According to Vic Tung’s post on NEW LESSONS FROM MASSIVE CHINESE BLOCKBUSTER SUCCESS, he talked about how Hollywood changes the strategy to step into Chinese film market by sponsoring a local blockbuster, Wolf Warrior II.

Personally, I’m not into films on the topics of politics and wars; however, during Summer vacations, I could find Wolf Warrior II almost everywhere in China — social media, subways, shopping malls, etc. Everyone was talking about this movie. I finally went to the theatre out of my curiosity, and there were no empty seats left even it was one month after the movie came out. Admittedly, it is a successfully commercial product. It knows how to grab audience’s attention by ‘heroism’ and ‘patriotism’, giving people a sense of ‘masculinity” of Chinese soldiers at the same time. Wolf Warrior II continually breaks historical records of the film industry, not only within China, but also among the world. Its box office hit more than ¥1 billion(≈$190 million CAD)in less than 5 days, and ¥5.68 billion(≈$1.1 billion CAD)in total over 3 months.

Despite the fact that the director, Jing Wu, cooperated with the Action Team of Captain America, the Underwater Photography Team of Pirates of the Caribbean, and the Background Music Team of Hollywood, I don’t think the movie itself is fully dependent on the support of Hollywood and as a step for Hollywood to get into China’s market, which I disagree with Vic’s point. Hollywood, as the top movie industry in the world, does not need to further develop in a particular market, and it is an honor for Wolf Warrior II to learn from and be compared with such a mature product line.

However, what bring Wolf Warrior II to its massive success? From a business perspective, there are 3 prominent contributors.

1.Value Proposition: It accurately puts itself into a position where has a market vacancy. As mentioned above, the emphasis on patriotism, collectivism and individualistic heroism with fighting scenes and uplifting visual effects satisfy all of the domestic audience, making them excited.

2.Channels(Brand Effect): It delivers the right thing to the public at the right time using the right method. Its release date was just around the 90th Chinese Army Day. Besides the firm foundation laid by Part I, Wu is well-known for his heroic and steel-willed character. The choices of actors are also highly cost-efficient.

3.Marketing: It continued creating the hottest topics on social media to attract public’s attention from the time it started filming until it finally stepped out of the big screen.

As a result, besides gaining some experience from Hollywood, the movie’s success is more of its own strategy. Although Wolf Warrior II still has lots of room for improvements, Chinese Film Industry has already taken a big step up after the downturn. I hope the industry could keep progressing, and could be recognized by more people around the globe.

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*All images above are hyperlinked.

In Tesla fires hundreds of workers even as Model 3 production ramps up, the author, Nick Statt talks about the news in which Tesla has recently fired hundreds of employees just as the production of Model 3 needs to accelerate. This result is a decision of Tesla’s annual performance review, and people being affected in the industry range from managers, engineers, to basic workers. Some even claim that they are fired suddenly for no reason, and they have never received any bad reviews from the company. However, in Tesla’s words, it’s normal to let a certain amount of workers go based on the generally poor performance after the company-wide review.

Tesla Model 3. Timothy Artman/Tesla

Model 3 is designed to be a product to knock out competitions within the market, yet it now hits the “bottle-neck” of its production. Parts of the car need to be manually made since machines can’t achieve the level of precision in the process of manufacturing. As a result, only 260 of them are produced, 220 being actually delivered out of the expectation of more than 1600 in the third quarter. There are around half a million customers on the list waiting for the cars, and the company’s plan of achieving an exponentially growing rate in production during the upcoming season still seems to be a long way to go.

In contrast with the dismissal in Tesla, Uber is a company which chooses to ignore the inappropriate actions its managers have done and keep its unrestrained culture. From a broader point of view, it may look like Tesla does the right thing to try its best to avoid further incidents of its performance, whereas both of Tesla and Uber have actually reached the failure in performance management. Uber’s loose working environment breeds a bunch of aggressive leaders who, despite having some talent in physically developing a firm’s brand, are misleading the firm and may ultimately ruin everything. As how Nick discusses in his blog, we don’t exactly know the effect of Tesla’s sudden action, but it’s not the right time for it to fire almost 1%-2% of its total labors. What it should really consider is the technique of operational management. Without such a huge group of people, how could it even feed the demand and attain growths within a few months?

Product Roadmap. Jay Caplan

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Reference of Tesla’s logo: Tesla Motors Inc Becomes Tesla Inc With Aim to Focus on Other Businesses!