Lei Jun: From the challenger to the challenger

“New Chinese Goods Movement” is a term frequently mentioned by Lei Jun, the founder of Xiaomi, over the past year. He believes that China has become a major manufacturing country, but there's still a gap in how domestic products are perceived by consumers. Lei Jun reflected on his early days when he started Xiaomi five years ago. He asked himself why Chinese consumers often don't value their own domestic products. "Most people think that domestic goods are cheap and not high quality," he explained. This perception, according to him, stems from the era of scarcity, where just having a product was enough to sell it. But with improved productivity and a shift from scarcity to surplus, consumer demands have evolved. People now want better, more reliable, and higher-quality products. Five years ago, this idea inspired him to launch Xiaomi. "If we spend 20 years, we can have 20 or 30 products that become number one in the world," he said. His vision was for Xiaomi to lead the entire industry and change global perceptions of Chinese products. The concept of “new Chinese goods” first emerged through smartphones. Lei Jun often cited three companies as inspirations: Tong Ren Tang, Haidilao, and Walmart. "We make products like Tong Ren Tang—genuine and faithful. We serve our users like Haidilao, going above and beyond. And we learn efficiency from Walmart and Costco," he summarized. He emphasized that Xiaomi would only work with top-tier suppliers and use premium components to create world-class products at half the price of competitors. "Quality products should be affordable, and this is only possible through large-scale innovation," he said. Xiaomi restructured its R&D system, marketing model, and sales channels. The company hired top engineers, streamlined teams, and focused on fewer but high-impact products. "A great engineer is equal to 50 ordinary ones," he said. By doing so, Xiaomi kept costs low while maintaining strong performance. In marketing, Xiaomi relied on word-of-mouth and social media rather than traditional advertising. They encouraged user reviews, disassemblies, and transparency to build trust. "Customers want good things at a fair price. The solution is to treat them like friends," he explained. In terms of distribution, Xiaomi initially avoided physical stores, focusing on e-commerce and direct sales. "Our cost per unit is lower, but that doesn’t mean we sacrifice quality," he noted. As Xiaomi grew, the “new Chinese goods movement” expanded beyond smartphones. The company invested in an ecosystem of startups, aiming to create a wide range of high-quality products. From smart home devices to wearables, Xiaomi aimed to bring innovative, affordable tech to the masses. Lei Jun believed that if Xiaomi could achieve success, it would inspire a broader transformation in China’s manufacturing sector. "I hope that in the future, more startups will emerge, creating high-quality products that are accessible to everyone," he said. Despite challenges, including patent issues and fierce competition, Lei Jun remained optimistic. "We need to go back to our original passion, focus on user experience, and build real value," he said. Looking ahead, he emphasized the importance of talent, innovation, and a flat, agile management style. "Small teams, fast decisions, and a strong sense of mission are key to our success," he added. At the end of the day, Xiaomi’s story is about more than just phones—it’s about changing perceptions, driving innovation, and building a new era of Chinese goods.

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