【CEO观点】安克创新创始人兼CEO阳萌：速生速死的品类上，建立⼀家长寿的公司

安克创新是一家消费电子公司，目前拥有Anker、Soundcore和Eufy三个年营收超过20亿的全球化品牌。其中Anker连续三年在Brand Z中国出海品牌榜名列TOP10，2020年在北美的知名度从31.8%提升至40%。安克创新2020年营收超93亿，覆盖全球超过100个国家和地区，拥有1亿全球用户。

从优秀到卓越：在一堆速生速死的品类上，建立一家长寿的公司；

从管理到赋能：成为最适合全球化智能硬件，创业者的平台。

有些人会问“你们是海外的小米，对吧？”
我回答——并不是，我希望安克创新旗下的品牌能做有溢价的品牌，能做出更多的创新和获得更多消费者的认可。

一、做坚定的长期主义者

中国产品出海一共分为三阶段：1.0阶段表现为通过各种展会进行产品展示和出口，主要以To B销售为主，不接触C端客户；在2.0阶段，产品依托Alibaba、eBay等网络平台进行推广、销售，没有品牌附加值，多是基于同质化产品的简单价格竞争；在3.0阶段，品牌通过Amazon、Facebook等优质客户聚集的平台和社群进⾏品牌运营和销售，注重强调产品领先、质量领先、服务领先， 构建品牌价值和忠诚度。

在创业初期，我看到了三重浪潮叠加这样一个机遇，分别是中国优秀的工程师人才、Amazon等电商崛起、电子产品品类更迭。此刻面临一个选择：是把华强北的产品搬到海外，还是做高品质的中国品牌？在创业第一天起，我就坚定不做赚快钱的生意，而是做坚定的长期主义者。在过去的十年中，我们选择了很少的品类，在这些品类中真正把产品、研发、营销以及各个方面做好，构建高的消费者价值。

二、五大核心能力助力第一曲线增长

在坚定做长期主义的好品牌后，公司在落实过程中经历了三个阶段：成立初期，安克创新偏向于渠道导向品牌，选择接近⽤户的渠道，根据渠道需求做选品；在将产品带上渠道后，提升运营效率、探索营销方式，通过关注用户需求来改良产品；直到2019年，我们正式进入第三阶段——立志成为领导品牌，通过深⼊⽤户体验、推出创新产品等战略，成为行业标杆。

安克之所以能获得今日的成功，主要依靠5大核心能力：持续创新的产品能力、链接⼈⼼的品牌能力、全球销售的渠道能力、灵活⾼效的⽀撑能力和全价值链的数智化能力。

1、产品是所有0前面的1，是产品公司的信仰和执念。

在产品创新能力方面，最初我们是用户评价驱动，通过收集全网对于产品和竞品的评价进行分类打标，搜集评价背后的原因，定义产品改良点，QA定期监控并维护，获得持续好评。在改良驱动的同时，我们通过做消费者洞察，挖掘用户潜在需求，进行产品创新。当然今天，我们已经不再只是单个产品的创新，还要做好产品矩阵（或产品系列）布局。

2、品牌是一种势能，能支持溢价、能拉动新品的就是好品牌。

对于打造品牌力，首先通过获取公域流量扩“人声”，其次通过打造私域流量圈“人气”，接下通过整合营销夺“人心”。当下特别值得关注的是整合营销：首先通过PR、⼴告组合拳把⼀个清晰的有差异化的定位传播出去，引发兴趣⼈群关注；其次通过深耕论坛、流媒体、 ⾃媒体、CRM等，把产品故事讲好，进⼀步引发消费者对品牌和产品的浓厚兴趣；最后在购买端做好购买体验。

3、渠道因产品而生，也在与产品的相互拉动中共同成长。

对于渠道能力，最初我们是通过系统化的线上运营切入市场，需要明确各个指标之间的底层逻辑，找出关键指标和不同指标间此消彼长的关系，继而做整体的优化。随后，安克开始拓展线下渠道，覆盖更多消费群体。目前安克已经成为一个全渠道领导品牌，我们在不同国家搭建本地化团队，实现全渠道本地化运营。

4、业务系统支持全流程运行，数据和智能系统赋能价值创造。

细节的业务一定要靠强大的系统来支持。前期安克自主研发了ERP系统，打通了核心业务链条，随后对内外部系统进行整合，实现全业务覆盖。目前安克正在研发新的系统，打造包含各个部门数据的数据驾驶舱，赋能业务创新。

5、中台往往是木桶里最短的那块板，发现的时候已经太晚。

公司内部财务、税务和法务等部门都具有支持快速落地的能力，为公司业务提供有力支撑。同时通过1个⾼度集成的供应链管理系统和30+核心供应链的高协同能力，保障运转效率。目前我们在7个国家设立office，在25个国家派驻员工，形成人员保障。

三、通过组织创新寻求2N曲线增长

消费电子是一个速生速死的品类，作为处在这个品类里的公司更需要持续的创新，不断看到新的产品和新的品类。通过对持续多品类赢的成功典范的学习和沉淀，我总结出三步走打造流程型的组织，分别是：方法流程化、能力平台化和组织开放化。

流程是为客户创造价值的活动序列，要建造以客户为中心的流程。通过构建流程型组织，深⼊组织⽑细⾎管，⽤流程沉淀价值创造的核⼼业务能⼒。同时，在业务⻣⾁之外，在重要的⼀级部⻔构建四⼤神经系统：HR、D3、PMO、SPT，分别提升组织能⼒、数据驱动能⼒、流程能⼒、战略规划能⼒。

我们建立了以客户为中心的三大流程——运营流程，使能流程，支撑流程。运营流程：为客户创造价值，下游为客户；使能流程：为运营流程提供运⾏条件，下游为⾯对客户的⻆⾊，使能层之间相互有⽀撑关系；⽀撑流程：为所有业务提供⽀撑，保障业务运⾏，外部合规管理和⻛险管理。安克创新创始人兼CEO阳萌：速生速死的品类上，建立⼀家长寿的公司

对于各个平台平台，沉淀核⼼能⼒，快速复制成功经验深度赋，将能力平台化。深度赋能每个作战单元，持续提升能⼒。我们希望在公司的平台上真正地能把优秀的人力沉淀下来，然后能够通过这些人沉淀的能力去赋能各个不同的新的品类。

最后是组织开放化分为对内和对外，对内：开放全链条赋能、可持续、管理和专业并重的发展机会和晋升通道；对外：开放流程化⽅法和汇聚核⼼能⼒平台，帮助智能硬件创业者加速获得成功。

最后，阳萌发表了自己的愿景：土壤肥沃，花团锦簇。通过对行业的学习、反思和积累，沉淀成肥沃的土地，实现中国品牌在全球市场的花团锦簇！

正如安克创新创始人兼CEO阳萌所讲的“在创业第一天起，我就坚定不做赚快钱的生意，而是做坚定的长期主义者”，CXOUNIONCXO联盟也汇聚了这样一帮“做坚定的长期主义者”的人，他们也期望成为高品质品牌，能够给消费者带来更多更有价值的东西。比如茅台、五粮液、青岛啤酒、双鸭山、格力、海尔、蒙牛、伊利、波司登、以纯、奇瑞、比亚迪等民族品牌，又比如宝洁、特斯拉、欧莱雅、强生等等，这些企业有的是世界500强，有的是中国500强企业，而这些企业不仅仅是创始人、董事长、CEO、VP等人希望企业能够可持续发展，像首席信息官、首席数字官、首席财务官、首席技术官、首席人力资源官、首席运营官、首席执行官等CXO高管，IT总监、财务总监、信息总监、运营总监、采购总监、供应链总监等等中高层管理人群也希望通过数字化的手段来进行相关管理创新，速生速死的之中，建立⼀家长寿的公司。当然CXOUNIONCXO联盟也同样是希望能给你带来价值！

如需加入CXO UNION（CXO联盟）高管社群，请联系社群小伙伴哦~

翻译：

Anker is a consumer electronics company that currently owns three global brands — Anker, Soundcore and Eufy — with annual revenue exceeding $2 billion. Among them, Anker has been ranked top 10 in the list of overseas Brands in China by Brand Z for three consecutive years, and its popularity in North America has increased from 31.8% to 40% in 2020. Anker Innovation has a revenue of more than 9.3 billion yuan in 2020, covering more than 100 countries and regions around the world, and has 100 million global users.

Be a committed long-term thinker

The export of Chinese products can be divided into three stages: the 1.0 stage consists of product display and export through various exhibitions, mainly selling To B without contacting C-terminal customers; In the 2.0 stage, products rely on Alibaba, eBay and other online platforms for promotion and sales. There is no brand added value, but simple price competition based on homogeneous products. In the 3.0 stage, the brand conducts brand operation and sales through platforms and communities where high-quality customers gather, such as Amazon and Facebook, and focuses on product leadership, quality leadership and service leadership to build brand value and loyalty.

In the early days, I saw an opportunity compounded by three waves: excellent engineers in China, the rise of e-commerce such as Amazon, and the change of electronic product categories. Now we face a choice: to move Huaqiangbei’s products overseas, or to become a high-quality Chinese brand? From day one, I was determined not to make a quick buck, but to be a committed long-term thinker. Over the last decade, we’ve picked very few categories where we’ve really done the product, R&D, marketing, and everything to build high consumer value.

Five core competencies to drive the first curve growth

After firmly building a good long-term brand, the company went through three stages in the implementation process. In the early stage of establishment, Anke Innovation tends to channel oriented brand, choosing channels close to users and selecting products according to the needs of channels; After bringing the product to the channel, improve the operation efficiency, explore marketing methods, and improve the product by focusing on the needs of users; Until 2019, we officially entered the third phase — aspire to become a leading brand, through the in-depth user experience, launch innovative products and other strategies to become the industry benchmark.

The success of Anker today mainly depends on five core competencies: product capability of continuous innovation, brand capability of connecting people, channel capability of global sales, flexible and efficient support capability and digital intelligence capability of the whole value chain.

The product is the one before all zeros, the belief and obsession of the product company.

In terms of product innovation capability, at the beginning, we were driven by user evaluation. By collecting the evaluation of products and competitive products from the whole network, we classified and marked them, collected the reasons behind the evaluation, defined product improvement points, monitored and maintained QA regularly, and obtained continuous praise. At the same time, we do consumer insight, explore the potential needs of users, and carry out product innovation. Of course, today, we are no longer just a single product innovation, but also a good product matrix (or product family) layout.

Brand is a kind of potential energy, can support premium, can pull new products is a good brand.

For building brand power, first by obtaining public domain traffic to expand the “voice”, secondly by creating private domain traffic circle “popularity”, and then through integrated marketing to win the “people’s heart”. At present, it is worth paying special attention to integrated marketing. Firstly, it spreads a clear and differentiated positioning through a combination of PR and advertising to attract the attention of interested people. Secondly, through in-depth forums, streaming media, we-media, CRM, etc., the product story is well told to further arouse consumers’ strong interest in the brand and products. Finally, do a good job in the purchase experience.

The channel is born because of the product, but also in the mutual pull with the product to grow together.

As for channel capability, we initially entered the market through systematic online operation. We need to clarify the underlying logic among various indicators, find out the relationship between key indicators and different indicators, and then do the overall optimization. Subsequently, Anker began to expand offline channels to cover more consumer groups. At present, Anker has become an omnichannel leading brand. We set up localization teams in different countries to realize omni-channel localization operation.

The business system supports the whole process operation, and the data and intelligent system enable value creation.

The details of the business must be supported by a strong system. In the early stage, Anker independently developed ERP system to break through the core business chain, and then integrated internal and external systems to achieve full business coverage. At present, Anker is developing new systems and building a data cockpit containing data from various departments to enable business innovation.

The middle is often the shortest board in the barrel, until it is too late.

The company’s internal financial, tax and legal departments have the ability to support the rapid landing, providing strong support for the company’s business. At the same time, through a highly integrated supply chain management system and 30+ core supply chain high coordination ability, ensure the operation efficiency. At present, we have set up offices in 7 countries and stationed employees in 25 countries to ensure staff security.

Seek 2N curve growth through organizational innovation

Consumer electronics is a category of rapid birth and death. As a company in this category, it needs continuous innovation to constantly see new products and new categories. Through the study and precipitation of successful examples of continuous multi-category winning, I have summarized three steps to build a process-oriented organization, which are: methodological process, capability platform and organizational openness.

A process is a sequence of activities that creates value for the customer, and a customer-centric process is built. By building process-oriented organization, we can penetrate into organizational capillaries and use process to precipitate the core business capability of value creation. At the same time, in addition to the business flesh and blood, we built four nervous systems in important first-level departments: HR, D3, PMO and SPT, respectively improving the organizational capability, data-driven capability, process capability and strategic planning capability.

We have established three customer-centric processes — operation process, enablement process and support process. Operation process: Create value for customers, downstream for customers; Enabling process: provides operating conditions for the operation process. The downstream role is customer-facing. Enabling layers support each other. Support process: Provide support for all businesses, ensure business operation, external compliance management and risk management. Yang Meng, founder and CEO of Anke Innovation: To build a long-lived company on the category of fast life and fast death

For each platform, precipitation core capabilities, rapid replication of successful experience depth, ability platform.

Depth enables each combat unit to continuously increase capabilities. We hope to really accumulate excellent human resources on the company’s platform. And then empower different new categories through their accumulated abilities.

Finally, organizational openness is divided into internal and external, internal:. Open the whole chain of enabling, sustainable, management and professional development opportunities and promotion channels. External: Open process approach and core capability platform to help smart hardware entrepreneurs accelerate their success.

In the end, Yang announced her vision: fertile soil and rich flowers. Through the study, reflection and accumulation of the industry, precipitation into a fertile land, to achieve the Chinese brand in the global market of flowers and flowers!

Just as Yang Meng, founder and CEO of Anker Innovation

Just as Yang Meng, founder and CEO of Anker Innovation, said, “From the first day of my business. I was determined not to make quick money, but to be a firm long-termer.” CXOUNIONCXO alliance also gathers such a group of people who are “firm long-termers”. They also hope to become high-quality brands and bring more valuable things to consumers. Such as Moutai, Wuliangye, Tsingtao Beer, Shuangyashan, Gree, Haier, Mengniu, Yili, Bosideng, Yichun, Chery, BYD and other national brands. Such as Procter & Gamble, Tesla, L ‘Oreal, Johnson & Johnson and so on. Some of these enterprises are among the world’s top 500, some are among China’s top 500. And these companies are not only the founders, chairmen, ceos, VPS, etc., who want their companies to be sustainable.

CXO executives like the chief information officer, chief digital officer, chief financial officer, chief technology officer, chief human resources Officer, chief operating officer, CEO, etc. Middle and senior management groups such as IT director, financial director, information director, director of operations, director of procurement, and supply chain director also hope to carry out relevant management innovation through digital means, so as to establish a long-lived company in the midst of rapid birth and death. Of course, the CXOUNIONCXO alliance also hopes to bring you value!

本文由CXO UNION-CXO联盟（cxounion.cn）转载而成，来源于网络；编辑/翻译：CXO UNIONCXO联盟小X。

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