Li Xiang: how 10 months to create a new company valued at 3 billion? -Car and home, Li Xiang-IT information
Future, splendid, harmony-rich free, intellectual priority, depending on the car, car and home ... ... New car sports list getting longer and longer, and behind each name, represents an ambitious dream, and "burning" of entrepreneurs and investors.
Highest heat in car and home recently.
On May 3, as Lee's third venture, and announced a 780 million series a financing. This round of financing led by Leo shares investment, source of capital, Changzhou wujin industrial Fund, for potential capital providers for follow-up actions. US capital served as sole financial adviser for the financing.
Meanwhile, car production and product planning at home and also surfaced.
Car and home in Changzhou covers an area of 750 acres of aluminum vehicle factory has started construction, standardized plant for production of vehicle accessory battery pack will also be put into use during the year. In late 2017, and will launch a 30 km radius of urban travel demand electric SEV (Smart Electric Vehicle). Second half of 2018, will launch a 300 km radius of travel demand increases your electric SUV.
Since its inception in July 2015, 10 months, and the total financing amount for more than 2.5 billion yuan, valued at 3 billion yuan. Compared with previous business experience, Lee's third venture acquire more capital potential.
How did he do that?
Sinorama interviewed Lee:
' Looking for the four pillar '
After July 1, 2015, from qichezhijia to leave, people who did not go to work. I established the company "utility", that is, HR, finance, IT, legal system as a whole. These things make much later, I began to see some of my ideas down on paper, and future strategic direction, including the company's mission and values, and so on.
Then, I'll do one thing in the third quarter of 2015, is to recruit partners. () I a person who is unable to. I don't need subordinates, but like I play a pillar role of partners. We need four pillars to support enterprise. Can I sell my car, manage the consumer, and we need a pole developed from start to finish, was also produced from beginning to end, you also need someone to be responsible for dealing with capital. So I need to find the other three partners.
I am looking for someone is two, one friend, one is that I think are nice, I tried to find him. First find a partner is (supply chain leader) Shen Yanan.
When was responsible for the supply chain, the judge I would like to do is, is it looking for the automotive industry or the electronics industry? Finally, I decided to look for the electronics industry. Because the future of the smart car, costs 70% from electronic products. Why? You know to see Tesla's cost model. Because motor battery what is electronics, and ADAS (driver assistance systems), HMI, locks, and so on are electronic. That is winning the biggest variable in the future.
Large domestic firms, had really done overseas factories, real supply chain, electronics industry we can choose our partner, actually not much, perhaps Huawei and Lenovo. Other businesses are doing a traditional manufacturing business.
A friend told Shen Yanan CEIBS students, recommended him to me. I have seen 7 or 8 times with Shen Yanan. Compared to several others I've seen, Shen Yanan younger. He is one of the youngest Vice President of Lenovo Group.
Research and development I see more, see more than 10, and finally chose Ma Donghui. I want is a research and Development Manager, rather than technical experts. If he is an expert in technology, this research and development is the biggest problem for us, because people did not have to play. He came to control the entire process, there are countless experts.
Ma Donghui started at AART, lived through a complete process from project to build out of the car. At 31 he's pipe supply chain and technology at the time, so it knows how to communicate with suppliers and manufacturing, rather than developed out of the car and be done.
He is the developer is the most I've ever seen. He was paid hundreds of thousands of, I say we are a startup, how much did you pay? He says give me 20,000 a month. I said no, you little, how to hire? Finally I gave him a much different from my salary and gave him a lot of options. I want my partner to be a very rich man, peer envy people.
He's very good, he effectively controlled all our progress, even if some places are overturned again, he effectively controlled. His now nearly 100th person, none of his team to leave.
When good I'm sure Ma Donghui, Shen Yanan and I went to see him. They are basically the end of October to join.
' "Normal" timetable '
Here also in the decoration of the Office at that time, I said I would take you to look at. After the old horse to go the bathroom and said can you give us a place to bathe? I said why, which he said have developed the car do not work overtime? Then we are on the first floor with shower.
But we don't have much time, because we are achieving much higher efficiencies than conventional cars. The reason, is a small team, and second, the synchronization information is very efficient. We don't need to go through a lot of meetings to synchronize information. We do not give any confidential, everybody knows what styling, development progress, and everybody knows the business what to do next. These are transparent.
Most of the time my Administration is based on human nature to judge. For example, company a and company b are competitors, all of a company's internal security, the last terrible is, a company's own people don't know things, b company knows. Because there is a basic feature is that you tell me I have an obligation to help you keep a secret, don't you tell me, that I hear from people, I have no obligation to you. I chose to tell you that this is the key to improving the efficiency of enterprises.
To date, I think my partner is the best, no chain at all, even if I presented "abnormal" demands.
Our schedule is very "abnormal". We said for the node, that is when you want to start selling the car, time node is research and development in the process pushed himself out of the team. I know car manufacturers are also well, I know they introduced a product the shortest cycle, starting from research and development to sales, only 24 months, and very successful, are selling products, hundreds of thousands of sales of the year. So time and quality, and there is no conflict. Dilly is most afraid of. More dawdling more inefficient, poor quality.
We are a new enterprise, efficiency must be high.
We started in November 2015 development, data now frozen stage, spent half a year's time, and then to enter the supply chain, to open the stencil. Many things are still in development, like HMI, but at least put what you know on the bus, leaving more software and details of adjustment. How many people say your battery might have done? Can you just see the battery does have finished. Something which in many companies is two or three years, we have achieved high efficiency.
When we were in October 2016 small batch trial production, supporting everything to be ready. Next we have a year-long test period. Small batch at the end of the beginning, to the side of the national development and Reform Commission reported.
Second half of 2017 and first product to meet the conditions of sale, this period is 24 months. The launch may not be the time, but that is our goal.
New energy vehicles we have to do the first, but this is the goal of ten or 20 years.
' Why is Leo? ’
In late December last year, and started a round of financing. In finance, we will have certain restrictions, such as must be a currency structure, because to get electric cars qualified. China's auto production quality is quite limited, this keeps out a lot of good investment institutions.
For us, financing in the first place is because we finance amount is small. We made so many mistakes in capital refinancing is not a difficult thing for us.
PE is not appropriate at this early hour to enter. In a round can participate in such a large amount of non-capital of us $, is not much. A-share listed companies is a very good choice.
A round we'll probably see thirty or forty investment, Leo met twice to determine.
We contact Leo feel they are very able. Leo went public in that year, Wang Xiangrong is the youngest, Chairman of listed companies in the stock market. Later Leo's transformation is quite successful. Its original business pumps and machinery manufacture, doing a good job but the market is also a bottleneck. Later entered the market, and later he acquired team to work with them is also particularly good, several companies also helped him create a lot of profit, then they want to get into the car.
We told them about, and they know this thing. Their key managers are fully open Tesla, acting their many car ads, although they didn't do the car, but the car is very understanding.
Speaking of big help to me in the early people, Huang clearly is one. Much of his time playing our CFO role. Includes communicating with huaxing, he was heavily involved in.
I have seen him three or four times. Because the highest level of capital circle. I say we used capital is not strong, be sure to find the best person to help me. We talk about content, including the capital development direction, and in what way to take the money, what time to pick up.
Before you actually see Bao Fan, we thought of the subscribed shares is 600 million Yuan, said Bao Fan why not go out and try to see a circle of investors? We see a circle, it is great for us. Investors will ask a lot of tough questions, such as the production qualification, the end can not be created? These problems are normal, some of the problem is the blind spot, we need to solve. Our business model is in the process of becoming more mature.
When we financed, suddenly appeared a-shares fell another round of huge, that is after the Spring Festival. Fortunately we found a circle of investors, so the financing process has been very smooth. Last 600 million subscription amount is not enough, everyone wants to vote, we have to spread, according to the 800 million to do it. Finally thawed 780 million Yuan.
B round of financing, must be PE levels because the scale to more than 1 billion. In the second half of this year or early next year, we will start a new round of financing, because the production of a second vehicle, it also requires a lot of money
李想：如何用10个月打造一家估值30亿的新公司？ - 车和家,李想 - IT资讯
前途、蔚来、和谐富腾、智车优行、乐视汽车、车和家……新造车运动的名单越来越长，每一个名字背后，都代表着一个野心勃勃的造车梦，以及为此“燃烧”的创业者和投资机构。
最近热度最高的是车和家。
5月3日，作为李想的第三次创业，车和家宣布获得7.8亿元A轮融资。本轮融资由利欧股份领投，源码资本、常州武进产业基金、明势资本等机构跟进。华兴资本担任本次融资的独家财务顾问。
与此同时，车和家的生产、产品规划也浮出水面。
车和家在常州占地750亩的全铝整车工厂已经开工建设，用于生产车辆配套电池组的标准化厂房也将于年内投入使用。2017年下半年，车和家将推出针对半径30公里城市出行需求的纯电动车SEV（Smart Electric Vehicle）。2018年下半年，将推出针对半径300公里出行需求的增程式电动SUV。
自2015年7月成立以来，10个月里，车和家的总融资额已超过25亿元，估值30亿元。跟以往创业经历相比，李想的第三次创业获得了更大的资本势能。
他是怎么做到的？
以下为李想接受本刊专访：
‘寻找四个柱子’
我2015年7月1日从汽车之家离开之后，没有马上去找能干活的人。我先建立了公司的“水电煤气”，也就是HR、财务、IT、法务整个系统。这些事情做得差不多了以后，我开始把我的一些想法落在纸面上，变成未来的战略方向，包括企业的使命和价值观等。
紧接着，我在2015年第三季度就做了一件事情，就是招合伙人。（造车）这个事情我一个人一定是做不到的。我需要的不是下属，而是跟我一样扮演柱子角色的合伙人。我们需要四个柱子，才能把企业支撑起来。我自己能把车卖出去，管理好消费者，同时我们需要一个柱子把车从头到尾研发出来，还有人能从头到尾生产出来，还需要有人负责跟资本打交道。所以我需要找另外三个合伙人。
我找人的方式就是两个，一个是朋友介绍，一个是我觉得哪个人好，我想法设法找到他。第一个找到的合伙人是（供应链负责人）沈亚楠。
当时找供应链负责人时，我要做的判断是，到底是找汽车行业的还是电子行业的？最后我决定找电子行业的。因为未来的智能汽车，成本有70%来自于电子产品。为什么？你去看下特斯拉的成本模型就知道了。因为电机电池什么的都是电子产品，还有ADAS（驾驶辅助系统）、HMI、门锁等等都是电子的。这就是未来决定胜负的最大变量。
国内大企业里，真正建过工厂、真正做过海外供应链、电子行业的我们能选择的合伙人，其实不多，可能只有华为和联想。其他企业更多是在做传统代工业务。
一个朋友跟沈亚楠是中欧商学院的同学，向我推荐了他。我跟沈亚楠见了7、8次。跟我见过的其他几个人相比，沈亚楠更年轻。他曾经是联想集团最年轻的副总裁之一。
研发的人我见的就更多了，见了得有十几个，最后选了马东辉。我要的是研发管理者，而不是技术专家。如果他是技术专家，这对我们研发是最大的麻烦，因为底下人就没得发挥了。他来把控整个流程，下面有无数的专家。
马东辉最开始在阿尔特，经历过一个车从立项到造出来的完整过程。他在三一重工的时候还管供应链和工艺，所以非常知道怎么去跟供应商和制造去沟通，而不是把车研发出来就完事了。
他是我见过的研发者里最实在的。他在原来地方的薪酬是大几十万，我说我们是创业公司，你要多少薪酬？他说一个月给我两万吧。我说不行，你那么少，怎么去招人？最后我给他定了一个跟我差不多的薪酬，同时给了他很多期权。我希望我的合伙人成为非常有钱的人，让同行羡慕的人。
他非常好，我们所有的进度他都有效把控到了，哪怕有的地方推翻重来，他都有效把控到了。他现在管将近100号人，他的团队没有一个人离开。
我确定马东辉不错的时候，就和沈亚楠一起去见他。他们基本上都是十月底加入的。
‘“变态”的时间表’
当时这边的办公室还在装修呢，我说带你们去看下。老马来了之后转了下卫生间，说能不能给我们装个洗澡的地方？我说为什么，他说哪有研发汽车不加班的啊？后来我们真的在一层装了淋浴。
但是我们加班时间不多，因为我们实现了比传统汽车高得多的效率。至于原因，一是团队小，二是信息的同步是极为高效的。我们不需要通过大量的会议来同步信息。我们不向内部任何人保密，每个人都知道我们造型什么样，研发进度，每个人都知道这个企业下一步要做什么。这些都是透明的。
很多时候我的管理是基于人性去判断的。举个例子，A公司和B公司是竞争对手，A公司对内部所有人都保密，最后可怕的是，A公司自己人都不知道的事情，B公司的人都知道了。因为人有个基本特点是，你告诉我我有义务帮你保密，你不告诉我，我从别人那听到的，我就没有义务对你保密了。我选择了告诉大家，这是提高企业效率的关键。
到今天为止，我认为我选的合伙人是最好的，一点都没有掉链子，哪怕我提出了“变态”的需求。
我们的时间进度是很“变态”的。我们只说了大的节点，就是什么时候要开始销售这个车，过程中的时间节点是研发团队自己倒推出来的。我跟汽车厂商也都熟，我知道他们推出一款产品的最短周期，从研发到开始销售，只用了24个月，而且很成功，都是大卖的产品，一年几十万的销量。所以时间和质量并没有冲突。最怕的是磨磨蹭蹭。越磨蹭效率越低，质量越差。
我们是个新企业，效率必须要高。
我们2015年11月份开始研发，现在到了数据冻结阶段，用了半年时间，之后要进入供应链，要开模具。目前很多东西还在研发中，像HMI，但至少装在车上什么样你是知道了，剩下更多的是软件和细节的调整。很多人说你们电池怎么可能做完了？可你刚刚看到我们的电池确实已经做完了呀。这在很多公司是两三年的事情，我们以极高的效率实现了。
我们在2016年10月份小批量试制的时候，配套商的东西都要准备好。接下来我们还有长达一年的测试期。到了年底开始小批量生产，就会往发改委那边报了。
2017年下半年，车和家的第一款产品要满足销售的条件，这个周期是24个月。当然具体推出可能不会是这个时间，但这是我们的目标。
我们要做新能源汽车的第一，但这是十年或者二十年的目标。
‘为什么是利欧？’
去年12月底，车和家开始启动A轮融资。我们在融资时会有一定的限制，比如必须是人民币结构，因为要去拿电动车资质。中国的汽车生产资质是有很大限制的，这就挡住了很多优秀的投资机构。
对我们来说，融资时排在第一位的就是钱，因为我们融资金额不小。我们之前在资本上犯了那么多的错误，再融资对我们不是很难的事情。
PE不合适在这么早期的时候进入。在A轮能参与这么大金额的非美金的资本，并不多。A股上市公司就是很好的选择。
A轮我们大概见了三四十家投资方，跟利欧见了两次就确定了。
我们接触利欧觉得他们还是很有本事的。当年利欧上市的时候，王相荣是A股市场最年轻的上市公司董事长。后来利欧的转型是相当成功的。它原有的业务是水泵和机械制造，做得不错但是市场也是有瓶颈的。后来进入了营销，后来他并购的团队跟他们合作也特别好，几个代理公司也帮他创造了非常多的利润，接下来他们想进入汽车。
我们跟他们一讲，他们就明白这个事情了。他们几个核心管理者全开的是特斯拉，他们又代理很多汽车广告，所以虽然他们没做过汽车，但是对汽车是极为了解的。
说到前期对我帮助比较大的人，黄明明算一个。他很多时间都扮演着我们CFO的角色。包括跟华兴沟通，他都大量参与。
他跟我见了三四次包凡。因为包凡是资本圈里水平最高的。我说我们过去资本能力不强，一定要找个最好的人来帮我。我们聊的内容，包括资本发展方向，还有以什么方式去拿钱，什么时间节点去拿。
其实在见包凡之前，我们就想到了认购的份额是6亿人民币，包凡说为什么不出去多见一圈投资人？我们又见了一圈，这对我们提升是很大的。投资人会问很多刁钻的问题，比如生产资质，到底能不能造出来车？这些问题都是正常的，有些问题就是我们的盲区，需要我们去解决的。我们的商业模式也在这个过程中变得更加成熟。
我们融资的时候，忽然出现A股又一轮巨大的下跌，就是春节过后。幸亏我们多见了一圈投资者，所以融资过程也很顺利。最后6亿认购额不够，大家都想投，我们就往外扩，按照8亿去做。最后融了7.8亿人民币。
B轮再融资时，肯定是PE级别的，因为规模要10亿以上了。在今年下半年或者明年年初，我们还会启动新一轮的融资，因为还有第二辆车的投产，这也需要很大一笔钱