TV plus earn so little, why it's market value so high? -Music video-IT news
Not long ago, I met a resentful, Chairman of a-share listed companies, who are wondering, even disdain. Because of listed companies and music as he compared his company profits of 160 million Yuan last year, worth only 5 billion-6 billion yuan. TV plus a profit of 115 million Yuan last year, but could fetch nearly more than 110 billion yuan in the capital market. 50% more about profits than about market value because it almost 20 times, he felt it was too annoying, what?
I answered him with: eco-strategy.
The old tradition of chemical companies, for capital, and can be seen through the eyes of a future economic downturn, environmental pollution, any issues, such as labour costs, will have a great impact on his business. So his enterprise in development the "ceiling".
In contrast, his future capital with great imagination and unlimited market prospects. Through years of development, has a complete eco-chain based on household consumption, in order to break the boundary of the ecological enterprise technology, art, the Internet.
Depending on the layout of the three plates
Modes: music video pictures, music video, music video, music video sports;
Technology sector: music video TV, letv mobile, depending on the mobile phone, TV plus car;
Internet stocks: depending on the app store, TV plus Internet, music video, music video games store.
Refer to ecological strategies, there is a familiar company extremely has the reference value, it's Disney.
Disney has a lot of pages, like Disney World Entertainment, Disney, Disneyland Hotel, Disney's derivatives toys, including Disney's doing very well in China's education section.
Such a strategy, people had been misinterpreted as a diversified investment company Disney, obviously, this is a seriously flawed judgment. Early management scholars to have Disney as "diversification strategy", note that it is not diversification strategies, as Disney all the layouts are based on a common content, all the movements are expanding in circle around this core content. From today's perspective, Disney is eco-built around your core content in different areas.
Ecological strategy in what the company can do?
Ecological Enterprise genes:
First, win the pool is large enough, the industry itself has a big imagination in order to form ecosystem
The two examples mentioned, industry itself is large enough, consumer promotion, health promotion environment, cutting-edge technology, and other fields can hold enough of the big companies. Meanwhile, layout of ecology is to a large extent by way of equity investments, traditional managers mechanism does not apply, by way of equity investments to find more entrepreneurs to work together.
Second, have the ability to open output
Core strategy behind millet millet has a 170-person production team, helped 55 companies design products of millet investment details, this process is made from millet core competencies to help businesses grow. Similarly, Disney, pig has its own open pool. And Google, in November 2007, Google and 84 mobile phone industry to set up the Open Handset Alliance, improving Android. In just four years, Google's Android system than Symbian, became first in the world, behind this, Google can open data assets are very important.
Third, and most important: corporate governance thinking, this thought I summed up in the "I" thought
Today, more and more enterprises are finding talent, core assets are not necessarily for you all, but can be used for you, with an open mind, through the achievements of others to make their own, complete the entire layout.
Only big companies could do ecological layout?
Many growth companies have adopted ecological layout strategies. Shareholder Papi sauce logic thinking, fast-growing startups, he realized that the content industry as a whole in the process of rapid development, logic thinking in terms of new content cannot go it alone. Logic thinking in a separate fund to set up a small, fast layout content section. Many examples of this, such as steel, pig eight quit, these are fast-growing Internet company, has its own investment fund, the enterprise business, the surrounding layout.
If you're a small company, unable to become the initiator of biosphere, that's clear in the ecosystem can contribute value. And to look for opportunities to enter the up link in the ecological strategy of the company.
How to be eco-enterprises?
And the United States cooperate a famous incubator in the world looking for entrepreneurs, entrepreneurs in the Disney platforms business, microfinance for Disney shares, also accounted for a small share of the way each team invested no more than $ 120,000, ratio between 6%-10%, looking for a large number of entrepreneurs for the Disney service.
Some multinational companies, has been in China for ecological opportunities for strategic cooperation, such as Audi is cooperating with entrepreneurial State "Audi innovation contest" recruitment of automotive-related innovation projects, are ecological study and implementation of the strategy.
5-10 years in the future, there will be a large number of ecological strategies for companies, these companies are changing or reinventing a new industry, will also become more and more interesting. The future belongs to the ecological enterprise.
乐视赚钱那么少，凭啥市值那么高？ - 乐视 - IT资讯
前一阵子，我遇到一位忿忿不平的A股上市公司董事长，这位老哥非常想不通，甚至很不屑。因为把他的上市公司和乐视做比较，他的公司利润去年1.6亿元，市值只有50亿-60亿元。乐视去年利润1.15亿元，但在资本市场的市值将近1100多亿元。谈到利润比乐视多了50%左右，市值却差了将近20倍，他感到这实在是太气人了，凭啥？
我用一句话回答了他：凭的是生态战略。
这位老哥的传统化工企业，对于资本方来说，有一眼可以看穿的未来，经济下行、环境污染、劳动力成本等任一问题，都会对他的企业造成极大的影响。所以他的企业发展存在“天花板”。
反观乐视，他的未来给了资本方以极大的想象空间，市场前景无限。通过几年的发展，乐视已经构成完整的基于家庭消费的生态链，成为了打破科技、艺术、互联网边界的生态型企业。
乐视布局的三大板块
文化板块：乐视影业、乐视音乐、乐视视频、乐视体育；
科技板块：乐视TV、乐视移动、乐视手机、乐视汽车；
互联网板块：乐视应用商店、乐视互联、乐视游戏、乐视商城。
提到生态战略，有一家我们耳熟能详的公司非常具有参考价值，那就是迪士尼。
迪士尼有很多自己的版块，像迪士尼娱乐内容、迪士尼影业、迪士尼酒店、迪士尼衍生品玩具、包括迪士尼在中国做得非常好的教育版块。
这样的战略布局，让人曾把迪士尼误解为一家多元化的投资公司，显然这是一个大错特错的判断。早年也有管理学者把迪士尼定义为“多角化战略”，注意，不是多元化战略，因为迪士尼所有的布局都在围绕一个共同的内容圈，一切的动作都在围绕这个核心内容圈进行扩张。从今天的角度来看，迪士尼就是围绕自己的核心内容在不同领域构建生态。
什么样的企业能做生态战略？
生态型企业有三大基因：
第一，共赢池足够大，本身所处的产业有比较大的想象空间，才能形成生态圈
刚才提到的两个例子，本身产业发展空间足够大，在消费升级、健康升级、前沿科技等领域形成的生态圈能容得下足够多的大公司。同时，布局生态很大程度上是通过股权投资方式，传统经理人机制不适用，通过股权投资方式找到更多创业者一起合作。
第二，有开放性可输出的能力
小米背后核心的策略是小米有一个170人的产品团队，帮助小米投资的55家公司设计产品细节，这个过程是用小米核心能力帮助企业成长。同样，迪士尼、猪八戒都有自己比较开放的能力池。还有谷歌，2007年11月起，谷歌和84家手机产业成立开放手机联盟，改善安卓系统。短短四年，谷歌的安卓系统超过塞班，成为全球第一，在这背后，谷歌可开放的数据资产非常重要。
第三，也是最重要的：企业的治理思维，这个思维我总结成“为我所用”思维
今天越来越多的企业发现，人才、核心资产不一定为你所有，但可以为你所用，要用一种开放的心态，通过成就他人来成就自己，完成整个生态布局。
是不是只有大公司才能做生态型布局？
现在很多成长型企业也采取了生态型布局的策略。罗辑思维入股Papi酱，快速成长为创业型企业，他意识到整个内容产业在快速发展过程中，罗辑思维在新内容方面不能孤军奋战。于是罗辑思维单独成立一支小基金，迅速布局内容版块。这样的例子很多，比如找钢网、猪八戒，这些都是快速成长的互联网公司，都有自己的投资基金，围绕企业的主业，进行周边布局。
如果你是个小公司，无法去成为生态圈的发起者，那就先明确自己在生态圈中能贡献的价值。然后去寻找机会，进入大公司生态战略中的补足环节。
如何成为生态型企业？
迪士尼和美国一家著名孵化器合作，在全球寻找创业者，创业者在迪士尼平台上创业，迪士尼用小额资金入股，同时也占小额股份的方式，每个团队投资不超过12万美金，比例在6%-10%之间，寻找大批创业者为迪士尼服务。
一些跨国公司，已经在中国寻求生态战略的合作机会，比如奥迪正在跟创业邦合作“奥迪创新大赛”招募汽车相关的创新项目，都是在进行生态战略的探讨和实施。
在未来的5到10年，将会出现一大批生态战略型公司，这些公司在改变或重塑新的行业，也会变得越来越有意思。未来属于生态型企业。