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Cheng Peng: NavInfo strives to become the brain of intelligent driving cars in the future.
2017/7/13

 NavInfo’s original team has a strong technical background and keeps learning from other companies amid our company’s growth.

Along the way all sorts of pains trouble the users and NavInfo is the one dedicated to addressing these pain points. To solve the inconvenience of paper maps, there came e-maps. With the rise of e-maps, traffic jams start to perplex users, so that live traffic analysis was invented. However, in the case when traffic jams go beyond control, no one has a solution. Here comes the Internet of Vehicles: to keep the driver or the passenger in a good mood. With the progress of the times, the steering wheel will be handed over to a robot instead of a man. What we are doing, which appears to be innovative, is actually a process during which users’ demand is gradually satisfied.

In terms of our in-car navigation business, the real competition is not from any map providers but mobile phones. A user may get into the car with a cell phone holding in palm but never try to turn on the in-car navigation system, which really bothers us. Under this circumstance, we work to design an in-car product that integrates “cell phone features”, aiming to let a user forget using the cell phone once sitting in the car.

Considering business segments, NavInfo’s navigation business has gradually come to stability in recent years, while businesses concerning chips, IOV and auto-driving will grow to larger proportions. In the coming age of auto –driving, NavInfo sets a new target: that is, to become the brain of intelligent driving cars. Therefore, NavInfo wishes to integrate more vertical industries, of which the chip sector is a major sector.

Cheng Peng concluded in the end, giving that we had experiences in map data in the past and what we do today was all about services based on big data, so we would grow services that integrate big data with computing in the future, which was also why we wanted to develop chips. The future of NavInfo will go the same way.

"Since 2000, I have contacted a lot of map vendors. In today, among the companies surviving the infancy stage, NavInfo has the highest market value, not to mention the ones that already winnowed out. Is it because NavInfo has done something right or others have done something wrong?” In the subsequent interactive link, Liu Yuzhang, the founder of Taibo, raised a very sharp question.

In this regard, Cheng Peng concluded that NavInfo was lucky to survive, but there were still a few key features. First, our original team was influential, very united and cohesive. Second, NavInfo experienced an important protective period due to our qualifications, which was of great significance for many start-ups. Third, keeping an open, transparent mind was also the fundamental principle of the company. He said that even now he would remain humble in front of customers. He’d like to communicate with customers by asking: “we are not good at this. Could you help me to improve?” It is by virtue of this mentality that NavInfo has grown into a listed company with 4,000 employees in a healthy way.

Cheng Peng said that this was actually one of his most frequently considered problems. He expressed at the company level, first, the chip business in the next few years would soar, which included not only navigation chips but also other types of chips. Second, although the IOV business was making profits and contained large potential, it lacked a matured business model. Third, it was to expand the world market through internationalization.

Cheng Peng stated that in a company"s management process, a manager had to stimulate everyone"s vitality. First of all, it was to build a good environment, so that employees were willing to contribute to the company. Our new building was a good environment. In addition, there was a hard standard and methodology. As long as parameters were set, employees would naturally give out their energy into doing things that they were interested in and work that contained social values.

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