At the “JDD-2018 JD Digital Technology Global Technology Explorer Conference” held on the same day, JD Finance CEO Chen Shengqiang announced that the JD Finance brand was officially upgraded to “JD Digital Technology”, and JD Finance will become a sub-brand of JD Digital.
Other sub-brands released at the same time include Jingdong City, Jingdong Agriculture and Animal Husbandry, Jingdong Molybdenum Media, and Jingdong Shaodongjia, whose businesses include smart city computing platforms, smart farming solutions, and media clusters that can share screens and manage online (JD Molybdenum Media), etc. .
This marks that JD Digits, which has only been established for 5 years, has become a seed player in the latest game from a rising star in internet finance:
This new game is “Industrial digitization” by JD Digits, “digital economy” by Ali, and “Industrial Internet” by Tencent.
Five years ago, JD Digits was still a start-up company that left its mark on the market with the consumer financial product “JD Baitiao”; it was a company incubated in JD’s e-commerce ecosystem, and it was born with strong existing attributes.
In a sense, the development of JD Digits supports the opinion of the second head of Tencent, Liu Chiping, at the Tencent staff meeting at the end of 2017. He does not believe that because Tencent’s genes are to C, it cannot be done well to B:
“Look at the successful species in evolution, they don’t have that kind of genes from the beginning, they all evolved.”
Through interviews with several senior executives and front-line personnel of JD Digits, this article systematically sorts out the transformation logic of JD Digits over the past five years. It may help other companies in the market understand an important capability at present: organized evolution.
Sitting on the “new card game” of the digital economy
At the internal staff meeting of the 5th anniversary of the establishment of JD Digits, Chen Shengqiang mentioned “evolution” 22 times, and quoted Darwin’s famous saying:
“The species that survive are not the strongest or the smartest, but the ones that respond quickly to change.”
In the Internet business world, the biggest change in the past 2018 is the opening of new poker games.
From government policies, to BAT’s agenda setting, to new stories of startups, all of them have begun to focus on the direction of industrial digitalization/digital economy.
To get into this new game, you must master 3 elements in advance:Technology, Industry and to B.
Among them, technology is a new round of growth engine, industry is a new market space, and to B is a business model.
On one side, the elephant dances, and the two Internet giants Tencent and Ali are transforming in the new direction of this trinity:
On September 30 last year, Tencent started its third major organizational restructuring. There are two notable trends:
The first is to integrate and reorganize the business, and establish the Cloud and Smart Industry Business Group (CSIG), which shoulders the new mission of empowering technology and connecting industries. ), technical committee, and build an organizational structure similar to Alibaba’s technology middle platform.
Technology, industry, to B, there are many.
As early as 2015, Ali, which talked about new retail, new finance, new manufacturing, new technology, and new energy, and began to build a “big, middle, and small front desk” technical framework, showed foresight in 2018: early layout of B end ecology, industrial business and technical capabilities.
And Ali has been fine-tuning and continuously evolving.
The latest trend is that on November 26 last year, the Alibaba Cloud business group was upgraded to the Alibaba Cloud Intelligent Business Group, further adding to the intelligent Internet. Cloud computing is an old story, and Alibaba’s new direction is “brain on the cloud”.
On the other side is the eagerness of small giants. They have not caught up with the general trend of the last round and cannot miss this wave.
But for them,The poker table in the second half is not as easy as you want.
Comparing several new giants that were established around 2010-2013 and grew up in the mobile Internet tide, we can clearly see the difference.
Today’s headlines are the representative of “being on the sidelines”it has strong information flow technology, but it seems that it has no intention of accumulating B-side business capabilities,Not yet involved in the Industrial Internet.
The only thing that looks like a sign is that Toutiao has built an enterprise-level IM (instant messaging) tool Lark similar to Ali Dingding and enterprise WeChat, and opened it to the public at the end of last year.
Meituan is the representative of “rushing to the table”.
In an internal speech last year, Meituan founder Wang Xing said: The future of Meituan is to B, and the second half of the Internet is “going to the sky, entering the earth, and globalization”; the sky refers to “high-tech”, and entering the ground refers to ” Go to the darker and more nutritious B-end market”.
But at present, there are technical and ready-made B-end customers (thousands of merchants connected on Meituan)Meituan is still taking the first step: Use technology to transform its deeply cultivated catering, travel and other urban life service fields, and its efforts include unmanned takeaway, informatization, dataization and intelligence of the catering industry, etc., and have not yet expanded to other physical industries.
Among the small giants, JD Digits is a very special one.At the end of 2018, after spending 2 years verifying the to B business model of the financial industry, it made a high-profile announcement that it would join the new game of industrial digitalization..
In fact, since 2017, JD Digits has proactively launched non-financial businesses such as agriculture and animal husbandry and offline advertising intelligence.
These new fields have a large number and a wide range of categories, and they have no direct connection with finance. This is the reason why many people cannot understand JD Digits.
But this is also an important quality of this company:Constantly expand the boundaries.
This kind of extension has a core, and the shape is scattered and the spirit is not scattered. The general principle is that new businesses must use data technology as the engine: “All projects not related to digital technology are not allowed. This is a prerequisite.” At last year’s Wuzhen Internet Conference, Chen Shengqiang said.
He further explained the three criteria for JD Digits to select non-financial new businesses:
1.Must bring value to the industrythe evaluation index is to either improve industrial efficiency or help customers increase revenue,
2.Product is original,
3.The market size and capacity are large enough.
By the time it was released at the JDD conference on November 20 last year, every new project was no longer a concept: Jingdong City’s “urban operating system” was already providing technology services for dozens of cities such as Tianjin, Nanjing, Chengdu, and Suqian. The first commercial order amount for the smart pig raising scene under Agriculture and Animal Husbandry was 12.4 million. JD Molybdenum Media has connected nearly 2 million offline screens in the past year.
For the new upgrade, JD Digits is obviously prepared.
And the reason why it can have a chance to compete with the big giants in the new digital economy game,Benefit from a range of qualifications pre-accumulated:
Technical strength, to B business model and industrial market space.
Another way of technology to B road
At the end of last year, on the edge of the cold Kanas Lake, the 5-year-old JD Digital executives held a team building for the first time. On the bumpy off-road vehicle, Chen Shengqiang asked everyone:
“If we didn’t choose to be fintech three years ago, what would it be like today?”
The key to understanding JD Digits is the October 2015 turning point mentioned by Chen Shengqiang.
It has achieved the first evolution of JD Digits: from the 1.0 stage, which is technology finance for its own financial business, to the 2.0 stage, which serves other financial institutions.This has brought JD Digits into the field of digital economy.Two core competencies: technical strength and to B’s business experience.
When you understand this decision, you can also understand the thinking background of JD Digital’s continuous evolution and expansion.
This is first and foremost an ambitious company.
The former Jingdong seniors, including Chen Shengqiang and Cao Peng (JD Digital Technology Vice President, General Manager of Technology R&D Department, and General Manager of Innovative Technology Business Department), are finally willing to “intrapreneurship” and provoke Jingdong’s financial business. A desire to make it happen.
The listing of JD.com has brought them financial freedom; years of hard work have exhausted them physically and mentally; if there is anything that can keep people from fighting, it must be the value of originality.A more ambitious statement is that JD Digits must become a leading company.
In addition to Yewang, this is also a company with methods. Chen Shengqiang, who has been the CFO of JD.com for 6 years, has a unique sense of crisis and decisiveness, and has continuously set up phased optimal solutions for JD.com.
He will repeatedly reflect on the development of the company using the upper and lower boundaries:The lower limit is “where will you die if you die”; the upper limit is “if you can’t die, continue to rush upward, in which direction should you rush“.
When JD Digits first started in 2013, the expectations of the “head company” were still far away, and the first problem the company faced was “don’t die”.
The market situation at this time is that WeChat, which has more than 300 million active users, entered the first year of commercialization in 2013 and began to vigorously promote WeChat payment; Alipay, which was established in 2004, further increased its firepower due to the impact of WeChat, and the two parties are engaged in financial services. The payment entry is caught in a fierce competition.
With strong enemies waiting around, a solution that is not difficult to think of is to rely on the stock demand of JD.com’s e-commerce ecosystem to survive.
Immediately, JD Digits launched its first supply chain financial product, Jingbaobei, in December 2013. Two months later, JD Digits launched the pioneering work “Jingdong Baitiao” in China’s Internet consumer finance; the former Suppliers facing JD.com, which faces consumers, quickly completed the layout of the two major businesses of supply chain finance and consumer finance.
But the rapid development of these two businesses is just an appearance. Under the business, what JD Digits spends the most energy on at this stage is to build the underlying capabilities, which is the barrier to “survival”. This capability is a set of big data risk pricing system (risk control system).
Chen Shengqiang’s logic is,We must do things that have the most core value in the industry and can quickly form scale effects and network effects.“Risk pricing” as a common underlying capability in the financial industry has thus become an option.
And JD Digits is trying a risk control method that has not been fully verified at the time:Use e-commerce big data for risk control.
For example, when making white bars, JD Digital used big data technology to automate and differentiated risk pricing from the very beginning. Based on the traces of e-commerce consumption, it gave each user the most appropriate limit and interest rate, and achieved second-level lending. Since the digital risk control system was used in the white strip model in November 2014, ten iterations of its risk control model have been written, with more than 900,000 dimensional features and more than 150 sub-models.
Today, 5 years later, Chen Qiangsheng summed up the choice of investing a lot of energy in big data risk control as a cultural value of JD Digits: the most correct way is often the hardest way, and JD Digits has always been difficult but the right way.
It is the first breakthrough in big data risk control that makes JD Digital’s business efficiency far beyond the industry:The bad debt rate and asset loss level of the white bar business have been lower than the industry average by more than 50% for a long time..
A proof of its high risk control capability is that in 2015, JD.com issued the first “JD. bonds), 75% of which are Priority 1 (AAA, the highest bond rating), which shows the rating agency’s recognition of Baitiao’s risk control ability.
But in 2015, when a new product was launched every three months and the number of users grew rapidly, Chen Shengqiang was rather anxious.
JD Digits is not going to die for the time being, but the next bigger question that is more related to the original intention of entrepreneurship jumps to the front: where is the ceiling of the existing model? To continue rushing, in what direction should I rush?
Self-Evolution Against Humanity
In 2015, the immortal JD Finance has begun to plan a “second growth curve”, which requires a shedding-like evolution.
For wise men,find directionNot the hardest.
At the 3-day strategy meeting in October of that year, the executive team clearly saw the problems facing JD Digits:
1. potential regulatory pressure: Although the supervision at that time was not enough to affect the business, as the volume of Internet finance expands, the foreseeable supervision pressure will increase, and JD Digits is not dominant in the financial license and cannot continue on the financial road. Go to black.
2. limited ceiling: If you continue to do its own financial business, from the perspective of the user side, the overall traffic of JD.com is not superior to the top companies such as Alibaba and Tencent. It is deeply bound to the e-commerce ecology of JD.com, and the ceiling is limited; from the perspective of assets, its own business The scale of financial business ultimately depends on the scale of capital, and expanding capital means constantly raising funds, selling shares, and being controlled by others.
3. competitive pressure: Founded in 2013, JD Digits has actually only caught the tail of the mobile Internet dividend. In the third-party payment market, Alipay and WeChat payment are divided into two parts. When the new payment technology is immature, it is hard to face the battlefield and always just follows. By.
Seeing the problem clearly, the road ahead emerges.
As veterans in the field of Internet entrepreneurship, senior executives of JD Digital, including Chen Shengqiang, still want to gain a firm foothold in the direction of Internet technology that points to the future and has a wider space.
Since other companies are developing C-side financial traffic portals (payment), forming a confrontation between Internet finance and traditional financial institutions, why doesn’t JD Digital turn to serve traditional financial institutions and start to B market?
After consolidating the risk control technology in the 1.0 stage, JD Digits took the initiative to choose the most correct but the most difficult path for the second time: from a “technological finance” company with its own financial business to a to B-oriented financial company Institutions are “fintech” companies that provide technical capabilities and solutions.
Looking back, the financial development path of JD Digits, WeChat Pay and Alipay is actually a “following each other”: WeChat and Alipay start from APPs and applications that aggregate C-side traffic, and do it from the top to the bottom; while JD Digits It is from the bottom-level risk control capability to the top, and by serving financial institutions, the business has spread from the initial consumer finance and supply chain finance to technical services in the fields of wealth management, insurance, and corporate payment.
In the right direction, you get twice the result with half the effort.
In the new space of financial technology, some disadvantages of JD Digits have become advantages.
First, compared with Alipay and WeChat, JD Digits, which is not strong in payment business and financial licenses,Possess a soft figure to become a partner of financial institutions.
Second, because it did not have the absolute advantage of traffic before, JD Digital paid special attention to accumulating risk pricing technology, which became the cornerstone for expanding more financial businesses and serving more financial institutions.
As a result, in 2015, JD Digits became the first in China to propose “financial technology”.The first company to propose a B2B2C service model——The first B refers to JD Digits itself, and the second B refers not only to financial institutions, but also to other companies with a relatively high degree of digitalization that can directly access financial services, such as Internet platform companies; the cooperation between the two Bs is the final Consumers and investors provide financial services.
This is JD.com’s risk pricing technology,The beginning of accumulating to B business experience.
However, the direction is easy to find and the slogan is easy to shout. It is not easy to complete the steering. “Every time the difficulty is not coming up with a strategy, but how to implement it.” Cao Peng said.
The core difficulty of landing is to “move one’s own cheese”, which is business mutual competition. This is a common problem for all companies facing major transformations, such as Tencent at this moment.
An example of left and right fighting is the two products “Gold Bar” and “Borrowing Money” on the JD Finance app.
Both are lending products with “almost identical” functions and overlapping user groups.
The difference is that gold bullion is operated by the department that used to do C-side consumer finance; and “borrowing money” is a new to B business after JD Digits officially established the “financial technology department” in 2016, which is connected to external financial institutions. Lending products, the two share the bottom layer of risk control of JD Digits.
Proposing a strategy requires intelligence and acumen, and implementing a strategy requires wisdom and mechanisms.
In terms of how to solve the problem of mutual competition, the method of JD Digits seems to be very simple.
The general direction is to change from B2C to B2B2C.
The newly established financial technology department is to do B2B from 0 to 1 and then to B2B2C.
The advantage of JD Digital’s cooperation with the B-side is that it does not simply help the B-side divert traffic through the JD Finance APP. Taking “borrowing money” as an example, this product actually connects multiple loan products from multiple institutions. JD Digits will accurately match users and suitable products based on the underlying risk pricing capabilities.
The departments that originally used JD Digits’ own funds for consumer finance and supply chain finance, inserted a B into the B2C model to become B2BC.
The assessment of this part of the business is not only about how many users you have and how much money you make (lending with your own funds is more profitable than external funds, but the risk is greater, because lending with your own funds earns interest and helps external funds. Lending to earn technical services), but how much external funds are used instead of own funds. Taking the product of gold bars as an example, about 90% of the funds currently come from external institutions.
This is actually a kind of horse racing mechanism, no matter whether it is a black cat or a white cat, if it catches a mouse, it is a good cat; whether it is B2C to B2BC, or B2B to B2B2C, the goal is B2B2C.
During the transition period of those years (2015 to 2018),The incentive mechanism within JD Digits is “anti-human”, and the more money you make, the more scolded you may be:
Making money with its own funds is not in line with the strategic direction, and no matter how much you make, you will be scolded by the boss; making money with financial technology, you will earn less or even lose money, but the company will be tolerant, even awarding, and giving resources to support.
This trend can be seen from the “CEO Special Award” of JD Digits from 2016 to 2017.
In 2016, the winner was “ABS Cloud Platform”, a tool to help financial institutions build consumer finance ABS products more efficiently.
The winner in 2017 is the “Little Gold Card”, which is China’s first Internet savings card jointly launched by JD Digits and Industrial Bank, providing integrated financial services such as savings, wealth management, and consumption.
Both products are to B’s fintech business. The award is to let the whole company see that JD Digits is determined to do financial technology, and has to take a more difficult road, so that the whole company can understand why it is not to make good money:
Chen Shengqiang believes that a company that is too easy to make money can easily flourish. Only companies that are future-oriented and delay gratification are likely to gain more long-term development space.
The laws of business are sometimes “inverse cognition” and “anti-humanity”, and the abnormal incentive mechanism has allowed JD Digits to open a to B service situation in just two years.
By the second half of 2017, the cooperation between JD Digits and the bank, which had undergone formal transformation for more than a year, entered the stage of explosive access.
By mid-2018, JD Digits had cooperated with more than 400 banks, more than 120 insurance companies, more than 110 fund companies, and more than 40 securities companies.
The proportion of JD Digital’s technical service revenue is also growing rapidly, and in 2018 it has tripled from the previous year.
Only the last piece of the puzzle is missing: starting from the financial industry, copying the B2B2C business model, and entering more industries and scenarios.
Technology + co-construction to complement the industrial puzzle
In 2018, the JD Digital Internal Award gave an unimaginable project: intelligent farming.
This shows that JD Digits is about to start a big jump again. The next stop is to go deep into the industrial digitization of various physical industries. JD Digits will evolve from a financial technology company to a digital technology company that penetrates into multiple industries.
The new general trend has turned to the favorable side of JD Digits, that is, in the direction of industrial digitalization, no company, including Alibaba and Tencent, has an absolute advantage. The eight immortals cross the sea, each showing their magical powers, and looking for the best path based on their own endowments; although the competition also manifests as the competition of products, services and customers, but behind it is actually the competition of routes and strategies.
This means that if the differentiation route is identified, JD Digits has the opportunity to truly become a leading company.
The optimal path currently chosen by JD Digits has two characteristics, which are the key to understanding the new form of JD Digits: one is to “co-build symbiosis” with industrial partners; the other is the connection between finance and industry.
“Co-construction and symbiosis” contains two meanings. One is the deep integration of technology and industry/scenario knowhow; the other is to build an open platform.
The “smart farming” project that won the 2018 JD Digital Internal Award epitomizes “co-construction and symbiosis”.
This project originally came from a competition topic provided by an insurance customer at the 2017 JDD Conference (Jingdong Financial Global Data Explorer Conference) – “Pig Face Recognition”.
In the past, one of the difficulties in farming and animal husbandry insurance was verifying the identities of animals such as pigs and cattle. When a pig dies and wants to make a claim, there may be fraudulent behaviors in which the farmer uses the same dead pig to make multiple claims.
Inspired by this project, Luo Yang, Li Jialong and others from the data development department of Jingdong Technology Research and Development Department started postgraduate studies in the pig breeding industry. They found that the digitalization of this industry has great potential.
“From feeding to mixing, to counting, weighing, cleaning manure, measuring estrus, and keeping the pig house warm, traditional manual methods are used, and technical means can greatly improve the efficiency of each link.” Li Jialong told “Jiazi Guangnian” .
When it was specifically implemented, JD Digits’ approach was to go deep into the industry. In Cao Peng’s words, it was “not ice floes.”
At the beginning of 2018, members of the farming and animal husbandry team such as Luo Yang and Li Jialong began to live in the pig farm and work together with the staff of the pig farm: get up at 5:30, go to bed at 8:00, catch pigs, mix ingredients, shovel manure, and measure estrus. , redesigned the solution after experiencing every aspect of pig raising first-hand.
At the same time, JD Agriculture and Animal Husbandry has also cooperated with the team of Li Defa, an academician of the Chinese Academy of Engineering and a professor at the School of Animal Science and Technology of China Agricultural University, to establish the JD Digital Agriculture and Animal Husbandry Academician Research Institute to learn from experts and establish industry cognitive barriers.
The idea of “JD City”, a sub-brand of JD Digital, which is highly expected by the entire JD Group, is to build an operating system, build an open platform, and attract more partners to build together.
Zheng Yu, the former head of urban computing at Microsoft Asia Research Institute with 12 years of research experience in the field of urban computing, joined JD Digits in early 2018 to lead the smart city business.
He believes that there are currently three main types of companies in the smart city field. One is system integrators, whose main business is to sell hardware and systems; the other is cloud service providers, which rely on selling clouds to make money; and JD Digits is the third type, targeting urban operations. system.
“I’m not selling clouds, I can be any cloud below me, because the cloud is just infrastructure, and we build the city’s operating system on the cloud, and build the ecology through the operating system.” Zheng Yu further explained that Jingdong City What we need to do is actually an operating system platform. In the future, the platform will be open to partners to access various applications and jointly serve the intelligence of the city.
Zheng Yu believes that although this method is not as fast as cloud computing in terms of realization, the future market space may be larger: “Is Lenovo, which sells computers, valuable, or Microsoft, which is Windows?” “Of course it is Microsoft.” He then replied. arrive.
This road of symbiosis and co-construction is most in line with JD Digits’ own situation: it does not have the advantages of cloud computing at the infrastructure layer (the advantage is in Ali) and the advantage of the upper-level traffic entrance (the advantage is in Tencent WeChat). However, as mentioned above, the specific path of industrial digitization is still unclear. If it can deeply integrate industry information, establish industry barriers, and build an operating system on top of the computing power layer, this company born in the Jingdong e-commerce ecosystem will have a future May evolve into unexpected forms.
The second point of the optimal solution of JD Digits is the connection between finance and industry, which is the natural advantage of JD Digits.
Although the scenarios of farming, animal husbandry, cities, and molybdenum media seem to be parallel, a common commercialization method for these businesses in the future is finance.
Chen Shengqiang made it very clear in his speech on the 5th anniversary of JD Digits: In addition to bringing benefits to new businesses, they can also develop new products and obtain financial services with financial institutions through the data and industry insights accumulated in the process of digitization. ‘s earnings.
This is one of the important reasons why Zheng Yu joined JD Digits.
Zheng Yu told “Jiazi Guangnian” that some companies “have been chasing him” for many years. In the end, he chose JD Digital, which he contacted at the end of 2017. One of the reasons was that he was interested in accessing financial services in the city’s operating system in the future. possibility.
For example, the important city credit function in the smart city operating system can be combined with a series of financial services.
“The citizen credit system in the smart city can cooperate with consumer finance, asset management and credit card loan business, and corporate credit can be combined with corporate loan business, ABS and other financial derivatives business.” Zheng Yu said.
The urban credit system built by smart cities, just like the “risk pricing” ability built by JD Digital when it was doing financial technology, is likely to become the underlying ability for the “financialization” and “creditization” of the overall social and economic life in the future.
In fact,There will also be “connectivity opportunities” between various non-financial businesses in the future.
For example, the offline advertising field of Jingdong Molybdenum Media can also synergize with smart cities: using urban computing’s spatiotemporal big data technology and other capabilities to improve delivery accuracy and reduce costs, the two can gain benefits together.
In addition to the top-down strategic direction, JD Digits in the 3.0 stage has also shown a notable change in organizational strength—bottom-up forces are playing a greater role.
For example, the Jingdong Agriculture and Animal Husbandry team was not a project with a formal structure when it was launched, but originated from the industry insights and interests of front-line personnel.
Luo Yang, Li Jialong and others continued to recruit people internally and externally, and persuaded Cao Peng to give more resource support. By the middle of 2018 when Chen Shengqiang knew about the project, the farming and animal husbandry team had received 12.4 million commercial orders.
There is no need for the boss to persuade, and the team members who are immersed in the business will have the willingness and ability to expand non-financial scenarios horizontally.The awareness of evolution and pushing boundaries has spread from the decision-making level to the entire organization.
This is the evolution of an evolutionary capacity.
The rise of organizational self-driving force is because JD Digits has gone through the most difficult road from 0 to 1, that is, the transformation from self-owned technology finance to B2B2C financial technology started after October 2015. It was a breakthrough from 0 to 1, and now transferring this model to other industries is a replication from 1 to N.
“We know very well what capabilities we need and what capabilities we lack if we want to (copy this model) to other industries. We will really be more confident than then.” Cao Peng told “Jiazi Guangnian” .
From grasping the strategic direction to building organizational capabilities, Jingdong Digits, which has only been established for 5 years, has jumped over the gully between consumer Internet and industrial Internet with a dexterous posture, and has sat in a new game. , The differentiated route of the digital economy of the two giants of Tencent.
In this new battlefield where players, big and small, and cutting-edge startups dare not claim to win, there is a high possibility of a reshuffle of rankings, and JD Digits has at least become the first group of pioneers to cross the river by feeling the stones.
This means more room for development and more uncertainty.
On the first day of team building in Xinjiang at the end of last year, there was a small game at dinner: Chen Shengqiang asked each executive to choose two from various picture cards that best represented their mood.
Cao Peng, who is in charge of several new businesses such as Jingdong’s farming and animal husbandry and intelligent Robots, chose two cards with opposite moods.
One is a child squatting in the corner. Cao Peng said that he chose this one because he felt lonely. Before, the R&D department in charge of Cao Peng mostly cooperated with a certain business department, and many things could be discussed on both sides. However, after the adjustment of functions in early 2018, the technology research and development of JD Digital’s business line was assigned to the business line, and the technology research and development department began to explore many unknown industries. This process cannot be discussed with others.
The second card is a bird flying in the sky – it is precisely because the department now has the function of innovation incubation, so Cao Peng feels very free and can try in many directions.
“It’s a feeling of pain and happiness,” Cao Peng said.
Chen Shengqiang chose a card for the seaside road.
He told all the colleagues who fought side by side that he was actually the kind of person who liked to rest comfortably by the sea, but since the road appeared again by the sea, he couldn’t help but go on, because the road is here.
Chen Shengqiang is obviously the kind of person who is reluctant to stop. This kind of person will constantly look for the second and third fast lanes when speeding on the first road. They prefer a continuously upgraded journey experience.
Kanas is very cold in December. The colder the sky, the easier it is to see the starry sky.
The question of time is, when will the digital economy players who started in the cold winter see the stars in the sky?
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