Group executives exposes subsidies will only burn: Wang entrepreneurial force excessive? -Beautiful round, Wang XING-IT information

Greece mythology, a tragic figure – Sisyphus, he is resourceful, was punished by the gods, asking him to put a big rock on top of the mountain, every time you near the top and rolling down the Hill, drain, then he pushed again. Lives in such a tragic and hopeless work slowly dried up.

This is a hero, but also a tragic figure. Failed, and again, and again failed, and again again, so of cycle, total let people reminds beauty mission network of Wang, two times venture, and two times failed, and third times founded of beauty mission, recently is constantly by CCTV of exposure, refers to its became free card, and fake and virtual restaurant of gathered to--he was feeling of "efforts", what is "XING also is in addition to"?

Wang's "inspiration": first half step on node

Wang XING in Internet circles, flat personality, bad words.

It is said that once a group of entrepreneurs gathered in Hainan, yacht open to the sea. People are talking about, whether you can swim? But we hesitate, because I didn't bring swimming trunks, you look at me, I look at you. Suddenly heard a splash, follow direction, Wang had jumped into the water.

People familiar with Wang, will know he has always been free to move, hard to manage, perhaps this is one reason every time Wang left in the lurch.

Whether he created within the school, the home and the food, even though it ended in failure, but are all run win in the first half. In 2005, for example, set the Facebook Mark Zuckerberg in a Harvard University dorm, Wang launched a few months after the SNS renren in May 2007, Twitter in the United States came out, he created the fanfou.

Despite Wang's two Web sites, has disappeared in the political arena, but appeared at the beginning of school, rice has been stellar. Looking at Wang's first two businesses, still not escape the curse of failure. As in investment circles spread the word: Wang is still in business, never admitting defeat.

Look at Wang's third venture-the United States, still follow him too much force, and insufficient rhythm up front. Cheap pushed in by a huge force, the Group seized the group purchase, take-out, movies, and more in three or four line segments of the city.

Wang's "Apart from": step on the shaky second half

Next generation Internet barons, Wang XING Zhuang Chenchao have many similarities.

Both of them are from the South, is an elite, serial entrepreneur, a Tsinghua University, Peking University, was born in 1976. Two similar to the thinking of the Internet, even favorite books are the same. In public, Wang XING Zhuang Chenchao had recommended the book the resources revolution.

Wang XING Zhuang Chenchao, are born entrepreneurs, ultra high IQ, good forward-looking person, but does not win the second half why? This is probably the character.

Due cat invincible amid Wang's indecision, its movie business to Tencent's high frequency micro-ticket, the arms to survive, is a result of Wang's sentiment towards capital compromise. This "decisive" scenario, also appear more than once in a previous venture. Some projections, Wang XING in the rice be if the development goes well, now at least 10 billion market capitalization.

May seem radical, but conservative; appears to be violent, but hesitates, Zhuang Chenchao himself has acknowledged this shortcoming.

Although every time you stepped on in the first half, but the outcome of "stepping on instability" is fatal.

As the top students of Tsinghua University, and Wang with overseas study experience seize the opportunity – copy the top overseas business model, this is Wang three time entrepreneur have in common.

In 2005, Wang founded renren, copying the United States was founded just over a year of Facebook, while Facebook has been exploring, but the lack of commercial experience of Wang on the defeat in the capital chain rupture, renren was founded less than a year was forced to sell Chen yizhou.

In 2007, Wang make a comeback against foreign popular Twitter, founder of fanfou, was China's first micro-blogging site. While rice has more on the right track when income began, improper remarks on fanfou was shut. As a platform with the media attribute, but do not know control risks, Wang simple, self evident. He always care about the outside world view, informal, such as wearing shoes without socks, met reporters with strange turbans, does not understand harmony work around, after the rice has been blocked, someone asked when he could restart, he said, "depends critically on how I can change." In the eyes of friends of Wang Cheng Lingfeng, Wang is a man difficult to change shaft.

Wang's character in the "shaft" and Facebook founder Mark Zuckerberg's flexible and sensitive to the political, the difference, the result is quite different now, Facebook is worth more than $ 35 million, and Wang can make a comeback.

In 2010, Wang again, referenced objects are United States buy originator of GroupOn. Compared with the previous two, this is not a wise choice. Wang set himself a huge challenge--talent management. Earlier, Wang as technical descent, technology entrepreneurship, managing a small team, and group means managing hundreds of thousands of troops on the ground.

Many people appreciated the group a strong executive power, but the problem is, management of so many people is in itself an error. There is no doubt that the United States expand at an astonishing pace, but such an expansion is the human sea tactics, brought a dramatic rise in management costs and insufficient management personnel reserve.

Smell of policy insensitive Wang, in the management of the same and the age of the infant. Group human resources schema change frequently, it is understood that executives who once even 3-4 months. Once Wang heavily scoop Shen has also resigned from the company, pushing the number one hero Gan Jiawei marginalized. Today, the American lack of generals of each business line. Public relations, legal, marketing, talent is scarce. Adjustment of the personnel structure also reflects Wang to the United States from the side mission "undecided".

Started with buying the United States is trying to "buy", said Wang XING group put forward to access to the Internet in the second half, Wang to the United States than allowed.

Group as Group Development Foundation, described as "buy, defeat group".

When the group from "the hundred regiments" breakout, stand 020 outlet, Wang leading the entrepreneurial wave again and standing in front of a trillion-dollar market place.

But buying the nature of defects in the business model, let us group such as depression, and now is riding a tiger. It is reported that the group-buying subsidies worth up to 300 million Yuan, and produced massive customer have no loyalty.

Side is a low price Supreme loyalty-free consumers, one voice more and more stores, because a lot of hotels don't worry tourists, and there are several cooperation platform, why group do? This leads to group attacks on both sides, only the lower commissions or even pay the hotel. Beautiful round without core technologies, can provide better services for consumers and businesses, and human needs (eating, beauty, movies) cannot be wireless amplification, stimulating greater demand. Beautiful round an awkward day, profit impossible. Originator buying GroupOn can be seen buying in market value plummet poor seemed to have no future.

Therefore, the group will focus to takeout, completion of these additional selling original burn money at the Rodeo, the group recently fell into a vortex of takeaway food safety, food and drug administration and other related departments have been involved in the investigation, again stepped on monitoring whether Wang can get out of the red line, preservation group selling business, is still in doubt.

Group of war

So here's the thing, what is the core competitiveness of the Group? Executives within the group he says: the core competence of the Group's biggest cash subsidies. Yes, the United States has allowed finance g-wheel, raised roughly estimated at more than $ 5 billion.

Beauty Mission burn money of logic in buy, and outside sold and movie votes business in the are made temporarily leading, but also burn money of logic is in hotel and outside sold market series defeated, and resources relative concentrated, and online of degree high and products standardization of movie issued different, hotel and outside sold common of features is: online of degree low, resources dispersed, products type more complex, and practitioners mixed,. This means that in hotels and take-away food area is not hit a money market, but rather to focus on its technology and services, this is not built in a day. Even now, American monthly in hotels and take-away food subsidy of more than 200 million Yuan on the market is still struggling.

In fact, early mission and the public comments in the United States before the merger, Panda capital partners on the predicted LEE: us death. He thought and public comments "together" is perhaps the Group's best way out.

But merge with public comments after more than half a year, both models difference is more and more bloated.

That plunged the group into a paradox, known as the Group of Internet companies are increasingly deviated from the Internet and moved the core of the Internet--to improve efficiency, but simply expand. However, relying solely on the beauty of the human sea tactics, because the price is very low, is very difficult to have a magic weapon for winning in the second half.

Technical background of Wang, why not use technology to enhance the efficiency of the people instead of being tired by the sea? This is Wang needs to reflect on.

But more need to reflect on is 2016 group maximum pressure from the listing, today's group why still trapped in the capital chain rupture the spell?

More than cleverness, variable deficiency, lack of spirit, this is wangxingxixifusi sad.

Pessimistic to say that Wang seemed to have a "loser gene." Especially in the fast-changing Internet sector, does not seem to exist, "late bloomer," said one. However, Wang Hao yan beauty still "2020 to reach 1 trillion size of the target. "Echoes round the ear today, it may be the pathos of the fallen hero.

Wang's "XING", what is XING is in addition?

美团高管自曝只会烧钱补贴：王兴创业用力过猛？ - 美团,王兴 - IT资讯

希腊神话中有一个悲剧人物——西西弗斯，他足智多谋，却受到诸神的惩罚，要求他把一块巨石推上山顶，每次快到山顶时就又滚下山去，前功尽弃，于是他又重新推。生命就在这样一件悲壮又无望的劳作中慢慢消耗殆尽。

这是一个英雄人物，也是一个悲情人物。失败、重来、再失败、再重来，如此的循环往复，总让人想起美团网的王兴，两次创业、两次失败，而第三次创办的美团，近期则不断受到央视的曝光，指其成为了无证、假冒和虚拟餐厅的聚集地——他令人感慨的“努力”，到底是“兴还是不兴”？

王兴之“兴”：前半场都踩在节点

王兴在互联网圈内，个性平平、不善言谈。

据说，有一次一群创业者在海南聚会，游艇开到海中。众人正在议论，是否可以游泳？但大家均在犹豫，因为没带泳裤，你看我、我看你。忽然只听扑通一声，循声望去，王兴已跳入水中。

熟悉王兴的人，都知道他素来随心而动、难以驾驭，这也许是王兴每次都陷于困境的原因之一。

当初他创建的校内、海内、饭否，虽然都以失败告终，但前半场都算悉数跑赢。比如2005年，扎克伯格刚在哈佛大学宿舍里搭建了Facebook，王兴在几个月后就推出了SNS人人网；2007年5月，Twitter刚在美国问世，他就创建了饭否。

尽管王兴的两个网站，都已消失于江湖，但亮相之初的校内、饭否都曾风光一时。纵观王兴的前两次创业，始终逃不开失败的魔咒。正如投资圈里流传的一句话：王兴始终在创业，从来不承认失败。

再看王兴的第三次创业——美团，依然沿袭了他前场用力过猛、后劲不足的节奏。靠着庞大廉价的地推部队，美团抢占了团购、外卖、电影等在三、四线城市的细分市场。

王兴的“不兴”：踩不稳的下半场

在新一代互联网大佬中，王兴和庄辰超有许多相似之处。

两人都是南方人，都是精英，多次创业，一个清华，一个北大，均出生于1976年。两人的互联网思维相近，甚至连喜欢的书籍都相同。在公开场合，王兴和庄辰超都曾经重点推荐过《资源革命》一书。

王兴和庄辰超，都是天生的创业者，智商超高，善于高瞻远瞩的人，但跑不赢下半场的原因何在？这大概是性格使然。

正当猫眼所向披靡之际，王兴骨子里的犹豫不决，令其把高频的电影业务卖给了腾讯的微票，这次断臂求生，是王兴的情怀向资本妥协的结果。而这一“不果断”的场景，在历次创业中也曾经多次出现。有人推算过，当初王兴在饭否如果发展顺利的话，如今至少也有100亿市值。

看似激进，实则保守；看似刚猛，实则犹豫，庄辰超本人也承认过自己的这一缺点。

虽然每次前半场都踩到了，但结局的“踩不稳”却是致命的。

作为清华大学的高材生，并有海外学习经验的王兴善于把握商机——照搬海外热门商业模式，这是王兴三次创业的共同点。

2005年，王兴创办人人网，照搬美国成立才一年多的Facebook，虽然Facebook已经探路，但缺乏商业运营经验的王兴败在了资金链断裂上，成立不到一年的人人网被迫卖给了陈一舟。

2007年，王兴东山再起，比照国外红极一时的Twitter，创办了饭否网，是中国最早的微博网站。正当饭否日渐步入正轨开始有收入的时候，饭否上的言论不当被关。作为一家具有媒体属性的言论平台，却不知道控制风险，王兴的单纯、自我可见一斑。他一向不在乎外界的看法，不拘小节，比如穿皮鞋不穿袜子，见记者带着奇怪的头巾，不懂圆融变通，饭否被封杀后，有人问他何时能重启，他就说：“关键取决于我能如何改变自己”。而在王兴的好友程苓峰眼中，王兴就是个很难改变的轴人。

王兴性格中的“轴”与Facebook创始人扎克伯格的变通和对政治的敏感，简直天壤之别，结果也不可同日而语，如今，Facebook的市值超过3500万美金，而王兴只能东山再起。

2010年，王兴再次创业，参照的对象是美国的团购鼻祖高朋。与前两次相比，这并不是一个明智的选择。王兴给自己设立一个巨大的挑战——人才管理。此前，作为技术出身的王兴，靠技术创业，管理着小团队，而团购则意味着管理成千上万的地面部队。

很多人赞赏美团强大的执行力，但问题是，管理那么多人本身就是一个错误。毫无疑问美团扩展速度惊人，但这种扩张靠的是人海战术，带来的是管理成本的急剧上升以及管理人才的储备不足。

对政策嗅觉不灵敏的王兴，在管理上同样有其和年龄不相符的幼稚。美团人力架构更换频繁，据悉高管团甚至3-4个月就换一次人。曾经王兴重金从百度挖来的沈丽也已辞职，地推头号功臣干嘉伟被边缘化。如今，美团各个业务条线都缺乏大将。而公关、法律、营销等方面人才更是奇缺。这种人员架构的不断调整也从侧面反映出王兴对美团的“犹疑”。

以团购起家的美团正在竭力“去团购化”，与其说，王兴提出美团要进入互联网的下半场，不如说是王兴对美团放任。

团购作为美团发展的根基，可谓“成也团购，败也团购”。

当年美团从“百团大战”中突围，一举站在020的风口，王兴再次引领创业风潮，并站在一个万亿市场的浪尖。

但团购在商业模式上的本质缺陷，让美团如陷泥淖，如今更是骑虎难下。据悉，美团在团购的补贴高达3亿元，而培养出的海量客户却毫无忠诚度而言。

一边是低价至上的无忠诚度的消费者，一边是话语权越来越多的店家，因为很多饭店根本不愁客源，而且有几家合作平台，为什么非美团不可呢？这就导致美团两面夹击，只有降低佣金甚至倒贴饭店。而美团又没有核心技术，能为消费者和商户提供更好的服务，人的需求（吃饭、美容、看电影）不可能被无线放大，无法刺激更大的需求。美团存在的尴尬境地日显，盈利更无从谈起。从团购鼻祖高朋一落千丈的市值可以看出团购惨淡得似乎没有未来。

所以，美团将重心转入到外卖，而外卖还未完成原始的烧钱圈地时，美团最近又陷入了外卖食品安全的旋涡，食品药品监督局等相关部门已经介入调查，再次踩到监管红线的王兴是否能全身而退，保全美团外卖业务，尚存疑。

美团之殇

那么问题来了，美团的核心竞争力是什么？美团内部的高管曾自嘲称：美团最大的核心竞争力就是会烧钱补贴。没错，美团至今融资到G轮，融资额粗略估计超过50亿美金。

美团烧钱的逻辑在团购、外卖和电影票业务中都取得暂时领先，但同样烧钱的逻辑却在酒店和外卖市场接连败北，与资源相对集中、在线化程度高和产品标准化的电影发行不同，酒店和外卖共同的特点是：在线化程度低，资源分散，产品种类更复杂、从业人员良莠不齐等。这就意味着在酒店和外卖领域不是砸钱就能砸出一个市场份额的，而是要注重其背后的技术和服务，这非一日之功。即使现在美团每月在酒店和外卖市场上补贴超过2亿元，仍举步维艰。

其实，早在美团和大众点评合并前，熊猫资本的合伙人李论就预言：美团当死。他认为和大众点评“在一起”或许是美团最好的出路了。

但与大众点评合并半年多后，双方模式差别反而越来越大，人员更加臃肿。

这使美团陷入了一个悖论，号称互联网公司的美团却越来越背离互联网和移动互联网的核心——提升效率，而只是简单的扩大规模。殊不知，单纯依赖人海战术的美团，由于客单价极低，在下半场已很难有制胜的法宝。

技术出身的王兴，为什么不通过技术来提升人的效率反而被人海所累？这是王兴需要反思的。

而更需要反思的是，2016年美团最大的压力来自上市，现今的美团为什么依然困囿于资金链断裂的魔咒？

小聪明有余，机变不足，狠劲不足，这是王兴西西弗斯式的悲哀。

悲观地说，王兴身上似乎有一种“失败者基因”。尤其是在瞬息万变的互联网行业，似乎不存在“大器晚成”一说。不过，王兴依然豪言美团在“2020年达到10000亿规模的目标。”余音绕耳的今日，似有英雄末路的悲怆。

王兴之“兴”，究竟是兴还是不兴？