- The Indian market is the most important market for us, outside China, and we have also been making a profit here for the last two-to three years, says Lei Jun<\/li>
- India has a lot of what China needs \u2014 global talent, a big market, and strong segments such as pharmaceuticals<\/li> <\/ul><\/div>","also_read_available":false,"body":"
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<\/span><\/figcaption><\/figure> BENGALURU: Lei Jun<\/a>, the 49-year-old founder of Xiaomi<\/a>, the Chinese mobile phone and electronics giant that has raced to $26 billion in turnover in less than a decade of existence, believes that growing trade tensions between China and the US could see Chinese investment flow being increasingly directed towards India. Jun, who is called by some as the ‘Steve Jobs of China’, describes India — where the company leads in smartphone sales — as Xiaomi’s most important market outside China, and says the company is getting set to launch a range of new products in India to complement the existing line-up of phones and televisions that it already sells. These could include refrigerators, washing machines, ACs, water purifiers and possibly even electric vehicles. The company is also looking at getting into the payments business. Excerpts from an exclusive interview with TOI:
Xiaomi has had a strong run on the back of record smartphone sales in China and India, and you have given a tough time to established players such as Samsung<\/a>. What has made this possible in such a short span of time?
<\/strong>
We are a young brand, and we need to learn from companies such as Samsung and Apple. When we entered the business around nine years ago, our goal was to not only make good phones, but also to make them affordable. This is how we are different from other smartphone makers. We sell in large numbers to make the devices<\/a> affordable, while leveraging e-commerce and internet for driving in operational efficiencies. Other manufacturers are not as efficient as us on operational matters.
It is said you keep a very small margin per device sold, while banking on internet and services-driven revenues for profitability?
<\/strong>
Before we went public last year (with an IPO), we had said after a board meeting that hardware margins for us will never be more than 5%. If anyone was charged more than this, the excess money would be returned to the customer. However, last year, the net income for hardware (devices) was less than 1% for us. This is very strenuous, it is very difficult to operate a company like this. On the other hand, the net income from internet services was at $2.5 billion last year, it did very well.
Will the market reward you for such a strategy? You are going against the conventional norm that says higher the margins the better value the company would have, the greater the staying power.
<\/strong>
There are still a few very, very outstanding companies in the world that intentionally control how much margin they make. For example, Costco. Because of probably inspiration from Costco, Amazon actually has a very similar strategy. We want to be a great company, not just a profitable company. What I care about is that revenue grew by 52%. There is a significant chance that we maybe a Fortune 500<\/a> company this year. If we are, it will be the fastest in the world, in barely nine years.
India has seen waves of Chinese brands. They have a shelf life of a few years and then the next brand comes. How confident are you that somebody else will not come and occupy this market?
<\/strong>
We wanted to go global right from the time we began operations. Today, we are present in 90 countries with 40% of our revenues coming from international markets. We are one of the most globalised Chinese companies. As we get stronger globally, we need to localise in every market to become strong. For example, in India we have seven factories (through manufacturing partners) and 99% of the products that we sell here are made locally. Also, we are invested in 20 startups and plan to follow the success in online sales with a big push in offline, where we will be reaching 10,000 stores by year-end. We are focused on long-term plans. Xiaomi is my third startup and I am a 30-year veteran in business.
How critical is the India market for Xiaomi as you target to break into the Fortune 500 global list?
<\/strong>
The Indian market is the most important market for us, outside China, and we have also been making a profit here for the last two-to three years. In our early days in India, I used to spend at least a week here every quarter. We have an outstanding team in India, and today employ nearly 1,000 people on direct rolls. As we move forward, we plan to have more factories here along with our partners, while increasing our investments in the ecosystem and startups. We already have investments in companies and startups such as Hungama, ShareChat, Krazybee, and ZestMoney. We are also doing a pilot for payments.
\n<\/span><\/figcaption><\/figure>\n\n\n\n
You raised nearly $4.7 billion through an IPO at Hong Kong last year, which gave you a valuation of around $54 billion, though below the original target of $100 billion-plus. Going by your strength in India, can you ever raise money here through a public offering?
<\/strong>
We are open to looking at all capital markets around the world, including India.
How do you find the startup culture in India, and by when do you think India will have its own global internet companies?
<\/strong>
India has a very good spirit of entrepreneurship, culture and environment. There is outstanding talent here, and it is a fast-growing market. There is support for entrepreneurship from the society and the government, and I would rate India in the league of Silicon Valley and China. The challenge is that you need more time to make profits locally. For example, Flipkart is still trying to do that. The healthy cycle is not here yet. There are a few big markets on the mobile phone, first is advertising, second is gaming and entertainment in general, and third is e-commerce. Unlike China, mobile advertisement is not huge here at this point in time. In China, it became so in the last three-to-four years. Indian ecommerce is still in its early days. Chinese e-commerce companies, like Alibaba, are now very profitable. E-commerce today in India is what China’s was many years ago. With time, India will get bigger. It’s a matter of time before we have world-class global companies coming out of India. Internet companies need time.
Chinese e-commerce companies got a lot of support from government policies, right?
<\/strong>
Not e-commerce. Amazon was allowed to come. Amazon bought my company (Joyo, in 2004). I was number one then.
What are the challenges in India when you compare it to China?
<\/strong>
There are a few challenges. There is room to improve when you look at the manufacturing efficiencies here. While labour cost is cheaper in India, the ‘Make in India’ programme is yet to emerge as a competitor to China. It rather faces more challenge from countries such as Indonesia, Vietnam and Thailand. We need more policies to encourage the ‘Make in India’ initiative.
Also, unlike China and the US, the funding system of angel investors, venture capitalists, public markets and private equity —the last one in particular —is not strong here. It was the same in China 20 years ago. I feel it is just a matter of time. Having robust investment vehicles is a good solution to create employment, and give a booster to the economy.
Do you think India and China can synergise for a stronger voice globally?
<\/strong>
And do you feel that the rising trade tensions between US and China will help India have better economic relations with its neighbour?
<\/strong>
If there are better relations between China and India, then both will benefit. India has a lot of what China needs — global talent, a big market, and strong segments such as pharmaceuticals. China leads in certain categories of technology, in manufacturing and capital markets. There are a lot of synergies if we work together. If you remove smartphones, there are currently not many Chinese companies doing business in India, and we have a lot of room to improve. We are bullish. Regarding US-China tensions, it is getting difficult for Chinese companies to invest in US. We are most active in investing in India, and it will also be good for this country. Yes, investments will grow in India due to what is happening between the US and China.
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- 7分钟阅读
中美贸易争端将导致更多的中国投资进入印度:小米总裁雷军
49岁的创始人雷军的小米,相信越来越多的中国和美国之间的贸易紧张关系正在日益指向印度看到中国投资流。小君描述了印度——该公司在智能手机销量领先,小米最重要的中国以外的市场,并表示该公司将在印度推出一系列新产品。
Highlights<\/h4>
突出了
- 印度市场是我们最重要的市场,中国以外,我们还在这里盈利在过去两到三年,雷军说
- 印度有很多中国需要什么——全球人才,一个巨大的市场,强大的药品等领域
小米有强大的运行记录的智能手机销量在中国和印度,和你有一个艰难的时间来建立球员等三星。什么使这可能在这么短的时间吗?
我们是一个年轻的品牌,我们需要向三星和苹果等公司学习。当我们进入业务大约九年前,我们的目标是不仅让好的手机,但也让他们负担得起的。这是我们如何不同于其他智能手机制造商。我们在大量的销售设备负担得起的,而利用电子商务和互联网驾驶操作效率。其他制造商不像我们一样有效运营至关重要。
据说每售出的设备你保持一个非常小的利润,而网上银行盈利能力和效益收入吗?
在我们去年上市(IPO),我们有董事会议后说,硬件利润率为我们永远不会超过5%。如果有人被指控多,多余的钱会返回给客户。然而,去年,净收益对硬件(设备)对我们来说是不到1%。这是非常艰苦的,很难经营这样的公司。另一方面,互联网服务的净收益是25亿美元,去年它做得很好。
将这种策略的市场回报你?你会对传统规范,说高利润率公司会有更好的价值,持久力就越大。
仍有一些非常出色的公司在世界上,故意控制多少保证金。例如,Costco。因为可能的灵感来自Costco,亚马逊实际上有一个非常类似的策略。我们想要成为一个伟大的公司,不仅是一家盈利的公司。我关心的是收入增长了52%。我们也许有一个重要的机会财富500强今年公司。如果我们,这将是世界上最快的,在仅仅九年。
印度的中国品牌。他们有保质期的几年,然后下一个品牌。你有多自信,别人不会来占领这个市场呢?
我们想要走出去的时候我们开始操作。今天,我们在90个国家有40%的收入来自国际市场。我们是最全球化的中国企业之一。当我们走强在全球范围内,我们需要在每一个市场本土化变得强大。例如,在印度,我们有7个工厂(通过制造业伙伴)和99%的产品,我们出售是由本地生产的。同时,我们投资了20初创公司和计划与网上销售成功进军线下,我们将在年底前达到10000家。我们专注于长期计划。小米是我的第三次创业,我是一个30年的老兵。
如何重要的是小米的印度市场你目标进入全球财富500强的名单吗?
印度市场是我们最重要的市场,中国以外,我们还在这里盈利在过去两到三年。在我们早期在印度,至少我曾经花一个星期在这里每季度。我们在印度有一个杰出的团队,今天雇佣近1000人直接卷。我们在前进,我们计划有更多的工厂以及我们的合作伙伴,同时增加我们对生态系统和初创公司的投资。我们已经投资公司和创业公司如Hungama ShareChat Krazybee, ZestMoney。我们也做一名飞行员支付。
你在香港通过IPO筹集了近47亿美元,去年给你一个估值约540亿美元,虽然低于100多亿美元的原始目标。经过你的力量在印度,你可以通过公开发行募集资金吗?
我们愿意看到所有世界各地的资本市场,包括印度。
你怎么找到印度的创业文化,和当你认为印度会有自己的全球互联网公司吗?
印度有一个非常好的创业精神、文化和环境。这里有优秀的人才,这是一个快速增长的市场。有从社会和政府支持创业,我认为印度在硅谷的联盟和中国。面临的挑战是,你需要更多的时间来赚取利润。例如,Flipkart公司仍在努力这样做。健康的周期还没有来呢。手机上有几大市场,首先是广告,其次是游戏和娱乐,第三是电子商务。与中国不同,这里没有巨大的移动广告在这个时间点上。在中国,它在过去三至年变得如此。印度的电子商务仍处于早期。 Chinese e-commerce companies, like Alibaba, are now very profitable. E-commerce today in India is what China’s was many years ago. With time, India will get bigger. It’s a matter of time before we have world-class global companies coming out of India. Internet companies need time.
中国电子商务公司有很多来自政府政策的支持,对吗?
不是电子商务。亚马逊被允许。亚马逊收购我的公司(卓越网,2004年)。我是一号。
在印度的挑战是什么,当你把它比作中国吗?
有一些挑战。有提升空间当你看这里的生产效率。虽然劳动力成本是便宜在印度,在印度的计划尚未成为中国竞争对手。它而面临更多挑战国家,如印尼、越南和泰国。我们需要更多的政策来鼓励“让印度”计划。
还与中国和美国不同,天使投资人的资金系统,风险资本家,公开市场和私人股本——尤其是最后一个——不强。这是20年前同样的在中国。我觉得这只是一个时间问题。拥有强劲的投资工具是一个不错的解决方案来创造就业,并给经济的助推器。
你认为印度和中国能把全球强大的声音吗?
你觉得美国和中国之间的贸易紧张关系上升将帮助印度有更好的经济与邻国的关系?
如果有更好的中国和印度之间的关系,然后将受益。印度有很多中国需要什么——全球人才,一个巨大的市场,强大的药品等领域。中国领导在某些类别的技术,生产和资本市场。有很多的协同效应,如果我们一起工作。如果你把智能手机,目前不是很多在印度开展业务的中国公司,我们有很多改进的空间。我们是乐观的。关于美中紧张关系,越来越难以为中国企业在美国投资。我们是在印度投资最活跃的,它也会对这个国家有利。是的,在印度投资将增长由于美国和中国之间发生了什么。
- The Indian market is the most important market for us, outside China, and we have also been making a profit here for the last two-to three years, says Lei Jun<\/li>
- India has a lot of what China needs \u2014 global talent, a big market, and strong segments such as pharmaceuticals<\/li> <\/ul><\/div>","also_read_available":false,"body":"
<\/span><\/figcaption><\/figure> BENGALURU: Lei Jun<\/a>, the 49-year-old founder of Xiaomi<\/a>, the Chinese mobile phone and electronics giant that has raced to $26 billion in turnover in less than a decade of existence, believes that growing trade tensions between China and the US could see Chinese investment flow being increasingly directed towards India. Jun, who is called by some as the ‘Steve Jobs of China’, describes India — where the company leads in smartphone sales — as Xiaomi’s most important market outside China, and says the company is getting set to launch a range of new products in India to complement the existing line-up of phones and televisions that it already sells. These could include refrigerators, washing machines, ACs, water purifiers and possibly even electric vehicles. The company is also looking at getting into the payments business. Excerpts from an exclusive interview with TOI:
Xiaomi has had a strong run on the back of record smartphone sales in China and India, and you have given a tough time to established players such as Samsung<\/a>. What has made this possible in such a short span of time?
<\/strong>
We are a young brand, and we need to learn from companies such as Samsung and Apple. When we entered the business around nine years ago, our goal was to not only make good phones, but also to make them affordable. This is how we are different from other smartphone makers. We sell in large numbers to make the devices<\/a> affordable, while leveraging e-commerce and internet for driving in operational efficiencies. Other manufacturers are not as efficient as us on operational matters.
It is said you keep a very small margin per device sold, while banking on internet and services-driven revenues for profitability?
<\/strong>
Before we went public last year (with an IPO), we had said after a board meeting that hardware margins for us will never be more than 5%. If anyone was charged more than this, the excess money would be returned to the customer. However, last year, the net income for hardware (devices) was less than 1% for us. This is very strenuous, it is very difficult to operate a company like this. On the other hand, the net income from internet services was at $2.5 billion last year, it did very well.
Will the market reward you for such a strategy? You are going against the conventional norm that says higher the margins the better value the company would have, the greater the staying power.
<\/strong>
There are still a few very, very outstanding companies in the world that intentionally control how much margin they make. For example, Costco. Because of probably inspiration from Costco, Amazon actually has a very similar strategy. We want to be a great company, not just a profitable company. What I care about is that revenue grew by 52%. There is a significant chance that we maybe a Fortune 500<\/a> company this year. If we are, it will be the fastest in the world, in barely nine years.
India has seen waves of Chinese brands. They have a shelf life of a few years and then the next brand comes. How confident are you that somebody else will not come and occupy this market?
<\/strong>
We wanted to go global right from the time we began operations. Today, we are present in 90 countries with 40% of our revenues coming from international markets. We are one of the most globalised Chinese companies. As we get stronger globally, we need to localise in every market to become strong. For example, in India we have seven factories (through manufacturing partners) and 99% of the products that we sell here are made locally. Also, we are invested in 20 startups and plan to follow the success in online sales with a big push in offline, where we will be reaching 10,000 stores by year-end. We are focused on long-term plans. Xiaomi is my third startup and I am a 30-year veteran in business.
How critical is the India market for Xiaomi as you target to break into the Fortune 500 global list?
<\/strong>
The Indian market is the most important market for us, outside China, and we have also been making a profit here for the last two-to three years. In our early days in India, I used to spend at least a week here every quarter. We have an outstanding team in India, and today employ nearly 1,000 people on direct rolls. As we move forward, we plan to have more factories here along with our partners, while increasing our investments in the ecosystem and startups. We already have investments in companies and startups such as Hungama, ShareChat, Krazybee, and ZestMoney. We are also doing a pilot for payments.
\n<\/span><\/figcaption><\/figure>\n\n\n\n
You raised nearly $4.7 billion through an IPO at Hong Kong last year, which gave you a valuation of around $54 billion, though below the original target of $100 billion-plus. Going by your strength in India, can you ever raise money here through a public offering?
<\/strong>
We are open to looking at all capital markets around the world, including India.
How do you find the startup culture in India, and by when do you think India will have its own global internet companies?
<\/strong>
India has a very good spirit of entrepreneurship, culture and environment. There is outstanding talent here, and it is a fast-growing market. There is support for entrepreneurship from the society and the government, and I would rate India in the league of Silicon Valley and China. The challenge is that you need more time to make profits locally. For example, Flipkart is still trying to do that. The healthy cycle is not here yet. There are a few big markets on the mobile phone, first is advertising, second is gaming and entertainment in general, and third is e-commerce. Unlike China, mobile advertisement is not huge here at this point in time. In China, it became so in the last three-to-four years. Indian ecommerce is still in its early days. Chinese e-commerce companies, like Alibaba, are now very profitable. E-commerce today in India is what China’s was many years ago. With time, India will get bigger. It’s a matter of time before we have world-class global companies coming out of India. Internet companies need time.
Chinese e-commerce companies got a lot of support from government policies, right?
<\/strong>
Not e-commerce. Amazon was allowed to come. Amazon bought my company (Joyo, in 2004). I was number one then.
What are the challenges in India when you compare it to China?
<\/strong>
There are a few challenges. There is room to improve when you look at the manufacturing efficiencies here. While labour cost is cheaper in India, the ‘Make in India’ programme is yet to emerge as a competitor to China. It rather faces more challenge from countries such as Indonesia, Vietnam and Thailand. We need more policies to encourage the ‘Make in India’ initiative.
Also, unlike China and the US, the funding system of angel investors, venture capitalists, public markets and private equity —the last one in particular —is not strong here. It was the same in China 20 years ago. I feel it is just a matter of time. Having robust investment vehicles is a good solution to create employment, and give a booster to the economy.
Do you think India and China can synergise for a stronger voice globally?
<\/strong>
And do you feel that the rising trade tensions between US and China will help India have better economic relations with its neighbour?
<\/strong>
If there are better relations between China and India, then both will benefit. India has a lot of what China needs — global talent, a big market, and strong segments such as pharmaceuticals. China leads in certain categories of technology, in manufacturing and capital markets. There are a lot of synergies if we work together. If you remove smartphones, there are currently not many Chinese companies doing business in India, and we have a lot of room to improve. We are bullish. Regarding US-China tensions, it is getting difficult for Chinese companies to invest in US. We are most active in investing in India, and it will also be good for this country. Yes, investments will grow in India due to what is happening between the US and China.
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