iAsk x China Daily| Who was trying to "hunt you down" this year?
本文章刊登在CHINA DAILY-艾问专栏
猎豹是陆生动物里跑得最快的，时速115公里，捕食时能达到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分钟就起身观察周边的情况。在受到狮子等大型猫科动物的威胁时，猎豹会舍弃幼崽而保命，小猎豹的死亡率高达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%.
经历过自然界的淘汰机制，成年后的猎豹适应能力极强，它步履轻盈，很少在相同的地方徘徊，眼睛总盯着新猎物，一旦发现就全速出击，不在意成功率只有六分之一。非洲草原的宁静之下暗涌着厮杀，猎豹的进化伴随着牺牲与放弃、迁徙与争取，一切都在时速115迈中完成，不容得一丝一毫犹豫。
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.
傅盛很喜欢这种精神，所以他给公司命名为猎豹移动，行之轻盈、击之迅速、舍之果决，将猎豹的基因融于公司每一个战略中。八年创业，三次反杀，从PC到移动互联网、从国内到海外、从工具到内容、再到All in AI，猎豹已奔跑成一家全球化的大公司，人们感慨于它迅猛的发展，更好奇于它多变的航道。
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，傅盛敏锐地发现国内互联网已经初现格局，不愿意当一个追随者的傅盛很快决定带着公司全面进军海外市场，放弃国内的业务，一切从头再来。
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.
依托流量红利，猎豹出海的第一款产品清理大师（Clean Master）在高峰期能从Google、Facebook等平台带来超过 60 万美金的广告日收入，猎豹的盈利数据逐年攀升。
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，猎豹移动(NYSE: CMCM)就登陆了纽交所。然而流量红利并不稳定，2015年起Facebook和Google相继调整广告策略，猎豹每天收入以10万美金的规模递减，进入2016年第二季度之后，猎豹的股价开始下跌，最疯狂的时候，猎豹股价三天之内下跌了30%多，傅盛还查了一下中概股跌幅榜，猎豹排名第二。
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年上半年美国免费榜上的中国游戏榜前五中，猎豹占了三席；轻游戏产品矩阵已初步形成，创造超过5000万的利润；
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作为内部孵化出去的独立公司，全年稳居Google Play美国社交畅销榜第一；
As an independent firm incubated by Cheetah, Live.me was ranked the best US social media app on Google Play store all year long.
推出不到三个月的无人货架项目「豹便利」，已经在北京市场排进前三；
"Cheetah Convenience", a self-serviced shelf project which was launched less than 3 months ago has already ranked top 3 in the Beijing market.
战略投资布局实现部分退出，为猎豹赢得了超过10亿人民币的收入。
The strategic investments have partially exited, earning more than 1 billion RMB for Cheetah Mobile.
艾问傅盛：如何平衡专注与机会？
How to balance between staying focused and catching new opportunities?
傅盛：如果你要顺应这个时代，你就应该把你的使命定得广泛一点，这样你才能随着这个时代去变化。比如亚马逊，你看它的定义是，“我们是一家以用户为中心，以客户为中心的一家公司。”
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."
艾诚：我很喜欢“有用”这个词，但是它也特别难，大家都想做点有用的事，做点有用的工具。是不是这个当下，尤其在互联网市场，某种程度上是什么在风口、什么在热、我就做什么，这是你的思路吗？
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：应该说不完全是，你要真的想做一些事情，你肯定要从偏热的地方去想一想，或者从各个行业去分析一下，什么热你就做什么，肯定资源上是不够的，你只能找到既有可能热或者正在热的，和你自己的特点结合起来。
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.
艾诚：你讲到资源不够，我也接触了很多机器人公司，别人用了很多年去研发，包括算法、数据、软件、硬件……它是很多的综合，往往要花很多时间去研发，或者它只能专攻一个方向，但你好像就横空出世，去年开始机器人发布会，我要做有用的机器人？
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：这个时代你要怎么做到所谓专注和机会之间的一个平衡点，很多公司由于过度的所谓专注，其实失去了对时代变化的敏锐察觉，像诺基亚是这样，很多公司都是这样。但也有些公司因为自己做太多了，导致自己真正的能力不能够发挥出来，或者说扩张太快，像乐视。所以我觉得在里面找到平衡点是非常难的。
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.
这个问题我也反复推演过很多回，猎豹正好处在一个中间地带上，它比普通创业公司资源会多，比巨头资源会少，所以当你有资源的时候，你多少还是要用资源去换取一些机会成本，但是你要保持专注，所以我们当时用的办法是既自己研发，也去投资，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:
“世界变化太快了，大家的成长、生活背景又完全不一样，没办法做到完全理解年轻人，但又想抓住、参与这个时代，所以我选择跟着他们一起去看这个世界。”
"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."
即使已经拥有了完整的全球内容产业布阵，猎豹也依然充满饥饿感。
Although Cheetah has completed the global product lineup, it is still hungry for new opportunities.
2017年，傅盛宣布公司All in AI。作为产品经理的傅盛曾坦言过自己的遗憾，“我想定义产品，就像苹果定义智能手机，特斯拉定义电动车，但这些都没有机会了”。
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."
而人工智能是一个全新的机会，是未来世界的主宰，在这场战争中，傅盛毫不犹豫割裂了猎豹的已有业务，准备再次集中兵力、单点突破，和巨头对抗。
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.
互联网的下半场加速演绎着物竞天择、适者生存的自然法则，人们对于固守原地感到前所未有的恐惧，每个人都在期待跨界、融合，试图突破自己的能力圈。
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.
“我和猎豹最大的成长就是理解了‘进化’本身”，傅盛在一次和张颖的对话中这样说，“你没有办法去避免一件事情的发生；或者你不可能只是把一件事情做好，其他事情就会因此更好。有时候，过去的经验实际上是未来一些发展的阻碍，要学会更快地重新清空，然后去寻找下一块领地”。
"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."
艾问傅盛：如何完成企业的自我迭代？
How does a company iterate and upgrade itself?
傅盛：过去的一年反而是我变化最大的一年，我整个世界观发生了一次变化，但凡不能杀死我的让我更强大，这句话就是我自己最真心的写照。
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.
艾诚：这一年到底是谁在想要杀死你（的公司）？
Gloria Ai: In the past year, who wanted to kill you (your company)?
傅盛：这个时代的变化，它是有让你猝死的可能的。有本书叫《从优秀到卓越》，但是后来人们发现那些所谓卓越的公司，过了几年也都死的差不多了，你要理性地看待，就和行星要撞地球，恐龙会灭绝一样，时刻处在这种危机当中。
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.
艾诚：就像诺基亚，可能最大的悲哀是自己做得太优秀了，优秀以至于故步自封？
Gloria Ai: Just like Nokia, maybe the saddest thing was that it was too great so it became complacent and stopped innovating.
傅盛：对，它把功能做到极致了，做到了极致就是它衰弱的开始。今天再想想联想遇到的问题，可能都是这样。
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，著名财经作家吴晓波定义了“企投家”，他说，在过去的二十年里，企投家是全球商业界最大、也是最值得关注的新型成功者，马云、孙正义、柳传志、埃隆·马斯克......他们重新定义了企业家在这个时代的使命。
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.
中国的商业文明正从产业商业时代，向产融商业时代急速地迭代衍变，一个没有资本意识和技能的企业家是不合格的，也根本无法适应新时代的生存竞争形势。
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.
我们看到一类叫做“企投家”的新物种出现了，他兼具企业家和投资家的融合性角色，具有鲜明的两栖型特征，一栖于钟爱的实体产业，让它迭代进步，永续发展，一栖于“非理性繁荣”的资本市场，让自己的财富在运动中增值。
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.
他们的存在方式，代表着未来的风向标和新的商业之美。
Their way of existence is a predictor of the future and also signals the beauty of doing business.
艾问傅盛：企业家都应该成为投资家吗？
Should all entrepreneurs become investors?
傅盛：我见过的企业家大部分都这样，因为这是一个快速融合和变化的社会，这和过去的几千年可能都不太一样，你以前叫做匠人，做好自己这一块就行了，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.
但今天行业在迅速融合，有人说干掉这个广播电台的最后是滴滴打车，所以你看这种行业完全不一样的变化，我认为今天你要保持对不同行业的这个关注，然后站在更高的维度上去思考整个行业的变化。
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.
我觉得就今天做企业家其实要求也一样。这是个很正常的现象，或者它是个规律性现象。
I think the requirements today for entrepreneurs are actually the same. This is a very common or a rather regular phenomenon.
艾诚：企业家和投资家，又矛盾又共生，你认为做好一个企业家，最重要的一定要坚守什么？那作为一个投资家，他的特质又是什么？
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：我觉得本质上没什么特别大的区别。而且你看今天企业投资化，然后投资机构开始企业化，都是非常正常的，你看巴菲特他投的那么好，他核心是找到好的公司把它买下来，然后去运营它；高瓴资本把百丽整个买下来，这就是一个投资；张颖不光做投资还做个经纬出行，他把经纬的创投做的更像一家公司，还有自己的PR，有公众号、媒体；然后你看腾讯，今年BAT在整个投资里面占了可能比风投还要大的比重。
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.
所以我认为这两者的界限正在消失，他们其实最一致的地方，都是在拼对整个行业趋势的判断，所有的人其实都是在这一点上去获利的，你谈自己创造东西，其实这都是假象，所谓你自己创造的东西，无非是这个时代需要这么一个东西，你把它给实现了，不是你实现也会有别人实现，企业家的好处是可以推进它早几年，但它迟早会实现，所以这两者真正的统一性都在这里。
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.
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