To be honest, we are still stepping on pitfalls, but we are stepping on fewer and fewer pitfalls.</p><p><b>The second is to think about the distance.</b>What is a strange thing and what should be crossed, you have to see what it will become in the distance, but whether it will arrive in 10 years or 15 years, and whether its rhythm goes in a straight line or a curve, it is necessary to have a certain planning judgment and the ability to learn and adapt, because the market environment is changing.</p><p><b>\"Chinese Entrepreneur\": In the past five years, Shouzheng has surprisingly felt this kind of tearing in you? When was the time you felt it most strongly?</b></p><p><b>XPeng He:</b>Around the end of 2016, when the first ET (engineering trial production) car was launched. I hadn't joined the job yet, and they said that both waves of people cried when they opened it out. Autobots cried, saying that we drove out a car we made, and a group of people from the Internet also cried, because this car had no paint, no seats, only a very simple steering wheel and a bunch of exposed wires and batteries. Although it can be driven, they don't think it's a car. But Autobots think this is a process of producing cars.</p><p><b>So this is a very different thinking logic, and this kind of tearing is still a great damage to this day.</b>Today, most Autobots don't believe in intelligence in their hearts. They think that intelligence is just a sales methodology or a marketing gimmick. But anyone who is familiar with the Internet knows that this is a huge opportunity, which requires you to have enough deep cultivation of hardware, manufacturing and customers. It may take 10 to 15 years of study before you can finally get to the other side.</p><p><b>Chinese Entrepreneur: This is very critical. Sometimes the most important responsibility for a CEO is to make judgments and choices, whether to go to A or B, just like dismantling a bomb, cutting the red line or the blue line. I see that when you make judgment choices, your thinking path is different from that of many people. What is your underlying judgment logic?</b></p><p><b>XPeng He:</b>For many things, I will judge the product trend that will eventually be brought about by technological change, and I will look at it for a long, long time. Because there are many technological trends that will eventually change the world and the life around us. If you make a clear judgment, you won't have the courage to do it. When you have the courage to walk in, you will constantly adjust.</p><p>In the past, too many people in China were doing efficiency innovation and resource innovation. In this case, the big changes of First Move need someone to do them.<b>I think it will take about 10 to 15 years to make the first innovative thing, so there are many things that you have to think about, invest and prepare for 10 to 20 years, but in the end, failure or success are all wonderful lives.</b>I may be an entrepreneur with some technical feelings.</p><p><img src=\"https://static.tigerbbs.com/e0b6d38453ca89fdd9a0964b8f1c40a8\" tg-width=\"1024\" tg-height=\"681\" referrerpolicy=\"no-referrer\"/></p><p><b>Chinese Entrepreneur: You said at the financial report communication meeting that the company's medium and long-term goal is to increase the overall gross profit margin to more than 25%. How to achieve it?</b></p><p><b>XPeng He:</b>First of all, this is not a short-term goal, but a goal that must be achieved in the medium and long term. Secondly, the realization of this goal should not only come from hardware, but also from software and services. So I think autonomous driving and unmanned driving are the first steps, followed by the logic of the second and third steps. I firmly believe that if the automobile field is still a gasoline car or a hardware system, Chinese cars will not have the opportunity to go to the top few in the world. You should be upright and surprisingly, supplement your shortcomings, and give full play to your strong boards.</p><p><b>To realize the unity of values, we must win more battles</b></p><p><b>\"Chinese Entrepreneur\": You may have heard such voices, flying cars,<a href=\"https://laohu8.com/S/300024\">Robot</a>It looks like a game played by big manufacturers. XPeng is now in the entrepreneurial stage. Is it a little early to enter?</b></p><p><b>XPeng He:</b>Many people say that one thing should be done to the extreme, but there are also many things that need 10 or 15 years of reserves to be done well. SpaceX has been around for about 19 years now, and no one is optimistic about the first 10 years. You don't have the foundation of the first 10 years, and you won't have the logic of getting better and better in the next 15th and 16th years. Most people's logic is right, that is, focus, focus, but I think life is only a few decades. How many things can you do?</p><p><b>\"Chinese Entrepreneur\": Still tossing?</b></p><p><b>XPeng He:</b>Yeah, they can tell theirs, and I'll fuck mine.</p><p><b>\"Chinese Entrepreneur\": How much energy did you put into this before, such as in 2021?</b></p><p><b>XPeng He:</b>Actually, not many. I mainly help them pull the team and set the strategy. Now I have less time to pull the team. I mainly help them set the strategy and plan, and don't go in the wrong direction. They are responsible for everything else.</p><p>He XPeng believes that only when you reach the level of 1 million to 1.5 million vehicles will you get tickets for smart cars. Source: Respondents</p><p><b>Chinese Entrepreneur: After this structural adjustment, you said that you would reduce investment in eco-enterprises. Do you mean the investment in these places?</b></p><p><b>XPeng He:</b>Yeah, yeah.</p><p><b>Chinese Entrepreneur: Do you realize yourself that there are still different emphases at this stage? Poetry and distant things must still be done, but now do the things in front of you well.</b></p><p><b>XPeng He:</b>Yeah, agree.</p><p><b>Chinese Entrepreneur: Has your view on user operation changed in the past two years? You opened a personal account on XPeng Motor's APP, but it doesn't seem to operate it?</b></p><p><b>XPeng He:</b>I mainly know something on the APP, but my colleagues and many of our teams not only know it, but also communicate in depth, and after communication, they should gather it together, and then make the next stage of adjustment or optimization.<b>I think in the line of user operation, we didn't do a closed loop enough, and there were breakpoints before. But I believe that in 2023 and 2024, our line will do much better.</b>Because once it forms a closed loop, with a system, a group of people, and a process, it will naturally adjust better and better.</p><p>From another perspective, when you first do technological innovation, it is difficult for customers to even know the industry. When \"betting\" on the future direction, you must have your own \"belief\".</p><p><b>\"Chinese Entrepreneur\": This is a good label for you personally: you are convinced. You invest a lot in what you believe in, and you don't care much about other people's voices, do you?</b></p><p><b>XPeng He:</b>I will care about the voice of others, but I will be firm in my path.</p><p><b>Chinese Entrepreneur: How to prevent the problem of culture being diluted after the organization expands?</b></p><p><b>XPeng He:</b>I have asked this question to many people, including Jack Ma, and it will inevitably be diluted. I think the first is to control the appropriate scale; Second, the bigger the team, the more it has to work on values and ideas, and its words and deeds should be consistent. Objective, seeking truth from facts, and consistent with words and deeds, there is nothing special about this matter.<b>It is to keep leading everyone to fight, win as many battles as possible, be stable, and do a good job in details.</b>The unity of values is a basic logic for the improvement of organizational ability.</p><p><b>Chinese Entrepreneur: You have communicated with many people about this issue, which shows that you are also very concerned about this matter. Because in the process of an organization getting bigger, the terrible thing is that everyone is performing, acting as if they were working hard. When you just mentioned the unity of knowledge and action, you are actually solving the problem of performance.</b></p><p><b>XPeng He:</b>Yes, when many companies become bigger, they will perform against each other. On the basis of the performance against each other, they will adjust the logic of the performance against each other, and eventually many problems will arise.</p><p><b>Chinese Entrepreneur: What kind of things make you angry in the company?</b></p><p><b>XPeng He:</b>There are a lot of them. Because there are too many places that make you angry after building a car, you often feel that this is unreasonable and that is unreasonable, but you gradually see more and you can stabilize your mentality.</p><p><b>Entrepreneurs must have both confidence and self-awareness</b></p><p><b>Chinese Entrepreneur: Before you went to college, you didn't like to express yourself very much, so you practiced eloquence for this reason. Is it true?</b></p><p><b>XPeng He:</b>Really, our high school teachers like to ask you how you are recently? Have you talked a lot lately?</p><p><b>Chinese Entrepreneur: You were introverted until high school?</b></p><p><b>XPeng He:</b>Primary school was fine, because there was no Internet at that time, that was, it was very simple to go to school, don't watch TV, don't read newspapers, don't have mobile phones, no computers, and don't have hobbies, so your knowledge is very narrow, and you don't know anything except the knowledge in textbooks. When you don't know anything and have no hobbies or very few hobbies, you don't have much communication.</p><p><b>Chinese Entrepreneur: Would that be boring and not very popular with girls?</b></p><p><b>XPeng He:</b>That's definitely not very popular with girls. Therefore, life is to change myself. When I got to college, I felt that I had to change. Later, I joined some clubs, learned speech and eloquence, and learned how to sell things. I first went to the computer city to sell computers, but I couldn't speak for a day. Because you see others walking around, you are embarrassed, what if you open your mouth and he ignores you? What if I'm rejected? But actually it doesn't matter if you take that step in the end.</p><p><img src=\"https://static.tigerbbs.com/08bba579c3c13017fa58e635aa3d43ab\" tg-width=\"1024\" tg-height=\"682\" referrerpolicy=\"no-referrer\"/></p><p><b>Chinese Entrepreneur: Did it sell successfully later?</b></p><p><b>XPeng He:</b>It's okay, not bad anyway. I'm not the kind of person who is born to be eloquent, that is, I treat people sincerely.</p><p><b>Chinese Entrepreneur: What is the impact of AsiaInfo's experience on you?</b></p><p><b>XPeng He:</b>I met many good colleagues and tried many positions. I think if a person has the opportunity to try different positions at the beginning of his job, it will be a very good thing for your life. Because you didn't know what you liked, what you were good at and what you could stick to. I may have tried seven or eight positions, from customer service, after-sales, support, pre-sales, projects, R&D, and testing, which are quite training.</p><p><b>Chinese Entrepreneur: Although you don't seem to be the kind of person who talks in Kan Kan, you have a characteristic that you are particularly good at getting along with masters. For example, when you started your business in UC, you brought in Yu Yongfu, and when you were in XPeng, you also invited many masters. What is your logic of getting along with these masters? Because sometimes it's hard to get along with the masters.</b></p><p><b>XPeng He:</b>I am different from some outstanding entrepreneurs in that they will feel that they have done well and have strong abilities. I always think that there are many people who are better than me.<b>So my logic is to find someone who is better than you, so that it is possible to do a good job in the enterprise or this matter.</b></p><p><b>Chinese Entrepreneur: For many people, this is a beautiful wish. You have to really do it, right?</b></p><p><b>XPeng He:</b>My words and deeds are consistent, and I will really look for it. I think it's very, very important,<b>An entrepreneur should have both self-confidence and self-awareness.</b>Many people are confident enough, but feel that they are omnipotent. There used to be a saying in the investment circle: Don't pay back money earned by luck by strength. Many successful entrepreneurs, including me, have a lot of luck, so you should know that you (succeeded) in the right time, location and harmonious people, not your personal ability and hard work.</p><p><b>Chinese Entrepreneur: Although you were the founder of UC, it was quite difficult to position yourself as a deputy general manager. What is your mentality?</b></p><p><b>XPeng He:</b>Wouldn't it be better for me to find a man who is better than me and learn from him? Grow together. Even when fucking XPeng's plate, there are also people who know more about cars, strategies and investments than I do.</p><p>First, small companies must find people with distinctive characteristics and great people, but when the company becomes bigger, it must pay attention to whether the values are consistent. Second, some people should have enough comprehensiveness and sense of responsibility, otherwise they can't make quick judgments on complicated matters, so they should screen at this time.</p><p><b>Many people say that the business is mine and I have the right to leave money to my children. I don't have this logic.</b>I think those who can go up and those who can't go down. If there is a capable person who surpasses me, I still have shares. If I give him some shares, it means that he is helping me create value. Why should I control it? As long as he is good for the enterprise, I will applaud desperately. I have always followed this logic.</p><p><b>Don't want to be Lei Jun, he's too tired</b></p><p><b>Chinese Entrepreneur: What do you think of fate? At that time, Yu Yongfu joined UC as an investor, and you later joined XPeng as an investor. Sometimes fate is like a circle. Have you thought about it yourself?</b></p><p><b>XPeng He:</b>No, you're the first to tell me that. Maybe it's a coincidence, because I'm not good at investing, just like driving. Some people like to sit in the passenger seat to lead the way, some people like to sit in the main driver and drive, and some people like to sit in the back seat and applaud. I think investors are the ones who sit in the back seat and applaud. One person. Sometimes I don't even have time to clap. I say turn right in front of me, and he says slow down and don't panic, so I'll go on.<b>I may be trying to control it a little bit.</b></p><p><b>\"Chinese Entrepreneur\": What has car building changed for you? What's the difference between He XPeng now and He XPeng when he was a UC?</b></p><p><b>XPeng He:</b>If I went back to that time, I would tell He XPeng that it was painful to build a car, so I had to think clearly.</p><p><b>Chinese Entrepreneur: Is this a regrettable industry?</b></p><p><b>XPeng He:</b>No, there's never a regret medicine. I am lucky enough to enter what I think is one of the most difficult industries, which has given me a lot of exercise, made many friends, and exercised a little alcohol capacity.</p><p><b>In China's economic environment, I think someone must innovate in the combination of hardware and software. Only by doing such a thing can you have the foundation to do something more challenging and cool in the future.</b>You can cultivate some such talents and do different things in the next 10, 20 and 30 years. This is an opportunity of the times, and we just stand in this wave of opportunities.</p><p><img src=\"https://static.tigerbbs.com/86bef7e5f860124532976af02a67a602\" tg-width=\"1024\" tg-height=\"682\" referrerpolicy=\"no-referrer\"/></p><p><b>Chinese Entrepreneur: What do you think of Lei Jun? He may be a good friend, a good brother, and has provided a lot of help. Of course, he may also be a potential rival. What is his influence on you?</b></p><p><b>XPeng He:</b>I never thought Lei Jun was my opponent, that is, my mentor and eldest brother. We often chat together, but from a certain angle, I don't want to be him.<b>I think he's too tired and working too hard.</b></p><p><b>Chinese Entrepreneur: Will he be more tired than you?</b></p><p><b>XPeng He:</b>He is a model worker, and I don't want to be a model worker.</p><p><b>Chinese Entrepreneur: How do you evaluate Li Bin and Li Xiang?</b></p><p><b>XPeng He:</b>I think Li Bin is very nice and Li Xiang is very persistent. These are all good things. This one is too hard to evaluate.</p><p>Source of this article: Chinese Entrepreneur Magazine, author of this article: Ren Yafei, original title: \"Dialogue with He XPeng: Either wonderful enough or die vigorously\"</p><p>Risk warning and disclaimer clause</p><p>The market is risky, so investment needs to be cautious. This article does not constitute personal investment advice, nor does it take into account the special investment objectives, financial situation or needs of individual users. Users should consider whether any opinions, opinions or conclusions in this article are appropriate for their particular circumstances. Invest accordingly at your own responsibility.</p><p></body></html></p>","source":"wallstreetcn_api","collect":0,"html":"<!DOCTYPE html>\n<html>\n<head>\n<meta http-equiv=\"Content-Type\" content=\"text/html; charset=utf-8\" />\n<meta name=\"viewport\" content=\"width=device-width,initial-scale=1.0,minimum-scale=1.0,maximum-scale=1.0,user-scalable=no\"/>\n<meta name=\"format-detection\" content=\"telephone=no,email=no,address=no\" />\n<title>Dialogue with He XPeng: Either wonderful enough or die with a bang</title>\n<style type=\"text/css\">\na,abbr,acronym,address,applet,article,aside,audio,b,big,blockquote,body,canvas,caption,center,cite,code,dd,del,details,dfn,div,dl,dt,\nem,embed,fieldset,figcaption,figure,footer,form,h1,h2,h3,h4,h5,h6,header,hgroup,html,i,iframe,img,ins,kbd,label,legend,li,mark,menu,nav,\nobject,ol,output,p,pre,q,ruby,s,samp,section,small,span,strike,strong,sub,summary,sup,table,tbody,td,tfoot,th,thead,time,tr,tt,u,ul,var,video{ font:inherit;margin:0;padding:0;vertical-align:baseline;border:0 }\nbody{ font-size:16px; line-height:1.5; color:#999; background:transparent; }\n.wrapper{ overflow:hidden;word-break:break-all;padding:10px; }\nh1,h2{ font-weight:normal; line-height:1.35; margin-bottom:.6em; }\nh3,h4,h5,h6{ line-height:1.35; margin-bottom:1em; }\nh1{ font-size:24px; }\nh2{ font-size:20px; }\nh3{ font-size:18px; }\nh4{ font-size:16px; }\nh5{ font-size:14px; }\nh6{ font-size:12px; }\np,ul,ol,blockquote,dl,table{ margin:1.2em 0; }\nul,ol{ margin-left:2em; }\nul{ list-style:disc; }\nol{ list-style:decimal; }\nli,li p{ margin:10px 0;}\nimg{ max-width:100%;display:block;margin:0 auto 1em; }\nblockquote{ color:#B5B2B1; border-left:3px solid #aaa; padding:1em; }\nstrong,b{font-weight:bold;}\nem,i{font-style:italic;}\ntable{ width:100%;border-collapse:collapse;border-spacing:1px;margin:1em 0;font-size:.9em; }\nth,td{ padding:5px;text-align:left;border:1px solid #aaa; }\nth{ font-weight:bold;background:#5d5d5d; }\n.symbol-link{font-weight:bold;}\n/* header{ border-bottom:1px solid #494756; } */\n.title{ margin:0 0 8px;line-height:1.3;color:#ddd; }\n.meta {color:#5e5c6d;font-size:13px;margin:0 0 .5em; }\na{text-decoration:none; color:#2a4b87;}\n.meta .head { display: inline-block; overflow: hidden}\n.head .h-thumb { width: 30px; height: 30px; margin: 0; padding: 0; border-radius: 50%; float: left;}\n.head .h-content { margin: 0; padding: 0 0 0 9px; float: left;}\n.head .h-name {font-size: 13px; color: #eee; margin: 0;}\n.head .h-time {font-size: 12.5px; color: #7E829C; margin: 0;}\n.small {font-size: 12.5px; display: inline-block; transform: scale(0.9); -webkit-transform: scale(0.9); transform-origin: left; -webkit-transform-origin: left;}\n.smaller {font-size: 12.5px; display: inline-block; transform: scale(0.8); -webkit-transform: scale(0.8); transform-origin: left; -webkit-transform-origin: left;}\n.bt-text {font-size: 12px;margin: 1.5em 0 0 0}\n.bt-text p {margin: 0}\n</style>\n</head>\n<body>\n<div class=\"wrapper\">\n<header>\n<h2 class=\"title\">\nDialogue with He XPeng: Either wonderful enough or die with a bang\n</h2>\n<h4 class=\"meta\">\n<p class=\"head\">\n<strong class=\"h-name small\">华尔街见闻</strong><span class=\"h-time small\">2023-01-12 10:46</span>\n</p>\n</h4>\n</header>\n<article>\n<p><html><head></head><body><b>\"Small and beautiful is not what I want to do, so I won't have this kind of pressure in the middle of the top and bottom. My goal is to be at the top.\"</b>\"Many people tell me that building cars is a philosophy of regret.\" In an exclusive interview with \"Chinese Entrepreneur\" at the Guangzhou headquarters,<a href=\"https://laohu8.com/S/XPEV\">XPeng vehicles</a>Chairman and CEO He XPeng said that building a car is a long-term matter, and if the planning is not clear, it will be very painful.</p><p>For him, this \"pain\" is a brand-new experience, and it also inspires his fighting spirit and greater potential.</p><p>In 2017, He XPeng left UC to join XPeng Motors. In the past five years of building cars, he has experienced highlights and fallen into troughs several times. He once faced practical problems such as financing difficulties, tight cash flow, and chip shortages. He also achieved a perfect counterattack in 2021 and became the sales champion of new car-making forces in 2021.</p><p>But in 2022, new challenges have emerged. The twists and turns of the launch of the new car G9 made him rethink topics such as organizational structure, product business, operation management, and macro environment. \"XPeng used to pay too much attention to technological innovation, but technological innovation ultimately served customers. In the process of technological innovation to customers, we did things, but we didn't do it well enough.\" He XPeng said.</p><p>There are always two sides to the coin. In He XPeng's view, this is the challenge and \"the best thing to happen in 2022\":<b>\"Because there was a mistake, I saw my own lower-level problems.\"</b></p><p>Emphasizing the underlying \"logic\" is the trace engraved on him by the identity of product manager over the past years. If he went back to the beginning of car building, he would say to He XPeng at that time, \"Building a car is so painful, so you have to think clearly.\" But he also thinks it is a kind of luck to enter one of the most difficult industries of car building. I have a lot of exercise, made a lot of friends, and exercised a little bit of alcohol capacity. \"</p><p>More importantly, he thinks<b>\"In China's economic environment, I think someone must innovate in the combination of hardware and software. Only by doing such a thing can you have the foundation to do something more challenging and cool in the future.\"</b></p><p>What changes does building a car bring to him? How is awareness of the product built? What is the underlying logic of judging decisions? How to evaluate Lei Jun, Li Bin and Li Xiang? In January 2023, \"Chinese Entrepreneur\" had an in-depth dialogue with He XPeng, trying to find these answers.</p><p><b>Highlights of this dialogue include:</b>1. Building a car is a philosophy of regret. Because building a car is a long-term matter, it may take 24 to 48 months. At this time, you need to plan the environment, changes and ideas at that time. If the planning is not clear, you are in pain. 2. XPeng Automobile used to pay too much attention to technological innovation, but it didn't do well enough in the process of technological innovation to customers. 3. Most Autobots today don't believe it in their hearts<a href=\"https://laohu8.com/S/5RE.SI\">smart</a>They think that intelligence is just a sales methodology or a marketing gimmick. But as anyone familiar with the internet knows, this is a huge opportunity. 4. There are many enterprises in China that are well managed, but if you copy them, you will definitely die, because you don't have its favorable time, location, harmony and growth environment. 5. Our high school teacher likes to ask me how I'm doing recently? Have you talked a lot lately? 6. Those who can go up, and those who can't go down. If there is a capable person who surpasses me, I still have shares. If I give him some shares, it means that he is helping me create value. Why should I control it? As long as he is good for the enterprise, I will applaud him desperately. 7. I never felt that Lei Jun was my opponent, that is, my mentor and eldest brother. But I don't want to be him, I think he's too tired and trying too hard. 8. Otherwise, do it brilliantly enough, or die vigorously. Being small and beautiful is not what I want to do. My goal is to be the top.<b>The following is the dialogue arrangement (with deletions and modifications):</b></p><p><b>We still have a lot of cards</b></p><p><b>\"Chinese Entrepreneur\": In 2022, all three Wei Xiaoli companies will encounter some challenges and have a lot of reflections. How do you feel about 2022? What's the outlook for 2023?</b></p><p><b>XPeng He:</b>If you use one word to describe 2022, I think it is \"looking up\".</p><p>What is looking up? Looking up at a certain angle is standing at the bottom of a valley, a kind of deep reflection, and a higher expectation or requirement for the future. For example, our strategic plan in 2021 is to become a company with good profits, but in 2023, we will see changes in the market that smart cars will be like the development of computers and smartphones, and eventually there will be only three to four companies..<b>Unless you have a very good differentiated positioning in China, it is difficult to become a small and beautiful company, or a Chinese and beautiful company.</b>So I think 2022 is standing in the midst of challenges and looking up to the next five years.</p><p><b>Chinese Entrepreneur: This word is used very well. Looking up is not only looking up, but also looking back and forward. If you look back on the review, what things do you think have done well in the past year? What things need in-depth reflection and some behavioral adjustments?</b></p><p><b>XPeng He:</b>When building a car, many people told me that building a car is a philosophy of regret.</p><p><img src=\"https://static.tigerbbs.com/b40797a7f028d0a3f0be16c1f8b24be6\" tg-width=\"1024\" tg-height=\"682\" referrerpolicy=\"no-referrer\"/></p><p><b>Chinese Entrepreneur: How do you understand it?</b></p><p><b>XPeng He:</b>Because building a car is a long cycle, it may take 24 to 48 months. At this time, you need to plan the environment, changes and ideas at that time. If the planning is not clear, you are in pain. Car manufacturing is different from the Internet. The Internet has no supply chain, no manufacturing, and is a digital asset. Therefore, you don't have to think clearly about the pursuit of iteration, even one iteration a day.</p><p>Back in 2022, I think the first thing I didn't do well,<b>It is the failure to judge the impact of industry changes and macro changes on the automobile industry.</b>For example, it has not been judged that the price increase of batteries will be so high. What was the hardest thing about 2021? Supply of chips. What was the hardest thing about 2022? The price increase of battery cells. Battery cells have increased by 60%, resulting in a 20% increase in the cost of the entire vehicle.</p><p>The second thing that didn't do well was our new car, the G9.<b>XPeng used to pay too much attention to technological innovation, but technological innovation ultimately served customers, so in the process of technological innovation to customers, we did something, but we didn't do it well enough.</b></p><p>What's the best thing about 2022? Because there was an error, I saw my own lower-level problems.</p><p><b>Chinese Entrepreneur: Have you been knocked down by these mistakes?</b></p><p><b>XPeng He:</b>Doesn't knock out. Why? We used to run against the wind, and the core was who ran the fastest. If it was a 10-year plan, the core was who ran farther. 2022 gives us a good opportunity to reflect and a good time to adjust.<b>Because we still have many \"cards\"</b>, so the current adjustment is not panic, stable and orderly. So 2022 is for us to reconsider the planning for the next five years, adjust the entire organizational system, and it will continue this year. This is a very valuable thing I think to do.</p><p><b>Either be wonderful enough or die with a bang</b></p><p><b>Chinese Entrepreneur: Just now you said that building a car is a philosophy of regret. Of course, this philosophy of regret did not appear in recent years. Maybe it is a development logic that runs through the history of automobile industry.</b></p><p><b>Going back to XPeng vehicles, there are actually some pressures that you cannot resolve in 2022, such as the price increase of raw materials, and some of them may be realized earlier that they can be resolved, such as the problem of communication with users. Why didn't you realize this problem in 2020 or 2021?</b></p><p><img src=\"https://static.tigerbbs.com/b759cd6208f93c4d087c0e1f36ff2b76\" tg-width=\"1024\" tg-height=\"682\" referrerpolicy=\"no-referrer\"/></p><p><b>XPeng He:</b>First of all, in terms of internal values, a very important problem is that we have not gone all out to do this well. When an enterprise is first founded, everyone may be doing one thing. When an enterprise grows rapidly, more people will do several things at the same time.<b>This requires you to have more unified values and stronger organizational and managerial abilities.</b>The XPeng car is a mid-sized<a href=\"https://laohu8.com/S/V03.SI\">Startups</a>, comprehensive management ability needs to be improved. For example, if you have ideas but your actions fail to achieve them. You originally wanted to achieve 75 ~ 80 points, but your action ability lags behind by 10 ~ 15 points.</p><p>The second problem is that the market is changing. Three years ago, the whole market didn't pay much attention to it. Since last year, the market has become hot. Everyone will expect you to do better, and customers will expect more and have higher requirements. At this time, the enterprise is also developing upward, and you should do better yourself, but if you fail to do it, there will be a gap.</p><p>In addition, XPeng's product path may be different from other companies. They may make more expensive cars first, then drive down, and we go up, so the expectations of users will be different. Of course, for me, reflection is about how to adapt our organizational abilities tomorrow to this change.</p><p><b>Chinese Entrepreneur: Did you feel the pain of rushing up in this process?</b></p><p><b>XPeng He:</b>I think this pressure (makes me) excited. From the top five, the top three, and gradually to the top two, this is a process. First of all, you have to go in, and then constantly change yourself, including products, sales capabilities, customer experience, etc. It is crucial for XPeng to take a brave and solid step.</p><p>I think in the past practice, many enterprises either dare not take this step, or they are very weak. We have a summary that when we are good, we are actually not that good, and when we have problems, we actually don't have so many problems. It just means that our expectations for ourselves are high, and customers have high expectations for us. We haven't done it well enough yet.<b>But we didn't regress, we just didn't run faster.</b></p><p><b>\"Chinese Entrepreneur\": I have a judgment and want to verify it with you. Are Wei Xiaoli's three families all in the middle position? Because there are<a href=\"https://laohu8.com/S/TSLA\">Tesla</a>、<a href=\"https://laohu8.com/S/002594\">BYD</a>, there are a lot of chasers down, and getting stuck in the middle is the most uncomfortable. What do you think of this?</b></p><p><b>XPeng He:</b>No, if I am in the lower position, I have to look up two floors. If I am in the upper position, I have to look up again. I think it will always be the same logic, that is, looking up, and you are constantly moving forward. My internal logic is,<b>Otherwise, I will do it brilliantly enough, or I will die vigorously. Small and beautiful is not what I want to do, so I won't have this kind of pressure in the middle of the top and bottom. My goal is the top.</b></p><p><b>In the next five years, smart cars will be the competition point in the industry</b></p><p><b>Chinese Entrepreneur: When you first drove the G9, did you feel excited and nervous?</b></p><p><b>XPeng He:</b>I have driven it many times, and when I have driven it for thirty or forty kilometers, I have a very good feeling about the agility, handling and chassis of the G9. I must say that it is very strong (excitement). I was even more excited and excited when I drove XPeng's first car.</p><p><img src=\"https://static.tigerbbs.com/973f7e892cc31427aeb6bbf316ae0e23\" tg-width=\"1024\" tg-height=\"682\" referrerpolicy=\"no-referrer\"/></p><p><b>\"Chinese Entrepreneur\": You have tested every car yourself, and you are an in-depth user. When you drive which car in your memory, this tension will be stronger, and you feel that there are many things that need to be changed?</b></p><p><b>XPeng He:</b>The previous one of the G3. Our internal code name is David, but we didn't launch it later. I drove that car at the end of 2018. It broke down after driving it dozens of kilometers on the road, but I felt both excitement and tension.</p><p>The time that impressed me deeply in 2022 was when I test drove the P5 CNGP (Urban NGP Intelligent Navigation Assisted Driving), because I drive it once a month or so, but this is the first time I have driven intelligent assisted driving so many times. I feel very relaxed and reassuring, and I think it is safe and not silly.</p><p><b>Chinese Entrepreneur: What do you mean by not being stupid? How can a car not be stupid?</b></p><p><b>XPeng He:</b>I hope our intelligent driver drives like a driver who has been driving for several years, rather than a novice who has just known to drive, because he is not skilled enough in handling many environments and efficient enough. I think it can judge when to cut the line and know when to start accelerating. If a car changes, I should slow down a little, but don't stop. At that time, I will feel that it is smarter and more like a real environment. People are driving skillfully.</p><p>So when I drove the P5 that time, what excited me was that it was the first time I felt that high-level intelligent driving would quickly form an inflection point in the future. Because all intelligent driving in the past was to help without adding chaos, but what can really change driving habits must be high-level and global coverage. It doesn't mean that you can only cover 3 scenes out of 100 scenes, but there are 97 scenes. The scene is something that your main scene cannot solve.</p><p><b>\"Chinese Entrepreneur\": Where is the industry's match point in 2023? Where would you bet on?</b></p><p><b>XPeng He:</b>I think the next five years will move from the new energy in the previous five years to the combination of intelligence + new energy. In the last five years, \"intelligence\" was to make you more comfortable, but without it, you can do it. In the next five years, the core is to make you gradually form dependence. When you change a car, you will feel unaccustomed. In the next five years, from 2027 to 2032, I think driverless driving will really reach first-and second-tier cities.</p><p><b>So we think that in the next five years, smart cars will be a big match point.</b></p><p><b>\"Chinese Entrepreneur\": You may be more optimistic than the average person about intelligence, because even Tesla has a subscription rate of less than 2% of its intelligent driving option package in China. What do you think of this?</b></p><p><b>XPeng He:</b>First, the reason why I believe more in (intelligent driving) than most people is that I agreed with it from the beginning. I believe it won't change in 3 years like smart phones. It needs a process, and this process just gives us the opportunity. Second, in China, XPeng's intelligent driving is at the forefront, and we have encountered all the problems in it.</p><p><b>\"Chinese Entrepreneur\": In fact, there are different solutions and cooperation models for intelligent driving, but XPeng still prefers to do its own closed loop?</b></p><p><b>XPeng He:</b>Because we feel<b>Intelligent driving is the first and most important step to truly realize smart cars.</b>There are many solution providers who have more or less encountered challenges in mass production and scale. It requires the full logic of hardware, software, customers, security scenarios, and cost delivery. I don't think it can be done by a single company. But in 10 years, there may be companies that can provide low-cost solutions, but then there will be another problem. Are there fewer or more automobile manufacturers? If it becomes more and more, such solution companies are doing very well. If it becomes less and less, it is difficult.</p><p><img src=\"https://static.tigerbbs.com/1d4be0773c70c034c06296660743068b\" tg-width=\"1024\" tg-height=\"682\" referrerpolicy=\"no-referrer\"/></p><p>He XPeng believes that in the next five years, smart cars will be a big match point. Source: Respondents</p><p><b>\"Chinese Entrepreneur\": You will launch a new development platform in 2023. What are your thoughts on platformization?</b></p><p><b>XPeng He:</b>XPeng Motors will develop the next generation platform in 2020, and all of them will be launched in 2023. The G9 is the first car on the next generation platform. When we launch three cars on the platform, the subsequent supply chain capabilities will be greatly improved.</p><p>From 2017 to 2022, the first five years will be running forward wildly. I don't know what is right and what is wrong. After the trial, it will be made into a stable generation platform under the right circumstances. After the platform runs for a period of time, it will jump to the next platform, which will be more organized and the cost will be better controlled. We are different from many OEMs. OEMs are five-year or ten-year plans, but we think that the first phase is innovation-oriented, and the second phase is based on innovation, making valuable innovations and doing a good job in customer experience.</p><p><b>Chinese Entrepreneur: Will there be some adjustments in SKU? You didn't agree with the logic of explosive models before, but you also made some SKU simplifications.</b></p><p><b>XPeng He:</b>As the number of models increases, there will be fewer and fewer SKUs for a single model. Even next year, some models will have only one or two SKUs. I think it will be more reasonable for each model of smart cars to have about one or two SKUs in the future.</p><p><b>Chinese Entrepreneur: Will the supply chain have some moves this year? For example, batteries, have you set up a battery company called Guangzhou Pengyue Power?</b></p><p><b>XPeng He:</b>We didn't establish it, which is a misunderstanding of the outside world. Our plan is relatively clear. We have actually done a lot of things around the field of intelligence. For example, this year we will launch full-scenario intelligent assisted driving XNGP (the main function of). In some areas, we hope to do subtraction.</p><p><b>Chinese Entrepreneur: What are the places that need to be subtracted?</b></p><p><b>XPeng He:</b>For example, we are not considering investing in the field of batteries now. In fact, it is difficult to do every field, and it is good to succeed, but it depends on how much money you invest. Investing 100 yuan and investing 1 million are two risks. In the field of (battery cells), we now choose to cooperate.</p><p><b>We should not only be upright and surprising, but also think about the distance</b></p><p><b>Chinese Entrepreneur: You should have done a lot of organizational review and strategic review this year, because for new car companies, the complexity of the organization is very high. You should understand not only manufacturing, but also the Internet, intelligence and user operations, which will have high requirements for the flexibility, sensitivity and stability of the organization. What do you think of this issue?</b></p><p><b>XPeng He:</b>I think to be an automobile enterprise, two basic abilities are very important, the first is planning ability, and the second is organizational ability. Just like building a building, if you don't dig the foundation, you can build one or two floors, but if you want to build an 80-story or 200-story house, your thinking logic will be completely different. In 2014 and 2015, there were hundreds of car manufacturers in China, but only a few survived in the end. Most of them began to encounter capital challenges, and soon they became management challenges, so I will continue to adjust the organization from the second half of last year to this year.</p><p><b>We are now starting a business from 1 to 2.</b>1 is to establish a basic brand and a basic team, launch three to four products, and gain a certain market share. The next threshold may be 500,000 vehicles. Of course, the real threshold, I think, is to reach the level of 1 million to 1.5 million vehicles before you get tickets for smart cars. Can the organization adapt at this time? So when going from 1 to 2, we consider how to screen outstanding talents and how to motivate them with reasonable mechanisms.</p><p><img src=\"https://static.tigerbbs.com/b3b25edcb76706d816604a1cad743d36\" tg-width=\"1024\" tg-height=\"682\" referrerpolicy=\"no-referrer\"/></p><p><b>Chinese Entrepreneur: There has always been a trap of 10,000 people in Internet companies. By the time there are 10,000 people, the challenges of the organization are doubled. Has XPeng encountered the trap of 10,000 people?</b></p><p><b>XPeng He:</b>The trap of ten thousand people can't be said. I think it's a challenge in the management of ten thousand people. Especially automobile companies, which are decentralized, with hundreds of stores across the country. How do you communicate with these front-line employees and how to manage and motivate them are all different logics and different systems.</p><p><b>Chinese Entrepreneur: So what is the core problem you want to solve in this structural adjustment? Do you have a benchmark to learn from?</b></p><p><b>XPeng He:</b>Without a benchmark, there are many enterprises in China that are well managed, but if you copy it, you will definitely die, because you don't have its favorable weather, geographical location, people and growth environment. Secondly, organizational adjustment is a relatively endogenous thing for enterprises, and it is difficult for you to learn on a large scale, because you have grown to the scale you are today.</p><p><b>Chinese Entrepreneur: After the adjustment, many of your roles are in the front, such as product management. Are you in charge now?</b></p><p><b>XPeng He:</b>Yes, the first is to be front-end, and the second is to be connected. Make a good plan in the general direction, so that the front desk has enough flexibility, but he needs to know the values of your plan, what you encourage and what you oppose.</p><p><b>Chinese Entrepreneur: How did you establish your own understanding of products? Because you haven't really done hardware or cars before, you have put a lot of emotion into intelligence, but after all, intelligence has to be implemented on a machine, and there will still be some places that need to be integrated between these two logics.</b></p><p><b>XPeng He:</b>I dare not make hardware products. Basically everything I did before failed. Internet products will want to achieve the ultimate, but in fact, in the end, you don't know where your balance is and where your business is, because these are two systems.</p><p><b>After entering the automobile system, I think the most important thing is to be surprisingly upright.</b>What do you mean to keep integrity? Surprisingly where? Being upright means that you have to abide by the original tradition. Surprisingly, it is one or two surprises. To be honest, we are still stepping on pitfalls, but we are stepping on fewer and fewer pitfalls.</p><p><b>The second is to think about the distance.</b>What is a strange thing and what should be crossed, you have to see what it will become in the distance, but whether it will arrive in 10 years or 15 years, and whether its rhythm goes in a straight line or a curve, it is necessary to have a certain planning judgment and the ability to learn and adapt, because the market environment is changing.</p><p><b>\"Chinese Entrepreneur\": In the past five years, Shouzheng has surprisingly felt this kind of tearing in you? When was the time you felt it most strongly?</b></p><p><b>XPeng He:</b>Around the end of 2016, when the first ET (engineering trial production) car was launched. I hadn't joined the job yet, and they said that both waves of people cried when they opened it out. Autobots cried, saying that we drove out a car we made, and a group of people from the Internet also cried, because this car had no paint, no seats, only a very simple steering wheel and a bunch of exposed wires and batteries. Although it can be driven, they don't think it's a car. But Autobots think this is a process of producing cars.</p><p><b>So this is a very different thinking logic, and this kind of tearing is still a great damage to this day.</b>Today, most Autobots don't believe in intelligence in their hearts. They think that intelligence is just a sales methodology or a marketing gimmick. But anyone who is familiar with the Internet knows that this is a huge opportunity, which requires you to have enough deep cultivation of hardware, manufacturing and customers. It may take 10 to 15 years of study before you can finally get to the other side.</p><p><b>Chinese Entrepreneur: This is very critical. Sometimes the most important responsibility for a CEO is to make judgments and choices, whether to go to A or B, just like dismantling a bomb, cutting the red line or the blue line. I see that when you make judgment choices, your thinking path is different from that of many people. What is your underlying judgment logic?</b></p><p><b>XPeng He:</b>For many things, I will judge the product trend that will eventually be brought about by technological change, and I will look at it for a long, long time. Because there are many technological trends that will eventually change the world and the life around us. If you make a clear judgment, you won't have the courage to do it. When you have the courage to walk in, you will constantly adjust.</p><p>In the past, too many people in China were doing efficiency innovation and resource innovation. In this case, the big changes of First Move need someone to do them.<b>I think it will take about 10 to 15 years to make the first innovative thing, so there are many things that you have to think about, invest and prepare for 10 to 20 years, but in the end, failure or success are all wonderful lives.</b>I may be an entrepreneur with some technical feelings.</p><p><img src=\"https://static.tigerbbs.com/e0b6d38453ca89fdd9a0964b8f1c40a8\" tg-width=\"1024\" tg-height=\"681\" referrerpolicy=\"no-referrer\"/></p><p><b>Chinese Entrepreneur: You said at the financial report communication meeting that the company's medium and long-term goal is to increase the overall gross profit margin to more than 25%. How to achieve it?</b></p><p><b>XPeng He:</b>First of all, this is not a short-term goal, but a goal that must be achieved in the medium and long term. Secondly, the realization of this goal should not only come from hardware, but also from software and services. So I think autonomous driving and unmanned driving are the first steps, followed by the logic of the second and third steps. I firmly believe that if the automobile field is still a gasoline car or a hardware system, Chinese cars will not have the opportunity to go to the top few in the world. You should be upright and surprisingly, supplement your shortcomings, and give full play to your strong boards.</p><p><b>To realize the unity of values, we must win more battles</b></p><p><b>\"Chinese Entrepreneur\": You may have heard such voices, flying cars,<a href=\"https://laohu8.com/S/300024\">Robot</a>It looks like a game played by big manufacturers. XPeng is now in the entrepreneurial stage. Is it a little early to enter?</b></p><p><b>XPeng He:</b>Many people say that one thing should be done to the extreme, but there are also many things that need 10 or 15 years of reserves to be done well. SpaceX has been around for about 19 years now, and no one is optimistic about the first 10 years. You don't have the foundation of the first 10 years, and you won't have the logic of getting better and better in the next 15th and 16th years. Most people's logic is right, that is, focus, focus, but I think life is only a few decades. How many things can you do?</p><p><b>\"Chinese Entrepreneur\": Still tossing?</b></p><p><b>XPeng He:</b>Yeah, they can tell theirs, and I'll fuck mine.</p><p><b>\"Chinese Entrepreneur\": How much energy did you put into this before, such as in 2021?</b></p><p><b>XPeng He:</b>Actually, not many. I mainly help them pull the team and set the strategy. Now I have less time to pull the team. I mainly help them set the strategy and plan, and don't go in the wrong direction. They are responsible for everything else.</p><p>He XPeng believes that only when you reach the level of 1 million to 1.5 million vehicles will you get tickets for smart cars. Source: Respondents</p><p><b>Chinese Entrepreneur: After this structural adjustment, you said that you would reduce investment in eco-enterprises. Do you mean the investment in these places?</b></p><p><b>XPeng He:</b>Yeah, yeah.</p><p><b>Chinese Entrepreneur: Do you realize yourself that there are still different emphases at this stage? Poetry and distant things must still be done, but now do the things in front of you well.</b></p><p><b>XPeng He:</b>Yeah, agree.</p><p><b>Chinese Entrepreneur: Has your view on user operation changed in the past two years? You opened a personal account on XPeng Motor's APP, but it doesn't seem to operate it?</b></p><p><b>XPeng He:</b>I mainly know something on the APP, but my colleagues and many of our teams not only know it, but also communicate in depth, and after communication, they should gather it together, and then make the next stage of adjustment or optimization.<b>I think in the line of user operation, we didn't do a closed loop enough, and there were breakpoints before. But I believe that in 2023 and 2024, our line will do much better.</b>Because once it forms a closed loop, with a system, a group of people, and a process, it will naturally adjust better and better.</p><p>From another perspective, when you first do technological innovation, it is difficult for customers to even know the industry. When \"betting\" on the future direction, you must have your own \"belief\".</p><p><b>\"Chinese Entrepreneur\": This is a good label for you personally: you are convinced. You invest a lot in what you believe in, and you don't care much about other people's voices, do you?</b></p><p><b>XPeng He:</b>I will care about the voice of others, but I will be firm in my path.</p><p><b>Chinese Entrepreneur: How to prevent the problem of culture being diluted after the organization expands?</b></p><p><b>XPeng He:</b>I have asked this question to many people, including Jack Ma, and it will inevitably be diluted. I think the first is to control the appropriate scale; Second, the bigger the team, the more it has to work on values and ideas, and its words and deeds should be consistent. Objective, seeking truth from facts, and consistent with words and deeds, there is nothing special about this matter.<b>It is to keep leading everyone to fight, win as many battles as possible, be stable, and do a good job in details.</b>The unity of values is a basic logic for the improvement of organizational ability.</p><p><b>Chinese Entrepreneur: You have communicated with many people about this issue, which shows that you are also very concerned about this matter. Because in the process of an organization getting bigger, the terrible thing is that everyone is performing, acting as if they were working hard. When you just mentioned the unity of knowledge and action, you are actually solving the problem of performance.</b></p><p><b>XPeng He:</b>Yes, when many companies become bigger, they will perform against each other. On the basis of the performance against each other, they will adjust the logic of the performance against each other, and eventually many problems will arise.</p><p><b>Chinese Entrepreneur: What kind of things make you angry in the company?</b></p><p><b>XPeng He:</b>There are a lot of them. Because there are too many places that make you angry after building a car, you often feel that this is unreasonable and that is unreasonable, but you gradually see more and you can stabilize your mentality.</p><p><b>Entrepreneurs must have both confidence and self-awareness</b></p><p><b>Chinese Entrepreneur: Before you went to college, you didn't like to express yourself very much, so you practiced eloquence for this reason. Is it true?</b></p><p><b>XPeng He:</b>Really, our high school teachers like to ask you how you are recently? Have you talked a lot lately?</p><p><b>Chinese Entrepreneur: You were introverted until high school?</b></p><p><b>XPeng He:</b>Primary school was fine, because there was no Internet at that time, that was, it was very simple to go to school, don't watch TV, don't read newspapers, don't have mobile phones, no computers, and don't have hobbies, so your knowledge is very narrow, and you don't know anything except the knowledge in textbooks. When you don't know anything and have no hobbies or very few hobbies, you don't have much communication.</p><p><b>Chinese Entrepreneur: Would that be boring and not very popular with girls?</b></p><p><b>XPeng He:</b>That's definitely not very popular with girls. Therefore, life is to change myself. When I got to college, I felt that I had to change. Later, I joined some clubs, learned speech and eloquence, and learned how to sell things. I first went to the computer city to sell computers, but I couldn't speak for a day. Because you see others walking around, you are embarrassed, what if you open your mouth and he ignores you? What if I'm rejected? But actually it doesn't matter if you take that step in the end.</p><p><img src=\"https://static.tigerbbs.com/08bba579c3c13017fa58e635aa3d43ab\" tg-width=\"1024\" tg-height=\"682\" referrerpolicy=\"no-referrer\"/></p><p><b>Chinese Entrepreneur: Did it sell successfully later?</b></p><p><b>XPeng He:</b>It's okay, not bad anyway. I'm not the kind of person who is born to be eloquent, that is, I treat people sincerely.</p><p><b>Chinese Entrepreneur: What is the impact of AsiaInfo's experience on you?</b></p><p><b>XPeng He:</b>I met many good colleagues and tried many positions. I think if a person has the opportunity to try different positions at the beginning of his job, it will be a very good thing for your life. Because you didn't know what you liked, what you were good at and what you could stick to. I may have tried seven or eight positions, from customer service, after-sales, support, pre-sales, projects, R&D, and testing, which are quite training.</p><p><b>Chinese Entrepreneur: Although you don't seem to be the kind of person who talks in Kan Kan, you have a characteristic that you are particularly good at getting along with masters. For example, when you started your business in UC, you brought in Yu Yongfu, and when you were in XPeng, you also invited many masters. What is your logic of getting along with these masters? Because sometimes it's hard to get along with the masters.</b></p><p><b>XPeng He:</b>I am different from some outstanding entrepreneurs in that they will feel that they have done well and have strong abilities. I always think that there are many people who are better than me.<b>So my logic is to find someone who is better than you, so that it is possible to do a good job in the enterprise or this matter.</b></p><p><b>Chinese Entrepreneur: For many people, this is a beautiful wish. You have to really do it, right?</b></p><p><b>XPeng He:</b>My words and deeds are consistent, and I will really look for it. I think it's very, very important,<b>An entrepreneur should have both self-confidence and self-awareness.</b>Many people are confident enough, but feel that they are omnipotent. There used to be a saying in the investment circle: Don't pay back money earned by luck by strength. Many successful entrepreneurs, including me, have a lot of luck, so you should know that you (succeeded) in the right time, location and harmonious people, not your personal ability and hard work.</p><p><b>Chinese Entrepreneur: Although you were the founder of UC, it was quite difficult to position yourself as a deputy general manager. What is your mentality?</b></p><p><b>XPeng He:</b>Wouldn't it be better for me to find a man who is better than me and learn from him? Grow together. Even when fucking XPeng's plate, there are also people who know more about cars, strategies and investments than I do.</p><p>First, small companies must find people with distinctive characteristics and great people, but when the company becomes bigger, it must pay attention to whether the values are consistent. Second, some people should have enough comprehensiveness and sense of responsibility, otherwise they can't make quick judgments on complicated matters, so they should screen at this time.</p><p><b>Many people say that the business is mine and I have the right to leave money to my children. I don't have this logic.</b>I think those who can go up and those who can't go down. If there is a capable person who surpasses me, I still have shares. If I give him some shares, it means that he is helping me create value. Why should I control it? As long as he is good for the enterprise, I will applaud desperately. I have always followed this logic.</p><p><b>Don't want to be Lei Jun, he's too tired</b></p><p><b>Chinese Entrepreneur: What do you think of fate? At that time, Yu Yongfu joined UC as an investor, and you later joined XPeng as an investor. Sometimes fate is like a circle. Have you thought about it yourself?</b></p><p><b>XPeng He:</b>No, you're the first to tell me that. Maybe it's a coincidence, because I'm not good at investing, just like driving. Some people like to sit in the passenger seat to lead the way, some people like to sit in the main driver and drive, and some people like to sit in the back seat and applaud. I think investors are the ones who sit in the back seat and applaud. One person. Sometimes I don't even have time to clap. I say turn right in front of me, and he says slow down and don't panic, so I'll go on.<b>I may be trying to control it a little bit.</b></p><p><b>\"Chinese Entrepreneur\": What has car building changed for you? What's the difference between He XPeng now and He XPeng when he was a UC?</b></p><p><b>XPeng He:</b>If I went back to that time, I would tell He XPeng that it was painful to build a car, so I had to think clearly.</p><p><b>Chinese Entrepreneur: Is this a regrettable industry?</b></p><p><b>XPeng He:</b>No, there's never a regret medicine. I am lucky enough to enter what I think is one of the most difficult industries, which has given me a lot of exercise, made many friends, and exercised a little alcohol capacity.</p><p><b>In China's economic environment, I think someone must innovate in the combination of hardware and software. Only by doing such a thing can you have the foundation to do something more challenging and cool in the future.</b>You can cultivate some such talents and do different things in the next 10, 20 and 30 years. This is an opportunity of the times, and we just stand in this wave of opportunities.</p><p><img src=\"https://static.tigerbbs.com/86bef7e5f860124532976af02a67a602\" tg-width=\"1024\" tg-height=\"682\" referrerpolicy=\"no-referrer\"/></p><p><b>Chinese Entrepreneur: What do you think of Lei Jun? He may be a good friend, a good brother, and has provided a lot of help. Of course, he may also be a potential rival. What is his influence on you?</b></p><p><b>XPeng He:</b>I never thought Lei Jun was my opponent, that is, my mentor and eldest brother. We often chat together, but from a certain angle, I don't want to be him.<b>I think he's too tired and working too hard.</b></p><p><b>Chinese Entrepreneur: Will he be more tired than you?</b></p><p><b>XPeng He:</b>He is a model worker, and I don't want to be a model worker.</p><p><b>Chinese Entrepreneur: How do you evaluate Li Bin and Li Xiang?</b></p><p><b>XPeng He:</b>I think Li Bin is very nice and Li Xiang is very persistent. These are all good things. This one is too hard to evaluate.</p><p>Source of this article: Chinese Entrepreneur Magazine, author of this article: Ren Yafei, original title: \"Dialogue with He XPeng: Either wonderful enough or die vigorously\"</p><p>Risk warning and disclaimer clause</p><p>The market is risky, so investment needs to be cautious. This article does not constitute personal investment advice, nor does it take into account the special investment objectives, financial situation or needs of individual users. Users should consider whether any opinions, opinions or conclusions in this article are appropriate for their particular circumstances. Invest accordingly at your own responsibility.</p><p></body></html></p>\n<div class=\"bt-text\">\n\n\n<p> source：<a href=\"https://wallstreetcn.com/articles/3679655\">华尔街见闻</a></p>\n\n\n</div>\n</article>\n</div>\n</body>\n</html>\n","type":0,"thumbnail":"https://static.tigerbbs.com/b40797a7f028d0a3f0be16c1f8b24be6","relate_stocks":{"BK1588":"回港中概股","BK4099":"汽车制造商","BK4526":"热门中概股","BK1587":"次新股","BK1119":"汽车制造商","BK4505":"高瓴资本持仓","BK1539":"汽车股","EVS.SI":"MSCI China Electric Vehicles and Future Mobility ETF-NikkoAM","09868":"小鹏汽车-W","BK4555":"新能源车","BK1575":"同股不同权","XPEV":"小鹏汽车","BK4551":"寇图资本持仓","LU0593848301.USD":"未来资产亚洲卓越消费股票基金A"},"source_url":"https://wallstreetcn.com/articles/3679655","is_english":false,"share_image_url":"https://static.laohu8.com/e9f99090a1c2ed51c021029395664489","article_id":"2302182834","content_text":"“小而美不是我想做的事情，所以我不会有在上下中间的这种压力，我的目标就是最上面。”“很多人跟我讲，造车是一个后悔的哲学。”在广州总部接受《中国企业家》专访时，小鹏汽车董事长、CEO何小鹏表示，造车是一个长周期的事情，如果规划不清晰，会很痛苦。对他来说，这种“痛苦”是一种全新的体验，也激发了他的斗志和更大的潜能。2017年何小鹏离开UC加入小鹏汽车，造车5年来，经历过高光，也数次陷入低谷。他曾一度面临诸如融资难、现金流吃紧、芯片荒等现实难题，也在2021年实现过完美逆袭，在2021年成为造车新势力的销量冠军。但在2022年，新挑战又出现了。新车G9上市的波折让他重新思考组织架构、产品业务、运营管理、宏观环境等话题。“小鹏汽车过去太过于关注技术创新，但技术创新最终服务于客户。在技术创新到客户的过程中，我们做了事情，但是没有做到足够好。”何小鹏说。硬币总有两面，在何小鹏看来，这是挑战，也是“2022年最好的事情”：“因为出现了错误，所以看到了自身更底层的问题。”强调底层“逻辑”，是过去多年产品经理的身份在他身上刻下的痕迹。如果回到造车之初，他会跟当时的何小鹏说，“造车好痛苦的，要想清楚。”但进入造车这个最难的行业之一，他也认为是一种幸运，“对我有很多的锻炼，认识了很多朋友，也锻炼了一点点酒量”。更重要的是，他认为，“在中国的经济环境下，我觉得一定要有人在硬件加软件的组合上进行创新，只有做成这样的事情，将来你才有基础去做一些更有挑战、更酷的事情。”造车给他带来哪些改变？对产品的认知是如何建立起来的？判断决策的底层逻辑是什么？如何评价雷军、李斌、李想？2023年1月，《中国企业家》深度对话何小鹏，试图找寻这些答案。本次对话的内容要点包括：1.造车是一个后悔的哲学。因为造车是很长周期的事情，可能要花24个月到48个月，这个时候你需要规划当时的环境、变化和想法。如果规划不清晰，你是很痛苦的。2.小鹏汽车过去太过于关注技术创新，但是在技术创新到客户的过程中，没有做到足够好。3.今天绝大多数汽车人内心是不相信智能化的，他们认为智能化只是销售的方法论，或者营销的噱头。但是熟悉互联网的人都知道，这是一个巨大的机会。4.中国有很多企业管理很好，但是如果抄它的话，必死无疑，因为你没有它的天时、地利、人和与成长环境。5.我们高中老师就喜欢问我最近怎么样了？最近说话多不多？6.能者上，不能者下，如果有一个能者超过我了，我还有股份，再给他一些股份，等于他在帮我创造价值，我为什么要去控制它呢？他只要是为企业好，我就会拼命鼓掌。7.我从来没有觉得雷军是我的对手，就是导师、大哥。但是我不想成为他，我觉得他太累了，太努力了。8.要不然做得足够精彩，要不然轰轰烈烈死掉，小而美不是我想做的事情，我的目标就是最上面。以下为对话整理（有删改）：我们还有非常多的牌《中国企业家》：2022年蔚小理三家都遇到了一些挑战，也有很多反思，你对2022年的感受是什么样的？对2023年有什么展望？何小鹏：如果用一个词来形容2022年，我觉得是“仰望”。什么叫做仰望？仰望在某种角度上是站在一个谷底，是一种深度的反思，是对未来的期望或者要求会更高。比如我们在2021年定的战略规划是期望做成一个有很好利润的公司，但是2023年我们看到市场的变化是，智能汽车会像电脑、智能手机的发展一样，最终只有三家到四家。在中国除非你有非常好的差异化定位，否则很难成为一个小而美，或者是中而美的公司。所以我觉得2022年是站在挑战之中，仰望下一个五年。《中国企业家》：这个词用的非常好，仰望不只是往上看，也包含着往后看和往前看。如果往后看进行复盘，你觉得过去一年有哪几件事做得还不错？哪几件事是需要深度反思和做一些行为上的调整？何小鹏：造车的时候，有很多人跟我讲造车是一个后悔的哲学。《中国企业家》：怎么理解？何小鹏：因为造车是一个很长周期的事情，可能要花24个月到48个月，这个时候你需要规划当时的环境、变化和想法。如果规划不清晰，你是很痛苦的。造车和互联网不一样，互联网没有供应链，没有制造，是数字资产，所以追求迭代，甚至一天一迭代，你不用想得很清楚。回到2022年，我觉得第一个没有做好的事情，是没有判断好行业的变化、宏观的变化对汽车行业的影响。比如没有判断出来电池涨价会如此之高。2021年最难的是什么？芯片的供给。2022年最难的是什么？电芯的涨价。电芯涨了60%，导致整车成本涨了20%。第二个没有做好的事情是我们的新车G9。小鹏汽车过去太过于关注技术创新，但技术创新最终服务于客户，所以在技术创新到客户的过程中，我们做了事情，但是没有做到足够好。2022年最好的事情是什么？因为出现了错误，所以看到了自身更底层的问题。《中国企业家》：有没有被这些错误击倒？何小鹏：不会击倒。为什么？我们之前是迎风跑，核心是谁跑得最快，如果是10年的规划，核心是谁跑得更远。2022年给了我们很好的反思机会以及很好的时间去调整，因为我们还有非常多的“牌”，所以现在的调整是不慌的，是稳定有序的。所以2022年对我们来说就是重新考虑了未来5年的规划，调整了整个组织体系，今年也会继续，这是我觉得做的一个非常有价值的事情。要么足够精彩，要么轰轰烈烈死掉《中国企业家》：刚刚你说造车是一个后悔的哲学，当然这个后悔的哲学不是最近几年才出现，可能它是贯穿汽车工业史的一个发展逻辑。回到小鹏汽车，其实有一些压力2022年你是没有办法化解的，比如原材料涨价，有一些可能早一点意识到是能够化解的，比如和用户沟通的问题。在2020年或者2021年，你为什么没有意识到这个问题？何小鹏：首先内部在价值观上，一个很重要的问题是没有全力以赴做好这一件事。企业刚创立时，可能所有人都在做一件事情，企业快速成长的时候，会有更多人同时做几件事情，这就要求你有更统一的价值观，更强大的组织和管理能力。小鹏汽车是一个中型的创业公司，综合管理能力就要提高，比如你有想法但是你的行动没有做到，你原来想做到75~80分，但行动能力却滞后了10~15分。第二个问题是市场在变化，3年前整个市场关注度不高，从去年开始，市场的火热程度起来了，所有人会期望你做得更好，客户会期望更多，要求也更高。这个时候企业也在往上发展，你本身就应该做得更好，但是你没有做到，就会形成落差。另外小鹏的产品路径可能跟其他公司不一样。他们可能是先做比较贵的车，往下打，我们是往上走，那用户的期望也会有差别。当然，对我来说，反思就是如何让我们明天的组织能力去适应这种变化。《中国企业家》：你自己在这个过程中感觉到往上冲的痛苦吗？何小鹏：我觉得这个压力（让我）很兴奋。从前五，前三，逐步走到前二，这是一个过程。首先你要进去，然后不断地改变自己，包括产品、销售能力、客户体验等等，小鹏走出勇敢且扎实的一步，这一步至关重要。我觉得在过去的实践里面，有很多企业这一步要不然不敢走，要不然走的很弱。我们有一个总结是说，好的时候实际上我们没有那么好，有问题的时候实际上我们也没有那么多问题，只是说我们对自己的期望高了，客户们对我们的期望也高了，我们还没有做到足够好，但是我们没有退步，只是没有跑得更快。《中国企业家》：我有一个判断，想跟你验证一下，蔚小理三家是不是都处在一个中间的位置？因为上面有特斯拉、比亚迪，再往下还有一大堆追赶者，卡在中间的位置是最难受的，你自己怎么看这件事？何小鹏：不会，如果我在下面的位置，还要往上看两层，如果我在上面的位置，我还要再往上看，我觉得永远都是这样的逻辑，就是仰望，你在不断往前走。我对于内部的逻辑是，要不然做得足够精彩，要不然轰轰烈烈死掉，小而美不是我想做的事情，所以我不会有在上下中间的这种压力，我的目标就是最上面。下一个五年，智能汽车是行业大赛点《中国企业家》：你自己第一次开G9的时候，有感受到兴奋和紧张吗？何小鹏：我开了好多次，开了三四十公里的时候，对G9的机敏性、操控性和底盘的感觉是非常好的。一定要说很强烈的（兴奋感），小鹏汽车的第一款车，我开的时候是更兴奋，更激动的。《中国企业家》：每一款车你自己都试驾过，是深度的用户，你记忆中开哪一款车的时候，这种紧张感会更强烈，觉得需要改的地方特别多？何小鹏：G3的上一款。我们内部代号叫David，后来没有推出来。我是2018年年底开的那款车，开到路上几十公里就抛锚了，但是兴奋感、紧张感都有。2022年让我印象深刻的一次是试驾P5 CNGP（城市NGP智能导航辅助驾驶）的时候，因为我每个月左右会开一次，但这是我开了那么多次智能辅助驾驶，第一次感觉到很轻松，很放心，觉得它安全且不傻。《中国企业家》：什么叫不傻？汽车怎么做到不傻？何小鹏：我希望我们的智能驾驶开起来像是一个开了几年的司机，而不是一个刚刚会开车的新手，因为他对很多环境的处理不够娴熟，效率不够高。我觉得它能够判断什么时候该切线，知道什么时候开始加速，如果有个车变了一下，我该减一点点速，但是不要刹停，那个时候我会感觉到它比较聪明，更像一个真实环境的人在娴熟地开车。所以那次开P5的时候，让我比较兴奋的就是，那是我第一次觉得高等级智能驾驶会在之后快速形成拐点。因为以前所有的智能驾驶都是帮忙不添乱，但是真正能够让驾驶习惯产生改变的，一定是高等级且全域的覆盖，不是说你只能在100个场景里面覆盖3个场景，但是有97个场景是你的主场景解决不了的事情。《中国企业家》：2023年行业的赛点在哪？你会在哪个地方押注？何小鹏：我觉得下一个五年会从上一个五年的新能源化进入到智能化+新能源的组合。上一个五年，“智能”是让你更舒服，但是没有它，你也行，下一个五年，核心是让你慢慢形成依赖，当你换一辆车，你会觉得不习惯。再下一个五年，就是2027年到2032年，我认为无人驾驶会真正走到一二线城市。所以我们认为下一个五年，智能汽车会是一个大的赛点。《中国企业家》：对于智能化，你可能比一般人更乐观，因为即使是特斯拉，在国内它的智能驾驶选装包的订阅率也不到2%，你怎么看这个事情？何小鹏：第一，我比绝大部分人坚信（智能驾驶）的原因，是一开始我就认同。我相信它不会像智能手机一样，3年就改变了，它需要一个过程，这个过程刚好给了我们机会。第二，在中国，小鹏的智能驾驶是走在最前面的，我们已经碰到了这里面的所有问题。《中国企业家》：其实智能驾驶有不同的解决方案和合作模式，但是小鹏还是倾向自己做闭环？何小鹏：因为我们觉得智能驾驶是真正实现智能汽车的第一步，也是最重要的一步。有很多解决方案提供商，在量产、规模上都或多或少碰到了挑战，它需要硬件、软件、客户、安全场景、成本交付的全逻辑，我觉得靠单一公司是做不到的。但是10年以后可能会有公司能提供低成本的解决方案，但那时就会碰到另外一个问题，汽车厂商是变少了还是变多了？如果变得越来越多，这样的解决方案公司是做的非常好的，如果变得越来越少，它是很难的。何小鹏认为，下一个五年，智能汽车会是一个大的赛点。来源：受访者《中国企业家》：2023年你们要推出新的开发平台。对于平台化你的思考是什么？何小鹏：2020年小鹏汽车就在开发下一代平台，2023年会全部推出，G9是下一代平台的第一款车。当我们在平台上推出三款车之后，后面供应链能力就会有一个很好的提升。2017年到2022年，第一个五年是往前狂跑，不知道哪些地方对，哪些地方不对，试完之后在对的情况下做成稳定的一代平台，平台运行一段时间之后再跳跃到下一个平台，这样就会更有章法，而且成本控制得更好。我们跟很多整车厂不太一样，整车厂是五年、十年的规划，但是我们第一期认为是以创新为导向，第二期是在创新的基础上，做成有价值的创新，且把客户体验做好。《中国企业家》：在SKU上会做一些调整吗？你之前是不认同爆款逻辑的，但是你们也做了一些SKU的简化。何小鹏：随着车型数量的提高，单车型的SKU会越来越少，甚至到了明年，有些车型的SKU只有一款或者两款。我觉得将来智能汽车每一款车型大概在一到两个SKU，就比较合理了。《中国企业家》：供应链今年会有一些动作吗？比如电池，你们是不是成立了一个叫广州鹏悦动力的电池公司？何小鹏：我们没有成立，这是外界的误读。我们的规划比较清晰，围绕智能化领域，我们实际上做了非常多的事情，比如今年会推出全场景智能辅助驾驶XNGP（的主要功能），在有些领域我们希望做减法。《中国企业家》：哪些是需要做减法的地方？何小鹏：比如我们现在不考虑在电芯领域做投入。其实做每一个领域都很难，做成功了都很好，但是要看你投了多少钱，你投100块钱跟投100万是两种风险。在（电芯）这个领域，我们现在选择合作。既要守正出奇，也要思考远方《中国企业家》：你们今年应该做了很多的组织复盘和战略复盘，因为对新造车企业来说，组织的复杂程度很高，你既要懂制造，还要懂互联网、懂智能化、懂用户运营，这对组织的拉通性、灵敏性以及稳定性会有很高的要求，你怎么看这个问题？何小鹏：我觉得做汽车企业，两个基础能力很重要，第一个是规划能力，第二个是组织能力。就像建楼，如果不挖地基，可以建一两层楼，但是要建80层、200层的房子，你的思考逻辑就会完全不一样。2014年、2015年中国有数百家造车企业，最后只活下来几家，大部分开始碰到的是资本的挑战，很快就是管理的挑战，所以从去年下半年到今年我都会持续调整组织。我们现在是从1到2再创业。1就是建立了一个基础的品牌，一个基础的团队，推出三款到四款产品，获得一定的市场份额。再下一个门槛，可能是50万辆。当然真正的门槛，我觉得是要达到100万~150万辆这个级别，你才拿到了智能汽车的门票。这个时候组织能不能适应？所以在从1到2的时候，我们考虑的是如何筛选优秀的人才，如何用合理的机制激励他们。《中国企业家》：互联网公司一直存在一个万人陷阱，到了一万人的时候，组织的挑战是倍增的，小鹏遇到万人陷阱了吗？何小鹏：万人陷阱倒说不上，我觉得是万人管理上的挑战。特别是汽车企业，它是分散式的，全国有数百家门店，你怎么去跟这些一线的员工沟通，用什么样的方式管理、激励，这都是不同的逻辑，不同的体系。《中国企业家》：所以你这次架构调整要解决的核心问题是什么？你有学习的标杆吗？何小鹏：没有标杆，中国有很多企业管理很好，但是如果抄它的话，你是必死无疑的，因为你没有它的天时、地利、人和与成长环境。其次，组织调整对企业来说是一个相对比较内生的事情，你想大范围学习也很难，因为你已经成长到今天这样的规模了。《中国企业家》：调整之后，你的很多角色都在前置，比如对产品的管理，现在是你自己主抓吗？何小鹏：对，第一要前置，第二要联通。大方向做好规划，让前台有足够的灵活度，但是他要知道你规划的价值观，什么是你鼓励的，什么是你反对的。《中国企业家》：你自己对产品的理解是怎么建立起来的？因为你之前没有真正做过硬件、车，你对智能化倾入了很多情感，但是智能化毕竟要放在一个机械上实现，这两种逻辑之间还是会有一些需要融合的地方。何小鹏：硬件产品我是不敢做的，之前做的基本全部失败了。互联网产品会更想做到极致，但实际上最后你都不知道你的平衡在哪里，经营在哪里，因为这是两套体系。进入汽车体系后，我觉得最重要的一是守正出奇。什么叫守正？出奇出在什么地方？守正就是原来传统的你要遵守，出奇是出一两个奇。说实话我们现在还在踩坑，但是踩的坑越来越少。二是思考远方。什么是奇的东西，什么是该跨越的东西，你要看远方它会变成什么样，但是它到底是10年到达还是15年到达，它的节奏是直线走的，还是曲线走的，既要有一定的计划判断，也要有学习应变的能力，因为市场环境在变化。《中国企业家》：过去5年当中，守正出奇在你身上有没有这种撕裂感？你感受最强烈的一次是什么时候？何小鹏：大概2016年底第一台ET（工程试制）车开出来时。我当时还没有入职，他们说开出来的时候两波人都哭了。汽车人哭了，说我们把自己做的一台车开出来了，一群来自互联网的人也哭了，因为这个车没有油漆、没有座椅，只有一个很简陋的方向盘，一堆裸露的电线电池，虽然能开，但他们觉得这不是车。但汽车人觉得这就是生产车的一个过程。所以这是一种很不一样的思维逻辑，这种撕裂到今天还是很大的折损。今天绝大部分汽车人内心是不相信智能化的，他们认为智能化只是销售的方法论，或者营销的噱头。但是熟悉互联网的人都知道，这是一个巨大的机会，需要你对硬件、制造、客户，有足够的深耕，也许需要10年到15年的学习才能够最终走到彼岸。《中国企业家》：这一点非常关键，对一个CEO来说有时候最重要的责任是做判断和选择，往A走还是往B，就像拆炸弹一样，剪红线还是剪蓝线。我看到你做判断选择的时候，跟很多人的思考路径不太一样，你这种底层的判断逻辑是什么？何小鹏：对于很多事情，我会判断最终通过科技变革所带来的产品趋势，而且我会看很长很长时间。因为有很多的科技趋势，最后会改变世界，改变我们周边的生活，如果你判断得很清晰，你就没有勇气去做了，当你有了勇气走进去的时候，你才会去不断调整。在过去中国太多人是在做效率创新，资源创新。在这种情况下，First Move大的变革就需要有人去做。我觉得第一次创新的东西，大概要10年到15年才能做出来，所以有很多事情你要花10年到20年去思考、投入、准备，但是最终失败还是成功，都是精彩的人生。我可能是一个有点技术情怀的创业者。《中国企业家》：你在财报沟通会上说，公司的中长期目标是将整体毛利率提高到25%以上，具体谈谈怎么实现？何小鹏：首先这不是一个短期目标，是中长期一定要实现的目标。其次这个目标的实现不应该仅仅来自于硬件，而应该是软件跟服务。所以我认为自动驾驶、无人驾驶是最开始的一步，后面还有第二步、第三步的逻辑。我坚定地认为，如果汽车领域还是汽油车，还是硬件体系，中国汽车没有走向全球前几的机会，你要守正出奇，补充你的短板，发挥你的长板。实现价值观的统一，就要多打胜仗 《中国企业家》：你可能也听到过这样的声音，飞行汽车、机器人看起来像是大厂玩的游戏，小鹏现在在创业阶段，进入得是不是早了点？何小鹏：很多人都说要把一个事情做到极致，但是也有很多事情需要10年、15年的储备才能够做好，SpaceX到现在大概有19年了，前面10年也没有人看好。你没有前10年的基础，也不会有后面第15年、第16年越做越好的逻辑。大部分人讲的逻辑都对，就是聚焦、聚焦、聚焦，但是我觉得人生就几十年，你能够干几件事？《中国企业家》：还要折腾？何小鹏：对，他们可以讲他们的，我会干我的。《中国企业家》：你之前放在这的精力有多少，比如2021年的时候？何小鹏：实际上并不多，我主要是帮他们拉班子、定战略，现在拉班子的时间就更少了，主要帮他们定战略、定规划，不要做错方向，其他事情都由他们负责。何小鹏认为，达到100万~150万辆这个级别，你才拿到了智能汽车的门票。来源：受访者《中国企业家》：这次架构调整之后，你说会减少在生态企业上的投入，指的是在这些地方的投入？何小鹏：是的。《中国企业家》：是不是你自己也意识到现阶段还是有不同的重点，诗和远方的事情肯定还是要干，但是现在先把眼前的事情做好。何小鹏：对，认同。《中国企业家》：你对用户运营的观点这两年有变化吗，你在小鹏汽车的APP上开了个人账号，但是好像没有运营？何小鹏：我在APP上主要是了解一些事，但是我的同事，我们的很多团队不光是了解，还要深度沟通，并且沟通之后要把它汇拢起来，然后进行下一个阶段的调整或者优化。我觉得在用户运营这条线上，我们原来做的不够闭环，以前有断点。但是我相信在2023年、2024年，我们这条线会做的好很多。因为一旦它形成闭环，有了一个体系，一组人，一个流程，自然会调整得越来越好。换一个角度，最开始做技术创新的时候，客户连行业都很难有认知，在“赌”未来方向时，你要有自己的“笃信”。《中国企业家》：这是你个人的一个很好的标签：笃信很足。你对你自己笃信的事，投入力度是很大的，而且也不太在乎别人的声音，是吗？何小鹏：我会在乎别人的声音，但是我会坚定我的道路。《中国企业家》：怎样防止组织扩大之后，文化被稀释的难题？何小鹏：这个问题我问过很多人，包括马云，不可避免会被稀释。我觉得第一是控制合适的规模；第二，越大的团队越要做价值观和思想的工作，并且言行要一致。客观、实事求是、言行一致，这个事情没有什么特别，就是要不断带大家打仗，尽量多打胜仗，稳定，把细节做好。价值观的统一是组织能力提高的一个基础逻辑。《中国企业家》：你跟很多人交流过这个问题，可见你自己对这个事也很在意。因为一个组织在变大的过程中，很可怕的一点就是大家都在表演，表演得好像很努力地工作。你刚刚说到要知行合一，其实就是在解决表演的问题。何小鹏：对，很多公司变大了，就会表演对上，在表演对上的基础上，调整对下的逻辑，最终出了很多问题。《中国企业家》：在公司里什么样的事会让你很生气？何小鹏：有很多。因为造车之后让你生气的地方太多了，你经常会觉得这不合理，那不合理，但是你慢慢的见多了，也能够稳定心态了。创业者既要有自信，又要有自知《中国企业家》：你上大学之前不太爱表达，为此还专门练过口才，是真的吗？何小鹏：真的，我们高中老师就喜欢问你最近怎么样了？最近说话多不多？《中国企业家》：一直到高中你都比较内向？何小鹏：小学还好，因为那时没有互联网，就是很简单的上学，下学，上学，不看电视，不看报纸，没有手机，没有电脑，也没有爱好，所以你的知识面很窄，除了课本上的知识，什么都不知道。当你什么都不知道，也没有爱好或者爱好很少的时候，你就不会有太多的交流。《中国企业家》：那会不会很乏味，不太受女生喜爱？何小鹏：那肯定不太受女生喜爱。所以人生就是要自己改变自己，到了大学我就觉得要变一下，后来参加一些社团，学习演讲与口才，学习怎么卖东西。我最开始去电脑城卖电脑，一天说不出话。因为你看到别人走来走去，你不好意思，你开口他不理你怎么办？我被拒绝怎么办？但实际上最后你迈出那一步什么都无所谓了。《中国企业家》：后来卖得成功吗？何小鹏：还可以，反正不算差。我也不是那种天生口若悬河的人，就是以真诚待人。《中国企业家》：亚信这段经历对你的影响是什么？何小鹏：碰到了很多的好同事，试了很多种岗位。我觉得一个人如果有机会在工作初期尝试不同的岗位，对你的人生会是一个非常好的事情。因为你那时不知道喜欢什么，擅长什么和能够坚持什么。我可能尝试过七八种岗位，从客服、售后、支持、售前、项目、研发、测试，还是蛮锻炼人的。《中国企业家》：虽然你看起来不是那种侃侃而谈的人，但是你有一个特点，特别擅长和高手相处，比如在UC创业时拉来了俞永福，在小鹏时也请来了很多高手，你和这些高手相处的逻辑是什么？因为有时候和高手相处是很难的。何小鹏：我跟一些优秀创业者不一样的是，他们会觉得自己做的很好，能力很强，我一直都认为比我强的人很多，所以我的逻辑是要找到比你强的人，才有可能把企业或者把这个事情做好。《中国企业家》：对很多人来说这是个美好的愿望，你得真正做到才行，对吧？何小鹏：我的言行是一致的，我真的会去找。我觉得非常非常重要的是，一个创业者既要有自信，又要有自知。很多人足够自信，但是觉得自己是全能的。以前投资圈有句话：凭运气挣的钱，不要凭实力还回去。很多创业成功的人，包括我，都是有很大的运气成分，所以你要知道，你是在天时、地利、人和的情况下（成功的），不是你个人的能力和拼搏实现的。《中国企业家》：你在UC时虽然是创始人，但是把自己定位为一个副总经理，这一点蛮难做到的，你的心态是什么？何小鹏：我找到一个比我牛的人过来，向他学习不更好吗？共同成长。包括在操小鹏的盘子的时候，也是有人比我懂汽车，比我懂战略，比我懂投资。第一，小型公司一定要找到特点鲜明的人，很牛的人，但是公司做大时就要关注价值观是否一致。第二，一部分人要有足够的全面心跟责任心，不然他在复杂事情上没办法做出快速判断，这个时候就要筛选。很多人说企业是我的，我有权利把钱留给我的小孩，我没有这个逻辑。我觉得能者上，不能者下，如果有一个能者超过我了，我还有股份，再给他一些股份，等于他在帮我创造价值，我为什么要去控制它呢？他只要是为企业好，我就会拼命鼓掌，我一直都是这个逻辑。不想成为雷军，他太累了《中国企业家》：你怎么看待命运？当时俞永福以投资人的身份加入UC，你后来也是以投资人的身份入主小鹏。有时命运像一个圆一样，你自己思考过这件事吗？何小鹏：没有，你是第一个跟我这样说的。可能有巧合吧，因为我不擅长投资，就像开车一样，有人喜欢坐在副驾驶引路，有人喜欢坐在主驾驶开车，有人喜欢坐在后座鼓掌，我觉得投资人就是坐到后座鼓掌的一个人。我有时候鼓掌都来不及，我说前面右转，他说慢点不慌，那我就上吧，我可能是有点想去控制它。《中国企业家》：造车对你的改变是什么？现在的何小鹏和做UC时的何小鹏有什么不一样？何小鹏：如果回到那个时候，我会跟何小鹏说造车好痛苦的，要想清楚。《中国企业家》：这是个后悔的行业？何小鹏：没有，永远没有后悔药。我比较有幸进入到一个我认为是最难的行业之一，这对我有很多的锻炼，认识了很多朋友，也锻炼了一点点酒量。在中国的经济环境下，我觉得一定要有人在硬件加软件的组合上进行创新，只有做成这样的事情，将来你才有基础去做一些更有挑战、更酷的事情，你才能培养一些这样的人才，在未来10年、20年、30年里面去做不一样的事情。这是一个时代的机会，我们刚好站在这一波机遇里。《中国企业家》：怎么看雷军？他可能是很好的朋友，很好的兄长，也提供过很多帮助，当然也可能是一个潜在的对手，他对你的影响是什么？何小鹏：我从来没有觉得雷军是我的对手，就是导师、大哥，我们经常一起聊天，但是某种角度我不想成为他，我觉得他太累了，太努力了。《中国企业家》：他还会比你更累吗？何小鹏：他才是劳模，我不愿意做劳模。《中国企业家》：你怎么评价李斌和李想？何小鹏：我觉得李斌很nice，李想很执着，这都是好的事情。这个太难评价了。本文来源：中国企业家杂志，本文作者：任娅斐，原文标题：《对话何小鹏：要么足够精彩，要么轰轰烈烈死掉》风险提示及免责条款市场有风险，投资需谨慎。本文不构成个人投资建议，也未考虑到个别用户特殊的投资目标、财务状况或需要。用户应考虑本文中的任何意见、观点或结论是否符合其特定状况。据此投资，责任自负。","news_type":1,"symbols_score_info":{"09868":1,"EVS.SI":0.6,"XPEV":1}},"isVote":1,"tweetType":1,"viewCount":1653,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0}],"lives":[]}