iAsk x China Daily| Who was trying to “hunt you down” this year?
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獵豹是陸生動物裡跑得最快的，時速115公里，捕食時能達到120公里。
Cheetahs are the fastest land animals on earth with an average speed of 115 km/h. When hunting, they can even reach a speed of 120 km/h.
它天性警惕，即使休息，也要每隔6分鐘就起身觀察周邊的情況。在受到獅子等大型貓科動物的威脅時，獵豹會捨棄幼崽而保命，小獵豹的死亡率高達77%。
They are naturally vigilant. Even when they are resting, they get up every 6 minutes to watch their surroundings. When their lives are threatened by the big cats like lions, they discard their cubs to survive. Therefore, cheetah cubs have a high death rate of 77%.
經歷過自然界的淘汰機制，成年後的獵豹適應能力極強，它步履輕盈，很少在相同的地方徘徊，眼睛總盯著新獵物，一旦發現就全速出擊，不在意成功率只有六分之一。非洲草原的寧靜之下暗湧著廝殺，獵豹的進化伴隨著犧牲與放棄、遷徙與爭取，一切都在時速115邁中完成，不容得一絲一毫猶豫。
Due to natural selection, the adult cheetahs are extremely adaptive. They are swift and they rarely haunt in the same places. Once they lay their eyes on a new prey, they strike at full speed, regardless of the low success rate of one-sixth. Underneath the tranquility, the African Savannah is an incessant battlefield. The evolution of cheetahs is an evolution of sacrifice and abandonment, a story of migration and endeavor, all at a speed of 115 km/h, without the slightest hesitation.
傅盛很喜歡這種精神，所以他給公司命名為獵豹移動，行之輕盈、擊之迅速、舍之果決，將獵豹的基因融於公司每一個戰略中。八年創業，三次反殺，從PC到移動網際網路、從國內到海外、從工具到內容、再到All in AI，獵豹已奔跑成一家全球化的大公司，人們感慨於它迅猛的發展，更好奇於它多變的航道。
Fu Sheng really admires cheetahs for their swift movements, rapid attacks, and the decisiveness to give things up. Therefore, he named his company Cheetah Mobile and embeds cheetahs’ genes into every strategic move of the company. In its 8 years of history, Cheetah Mobile pivoted three times, from PC to mobile internet, from China to overseas, from tools to content creation to “All in” on AI.
故事一：
Story No.1:
2013年，傅盛敏銳地發現國內網際網路已經初現格局，不願意當一個追隨者的傅盛很快決定帶著公司全面進軍海外市場，放棄國內的業務，一切從頭再來。
In 2013, Fu Sheng sensed that China’s internet market was getting saturated. Unwilling to be a follower, Fu Sheng decided to start over by entering the overseas markets and gave up the current business in China.
依託流量紅利，獵豹出海的第一款產品清理大師（Clean Master）在高峰期能從Google、Facebook等平臺帶來超過 60 萬美金的廣告日收入，獵豹的盈利資料逐年攀升。
Leveraging the high traffic flows through advertising platforms such as Google or Facebook, Cheetah’s first product, Clean Master was earning up to 600 thousand dollars per day, and the earnings kept increasing.
2014年5月8日，公司成立第四年，出海的第一年，獵豹移動(NYSE: CMCM)就登陸了紐交所。然而流量紅利並不穩定，2015年起Facebook和Google相繼調整廣告策略，獵豹每天收入以10萬美金的規模遞減，進入2016年第二季度之後，獵豹的股價開始下跌，最瘋狂的時候，獵豹股價三天之內下跌了30%多，傅盛還查了一下中概股跌幅榜，獵豹排名第二。
On May 8th, 2014, the four-year-old company with only one year of overseas experience went on IPO (NYSE: CMCM). However, the traffic gained through online advertising was not sustainable. In 2015, Facebook and Google changed their advertising strategy, and subsequently, Cheetah’s income kept decreasing at a scale of 100 thousand dollars per day. Starting from Q2 2016, the share price of Cheetah’s began to fall. At the worst times, its share price slumped more than 30% within 3 days. Fu Sheng even checked the ranking for the biggest loss of all overseas-listed Chinese firms, on which Cheetah Mobile ranked No.2.
2017年上半年美國免費榜上的中國遊戲榜前五中，獵豹佔了三席；輕遊戲產品矩陣已初步形成，創造超過5000萬的利潤；
In H1 2017, Cheetah occupied 3 out of 5 spots on App store for the best free Chinese games. Its lite game strategy has gradually formed its shape, generating more than 50 million profit.
Live.me作為內部孵化出去的獨立公司，全年穩居Google+Play/">Google Play美國社交暢銷榜第一；
As an independent firm incubated by Cheetah, Live.me was ranked the best US social media app on Google Play store all year long.
推出不到三個月的無人貨架專案「豹便利」，已經在北京市場排進前三；
“Cheetah Convenience”, a self-serviced shelf project which was launched less than 3 months ago has already ranked top 3 in the Beijing market.
戰略投資佈局實現部分退出，為獵豹贏得了超過10億人民幣的收入。
The strategic investments have partially exited, earning more than 1 billion RMB for Cheetah Mobile.
艾問傅盛：如何平衡專注與機會？
How to balance between staying focused
and catching new opportunities?
傅盛： 如果你要順應這個時代，你就應該把你的使命定得廣泛一點，這樣你才能隨著這個時代去變化。比如亞馬遜，你看它的定義是，“我們是一家以使用者為中心，以客戶為中心的一家公司。”
Fu Sheng:If you ride the trend of this era, you need a broader mission statement, so you can adapt to the changes of this era. For instance, The mission and vision of Amazon.com is:
“Our vision is to be earth’s most customer-centric company.”
艾誠：我很喜歡“有用”這個詞，但是它也特別難，大家都想做點有用的事，做點有用的工具。是不是這個當下，尤其在網際網路市場，某種程度上是什麼在風口、什麼在熱、我就做什麼，這是你的思路嗎？
Gloria Ai:I really like the word “useful”, but it is also a difficult word to achieve. Everyone wants to do something useful, and make some products that are useful. Right now, especially in the internet market, there is a trend to follow whatever that is trendy right now. Is this also your train of thoughts?
傅盛：應該說不完全是，你要真的想做一些事情，你肯定要從偏熱的地方去想一想，或者從各個行業去分析一下，什麼熱你就做什麼，肯定資源上是不夠的，你只能找到既有可能熱或者正在熱的，和你自己的特點結合起來。
Fu Sheng:Not entirely. If you really want to do something, of course, you need to think about what is popular right now, or to analyze different industries. If you just follow whatever is trendy, you definitely do not have enough resources to achieve the goals. You need to combine your specialties, and also look for whatever is popular or will be popular.
艾誠：你講到資源不夠，我也接觸了很多機器人公司，別人用了很多年去研發，包括演算法、資料、軟體、硬體……它是很多的綜合，往往要花很多時間去研發，或者它只能專攻一個方向，但你好像就橫空出世，去年開始機器人釋出會，我要做有用的機器人？
Gloria Ai:You talked about not having enough resources. I have also met many robotics companies, who spent many years in R&D on algorithms, data, software, and hardware etc. Either it is an integration of many things and needs a long time for R&D, or it only focuses on one direction. However you seem to come out of nowhere, and starting from last year, you released robots and wanted to make useful robots.
傅盛：這個時代你要怎麼做到所謂專注和機會之間的一個平衡點，很多公司由於過度的所謂專注，其實失去了對時代變化的敏銳察覺，像諾基亞是這樣，很多公司都是這樣。但也有些公司因為自己做太多了，導致自己真正的能力不能夠發揮出來，或者說擴張太快，像樂視。所以我覺得在裡面找到平衡點是非常難的。
Fu Sheng:In this era, you need to find a balance between staying focused and seizing opportunities. Many firms are too focused and therefore lost their sensitivities about changes of the era, such as Nokia, among others. However, there are other firms that are doing too much, and therefore cannot really unleash their true abilities, or they over-expand, such as le.com. I think it is really hard to find a balance in between.
這個問題我也反覆推演過很多回，獵豹正好處在一箇中間地帶上，它比普通創業公司資源會多，比巨頭資源會少，所以當你有資源的時候，你多少還是要用資源去換取一些機會成本，但是你要保持專注，所以我們當時用的辦法是既自己研發，也去投資，也去找合作伙伴。
I have also thought a lot about this. Cheetah Mobile is right in the middle. It has more resources than anormal startup, but fewer resources comparing with the giants. So when you have some resources, you will more or less exchange the resources for some opportunity costs, but you also need to stay focused. Therefore, what we did back then was to do R&D ourselves, but also to invest and find partners to collaborate.
故事二：
Story No.2:
“世界變化太快了，大家的成長、生活背景又完全不一樣，沒辦法做到完全理解年輕人，但又想抓住、參與這個時代，所以我選擇跟著他們一起去看這個世界。”
“The world is changing so fast. People grow up differently with different backgrounds. I am not able to fully understand the young people, however, I also want to take part in this new era. Therefore, I choose to see this world together with them.”
即使已經擁有了完整的全球內容產業佈陣，獵豹也依然充滿飢餓感。
Although Cheetah has completed the global product lineup, it is still hungry for new opportunities.
2017年，傅盛宣佈公司All in AI。作為產品經理的傅盛曾坦言過自己的遺憾，“我想定義產品，就像蘋果定義智慧手機，特斯拉定義電動車，但這些都沒有機會了”。
In 2017, Fu Sheng announced that the company would go “all-in” on AI.As a product manager, Fu Sheng has his regrets: “I wanted to define products, just as how Apple smartphone, Tesla defined electric cars. But I missed my chances for those.”
而人工智慧是一個全新的機會，是未來世界的主宰，在這場戰爭中，傅盛毫不猶豫割裂了獵豹的已有業務，準備再次集中兵力、單點突破，和巨頭對抗。
However, artificial intelligence is a brand-new opportunity, it will rule the world in the future. To fight for this war, Fu Sheng gave up Cheetah’s existing business without hesitation, so he can gather resources again to find the silver bullets to wrestle with the giants.
網際網路的下半場加速演繹著物競天擇、適者生存的自然法則，人們對於固守原地感到前所未有的恐懼，每個人都在期待跨界、融合，試圖突破自己的能力圈。
The second half of the game for the internet companies is all about the survival of the fittest in natural selection. People fear about not making improvements like never before. Everyone wants to be interdisciplinary to integrate and exceed one’s circle of competence.
“我和獵豹最大的成長就是理解了‘進化’本身”，傅盛在一次和張穎的對話中這樣說，“你沒有辦法去避免一件事情的發生；或者你不可能只是把一件事情做好，其他事情就會因此更好。有時候，過去的經驗實際上是未來一些發展的阻礙，要學會更快地重新清空，然後去尋找下一塊領地”。
“The biggest learning I have with Cheetah is to understand the meaning of ‘evolution’. “Fu Sheng once said that during a conversation with Zhang Ying. “You cannot avoid something from happening, or you cannot just do one thing well, and expect other things to be better. Sometimes, the previous experiences are obstacles for future developments. It is important to learn to quickly clear out the memory and restart, and then look for the next territory to conquer.”
艾問傅盛：如何完成企業的自我迭代？
How does a company iterate and upgrade itself?
傅盛： 過去的一年反而是我變化最大的一年，我整個世界觀發生了一次變化，但凡不能殺死我的讓我更強大，這句話就是我自己最真心的寫照。
Fu Sheng:The past year was actually the year which I experienced the most changes. My whole worldview was renewed. But what doesn’t kill you makes you stronger – this sentence is a true portrait of my mindset.
艾誠：這一年到底是誰在想要殺死你（的公司）？
Gloria Ai:In the past year, who wanted to kill you (your company)?
傅盛：這個時代的變化，它是有讓你猝死的可能的。有本書叫《從優秀到卓越》，但是後來人們發現那些所謂卓越的公司，過了幾年也都死的差不多了，你要理性地看待，就和行星要撞地球，恐龍會滅絕一樣，時刻處在這種危機當中。
Fu Sheng:The way this era changes can cause you a sudden death. There is a book called “Good to Great: Why Some Companies Make the Leap…and Others Don’t”. However, people later found out that, those so-called great companies also died out after a few years. When you look at it rationally, it is like a colossal asteroid strike or the extinction of dinosaurs, which are deemed to happen.
艾誠：就像諾基亞，可能最大的悲哀是自己做得太優秀了，優秀以至於故步自封？
Gloria Ai:Just like Nokia, maybe the saddest thing was that it was too great so it became complacent and stopped innovating.
傅盛：對，它把功能做到極致了，做到了極致就是它衰弱的開始。今天再想想聯想遇到的問題，可能都是這樣。
Fu Sheng:Yes, its functions were done extremely well. When something is done extremely well, it starts to decline. Looking at the problems Lenovo face now, it is probably quite similar.
故事三：
Story three:
一年前，著名財經作家吳曉波定義了“企投家”，他說，在過去的二十年裡，企投家是全球商業界最大、也是最值得關注的新型成功者，馬雲、孫正義、柳傳志、埃隆·馬斯克……他們重新定義了企業家在這個時代的使命。
A year ago, a famous financial writer Wu Xiaobo defined the notion of “Entrepreneur-turned-investor”. He said, in the past 20 years, Entrepreneur-turned-investor are the single greatest group of successful people around the globe, and they are also the ones worth the most attention. Jack Ma, Masayoshi Son, Liu Chuanzhi, and Elon Mask all belong to this group. They redefined the mission of entrepreneurs in this era.
中國的商業文明正從產業商業時代，向產融商業時代急速地迭代衍變，一個沒有資本意識和技能的企業家是不合格的，也根本無法適應新時代的生存競爭形勢。
The business culture of China is transforming from an era of production and industry to an era of a combination between industry and finance. An entrepreneur who does not understand capital or how to leverage capital is an unqualified entrepreneur, and can also not adapt to the competitive environment of the new era.
我們看到一類叫做“企投家”的新物種出現了，他兼具企業家和投資家的融合性角色，具有鮮明的兩棲型特徵，一棲於鍾愛的實體產業，讓它迭代進步，永續發展，一棲於“非理性繁榮”的資本市場，讓自己的財富在運動中增值。
We see the emergence of a new species called “entrepreneur-turned-investor”. This species is clearly amphibious, an integration of both entrepreneurs and investors. On the one hand, it loves the real industry and keeps the real industry iterating and growing. On the other hand, it resides in the capital market, the ‘irrational exuberance’ to maximize its wealth.
他們的存在方式，代表著未來的風向標和新的商業之美。
Their way of existence is a predictor of the future and also signals the beauty of doing business.
艾問傅盛：企業家都應該成為投資家嗎？
Should all entrepreneurs become investors?
傅盛： 我見過的企業家大部分都這樣，因為這是一個快速融合和變化的社會，這和過去的幾千年可能都不太一樣，你以前叫做匠人，做好自己這一塊就行了，隔行如隔山。
Fu Sheng:Most of the entrepreneurs I met are like that, because this is a society with fast integration and changes. This might be different from the past thousands of years. In the past, there used to be craftsmanship, which is about doing one thing really well. The difference in profession makes one feel worlds apart.
但今天行業在迅速融合，有人說幹掉這個廣播電臺的最後是滴滴打車，所以你看這種行業完全不一樣的變化，我認為今天你要保持對不同行業的這個關注，然後站在更高的維度上去思考整個行業的變化。
However nowadays, the sectors are merging quickly together. Some say the entity that makes the broadcasting station bankrupt is Didi. So you see that the industries are changing in a completely different way. I think it is important today to keep watching different industries and observe the changes in the whole industry on a higher level.
我覺得就今天做企業家其實要求也一樣。這是個很正常的現象，或者它是個規律性現象。
I think the requirements today for entrepreneurs are actually the same. This is a very common or a rather regular phenomenon.
艾誠：企業家和投資家，又矛盾又共生，你認為做好一個企業家，最重要的一定要堅守什麼？那作為一個投資家，他的特質又是什麼？
Gloria Ai:Entrepreneurs and investors, there are contradictions between them, but at the same time, they harmonize with each other. What do you think is the single most important thing for a good entrepreneur? And what are the characteristics of aninvestor?
傅盛：我覺得本質上沒什麼特別大的區別。而且你看 今天企業投資化，然後投資機構開始企業化，都是非常正常的，你看巴菲特他投的那麼好，他核心是找到好的公司把它買下來，然後去運營它； 高瓴資本把百麗整個買下來，這就是一個投資；張穎不光做投資還做個經緯出行，他把經緯的創投做的更像一家公司，還有自己的PR，有公眾號、媒體；然後你看騰訊，今年BAT在整個投資裡面佔了可能比風投還要大的比重。
Fu Sheng:I think in its core, there is no big difference. Also, you see, nowadays the firms are investing a lot, and the institutional investors are getting more entrepreneurial. These are all very normal. As you see, Warrant Buffet is very good at investing. His core thesis is to find good firms and buy them, and then operate them well. Hillhouse Capital bought Belle, this was an investment. Zhang Ying not only invested but also founded a company – Latitude and Longitude Travel. He also managed the Venture Capital part of Matrix Partners like an enterprise, with its own public relations department, WeChat public account and media channels. If you look at Tencent, it has probably invested more than conventional VCs.
所以我認為這兩者的界限正在消失，他們其實最一致的地方，都是在拼對整個行業趨勢的判斷，所有的人其實都是在這一點上去獲利的，你談自己創造東西，其實這都是假象，所謂你自己創造的東西，無非是這個時代需要這麼一個東西，你把它給實現了，不是你實現也會有別人實現，企業家的好處是可以推進它早幾年，但它遲早會實現，所以這兩者真正的統一性都在這裡。
Therefore, I think the boundary of the two is blurring, the most common thing among them is actually about trend prediction of the whole industry. Actually, this is how everyone earns a profit. You talk about what you have created. This is a delusion. The so-called things that you created, are created because this era needs them, and you realized it. If you did not realize it, someone else would. The perks of entrepreneurs are that they push hard to realize them a few years earlier. However, it will be realized sooner or later, so that is the true unity between the two.
—END—
