Integrated growth The premise of integrated growth is that the product to be grown is no longer a pure Internet product, or no longer a business dominated by the online part. Online products themselves no longer constitute a closed loop of experience, online products and offline products or services together can form a complete closed loop of experience, and offline products or services account for a relatively large proportion, such as booking door-to-door service, buying a car, buying a house, etc. For these products, the online part can still adopt the user growth methods and concepts we have introduced before to grow, but the larger the proportion of the offline part, the smaller the impact of the online part growth on the overall situation. In this case, the greater growth potential comes from the convergence of online products and offline businesses, which often face huge challenges.

I'll expand on this later when I talk about the growth of the industrial Internet. There are two main reasons why this integration will face great challenges: first, the online background team (Internet team) is not willing to be just a tool, whether IT is a diversion tool or an IT operation tool; Second, the offline background team (the traditional industry team) may still have an understanding of the online IT tools, and in their heart, they do not necessarily really believe that the Internet can cause much impact on some businesses, let alone disrupt them. In the past ten years, the Internet is one of the fastest growing industries, and the salary of Internet employees is also relatively high, so this industry has gathered a lot of excellent talents. Many traditional companies are now actively embracing the Internet and exploring how to use it to optimize their existing business models. These companies usually hire people with Internet background at a high salary first. Of course, they are not willing to pay, but forced to. Because the average salary in the Internet industry is already high, many people are willing to move to the leading Internet companies with stronger brands. So companies with traditional businesses often have to offer higher salaries to attract talent. These people are recruited with high salaries and ambitions to use Internet thinking to disrupt the industry, only to find that the industry has taken them insane. In traditional companies, the core leaders of the main business are usually from offline backgrounds, with strong business capabilities and a deep understanding of offline business. In this case, they are very dependent on the path, and they expect the online team to be more like the IT department, expecting the online team to meet their needs and provide the tools to help the business improve. But simply providing the tools to make things work is certainly not what an online team that wants to change the world with Internet thinking wants to do.

What's more, in the original business framework, using Internet thinking to explore a new model, subversion of the original business model has been proven repeatedly in the Innovator's Dilemma book is not feasible. The Internet team is not willing to do tools, the traditional business team is not willing to do more do not believe that they will be disrupted, the result is a repeated game between the two. At the end of the day, if the tools are not right, integration innovation is even less likely. General initiative to embrace the Internet of traditional enterprises, are in the industry leader. The core business leaders of these companies have a deep understanding of all aspects of the business they do. When it comes to team execution, most people with Internet backgrounds can't match it. Traditional enterprise Internet, is generally promoted by the person in charge of the offline core business, they should think of ways to use the Internet thinking and tools to gradually transform their own industry. This is easy to understand, after all, the company's cash flow is generated by the offline business team, lose this foundation, the growth of the company is at risk. However, due to the path dependence of the original offline business leaders, all resources will definitely be tilted to the profitable offline core business, especially in the KPI culture that emphasizes execution. As this continues, the end result is generally that as the online background personnel are replaced one by one, the transformation of the Internet becomes a slogan, and the revenue is still generated by the offline core business, until the original growth curve reaches its end.

Integrated growth The premise of integrated growth is that the product to be grown is no longer a pure Internet product, or no longer a business dominated by the online part. Online products themselves no longer constitute a closed loop of experience, online products and offline products or services together can form a complete closed loop of experience, and offline products or services account for a relatively large proportion, such as booking door-to-door service, buying a car, buying a house, etc. For these products, the online part can still adopt the user growth methods and concepts we have introduced before to grow, but the larger the proportion of the offline part, the smaller the impact of the online part growth on the overall situation. In this case, the greater growth potential comes from the convergence of online products and offline businesses, which often face huge challenges.

I'll expand on this later when I talk about the growth of the industrial Internet. There are two main reasons why this integration will face great challenges: first, the online background team (Internet team) is not willing to be just a tool, whether IT is a diversion tool or an IT operation tool; Second, the offline background team (the traditional industry team) may still have an understanding of the online IT tools, and in their heart, they do not necessarily really believe that the Internet can cause much impact on some businesses, let alone disrupt them. In the past ten years, the Internet is one of the fastest growing industries, and the salary of Internet employees is also relatively high, so this industry has gathered a lot of excellent talents. Many traditional companies are now actively embracing the Internet and exploring how to use it to optimize their existing business models. These companies usually hire people with Internet background at a high salary first. Of course, they are not willing to pay, but forced to. Because the average salary in the Internet industry is already high, many people are willing to move to the leading Internet companies with stronger brands. So companies with traditional businesses often have to offer higher salaries to attract talent. These people are recruited with high salaries and ambitions to use Internet thinking to disrupt the industry, only to find that the industry has taken them insane. In traditional companies, the core leaders of the main business are usually from offline backgrounds, with strong business capabilities and a deep understanding of offline business. In this case, they are very dependent on the path, and they expect the online team to be more like the IT department, expecting the online team to meet their needs and provide the tools to help the business improve. But simply providing the tools to make things work is certainly not what an online team that wants to change the world with Internet thinking wants to do.

What's more, in the original business framework, using Internet thinking to explore a new model, subversion of the original business model has been proven repeatedly in the Innovator's Dilemma book is not feasible. The Internet team is not willing to do tools, the traditional business team is not willing to do more do not believe that they will be disrupted, the result is a repeated game between the two. At the end of the day, if the tools are not right, integration innovation is even less likely. General initiative to embrace the Internet of traditional enterprises, are in the industry leader. The core business leaders of these companies have a deep understanding of all aspects of the business they do. When it comes to team execution, most people with Internet backgrounds can't match it. Traditional enterprise Internet, is generally promoted by the person in charge of the offline core business, they should think of ways to use the Internet thinking and tools to gradually transform their own industry. This is easy to understand, after all, the company's cash flow is generated by the offline business team, lose this foundation, the growth of the company is at risk. However, due to the path dependence of the original offline business leaders, all resources will definitely be tilted to the profitable offline core business, especially in the KPI culture that emphasizes execution. As this continues, the end result is generally that as the online background personnel are replaced one by one, the transformation of the Internet becomes a slogan, and the revenue is still generated by the offline core business, until the original growth curve reaches its end.