How Working for Elon Inspired His $3.5+ Billion Company
发布时间 2024-02-15 10:00:10 来源
You see, I've never shared this before, first with you. But this is real, the journey that we mentor. This tech founder spent four years working for Elon Musk at Tesla. But after taking a two month break, he realized he wasn't done reshaping the automotive industry as we know it.
你看，我以前从未和任何人分享过这件事，现在首次与你分享。但这是真实的，我们指导的一段旅程。这位技术创始人在特斯拉的埃隆·马斯克那里工作了四年。但在休假了两个月后，他意识到他还没有完成我们所熟知的汽车行业的改造。
Today I'm speaking with Jay Vijayan, founder and CEO of TechYon, a multi-billion dollar tech company that's building a new type of automotive retailing platform for dealers. We discuss raising millions of dollars to reimagine dealership technology, lessons from working for Elon Musk, why he bought two physical car dealerships even though he's a tech company, leading without an exit plan and much more.
今天我与TechYon的创始人兼首席执行官Jay Vijayan进行交谈。TechYon是一家价值数十亿美元的科技公司，正在为汽车经销商构建一种全新的汽车零售平台。我们讨论了筹集数百万美元用于重新设想经销商技术的问题，以及从与埃隆·马斯克合作的经验中得到的启示。我们还探讨了为什么即使是一家科技公司也买下了两家实体汽车经销店、如何在没有退出计划的情况下领导公司等等。
Don't forget to click subscribe so you never miss an episode. What's up everyone, this is Car dealership guy. You're listening to the Car dealership guy podcast, which is my effort to give you access to the most unbiased and transparent insights into the car market.
不要忘记点击订阅按钮，这样您就不会错过任何一集了。大家好，我是汽车销售员。您正在收听的是《汽车销售员播客》，我致力于为您提供最客观、最透明的汽车市场见解。
But before we get into the show, people ask me all the time, CDG, can you help me fill an open role in my company? Well, now I can. I'm excited to announce my new industry job board. I've built this job board set that employers in the auto industry can take advantage of my network and distribution. Your company needs roles filled and I have access to talent. It's a win-win situation. This job board is for anyone in automotive, vendors, dealers, lenders, manufacturers, auto tech, you get the point. The best part is that posting roles is 100% free. Over 50 companies have already posted open roles, including lithium motors, recurrent, credit acceptance, cars commerce, shift digital and over 20 dealer groups. Add your open roles today by visiting my website at dealershipguy.com and clicking on industry job board or visit the link in the show notes below.
在我们开始节目之前，人们经常问我，CDG，你能帮我填补公司的空缺职位吗？现在我可以了。我非常兴奋地宣布我新建立的行业招聘网站。我建立了这个招聘网站来帮助汽车行业的雇主利用我的人脉和分发渠道。你的公司需要填补职位，而我可以接触到人才。这是一个双赢的局面。这个招聘网站适用于汽车行业的任何人，包括供应商、经销商、贷款机构、制造商、汽车技术等等，你明白的。最棒的是，发布职位完全免费。已经有超过50家公司发布了空缺职位，包括锂电动力、循环、信用接受、车辆贸易、位移数字和超过20个经销商集团。今天就通过访问我的网站dealershipguy.com并点击行业招聘网站，或者点击以下节目说明中的链接，添加你们的空缺职位。
This episode is also brought to you by Valvelyne. You might know Valvelyne is the original motor oil. After all, they've been added since 1866, but to their dealership customers, there's so much more. When you partner with Valvelyne, your dealership not only gets access to legendary Valvelyne products, but also to their customer business solutions, marketing resources, consumer promotions and other programs that go beyond the traditional supplier partnership. Valvelyne can help you drive your service department by streamlining operations and increasing revenue with hands-on technician and sales advisor, Drainey, state-of-the-art service lane technology and a robust preventative maintenance chemical program. They even have programs to help you sell more cars and increase trade-ins. What other fixed ops vendor can say that? So what's all this mean for you? Fewer vendors, more value and a brand your customers know and trust. Valvelyne is reinventing how supplier partners with the dealership. For more information about how Valvelyne can become your ultimate fixed ops partner, visit partner.valvelyn.com or click the link in the show notes below.
本集节目由Valvelyne赞助。你可能知道Valvelyne是最早的发动机油品牌。毕竟，他们自1866年以来一直在市场上存在。但对于他们的经销商客户来说，他们提供的不仅仅是这些。当你与Valvelyne建立合作关系时，你的经销店不仅能够获得传奇的Valvelyne产品，还能享受他们的客户商业解决方案、市场资源、消费者促销和其他超出传统供应商合作伙伴关系的项目。Valvelyne可以帮助你通过简化运营流程、提高销售收入、提供专业的技术支持和销售顾问以及先进的服务车道技术来推动你的售后服务部门。他们甚至还有一些项目来帮助你销售更多汽车和增加二手车的交易。还有哪家固定运营供应商可以做到这一点呢？那么这一切对你来说意味着什么呢？更少的供应商，更多的价值，以及顾客认识和信任的品牌。Valvelyne正在重新定义供应商与经销店的合作方式。想了解更多关于如何让Valvelyne成为你的终极固定运营合作伙伴的信息，请访问partner.valvelyn.com或点击下面节目说明中的链接。
Software engineer product development was in one of the largest enterprise software companies in Oracle for almost 8 years. Building ERP product. I felt that time itself, like now, SAS and cloud are the future and someday I'm going to start a SAS company. I felt some of the large companies, including Oracle, are a little bit slower, naturally because of the large nature of how big they are in embracing cloud and moving. I felt that is a huge opportunity there. So that's kind of the seed of the idea and then moved on to VMware, which was, you probably know, the server virtualization space.
软件工程师在甲骨文这家最大的企业软件公司之一从事产品开发工作将近8年。我们建立了ERP产品。我感觉到当时（现在也是如此），SAS和云是未来的方向，总有一天我会创办一家SAS公司。我觉得一些大公司，包括甲骨文，在接受云和移动方面相对有些迟缓，这是因为它们规模庞大的天性所致。我觉得在那方面有一个巨大的机会。所以这就是想法的种子，然后我去了VMware，你可能知道，它是服务器虚拟化领域。
Phenomenal company, I joined right around their IPO, stayed there for almost 5 years, hypergrowth, learned a lot and then my entry into automotive first time was a Tesla. I did interview with Tesla in 2010 before their IPO. Long story short, I was very interested, very intrigued. Elon's vision on what he wants to do. At that time, it's different. You can imagine Tesla today. This is 2010. It's like, it's just prefetched, you know, dream, but I was quite, quite interested in entry. But the deal didn't work out for me. It was not attractive enough for me to live. So I, in fact, declined the offer from Tesla and I stayed at VMware.
这家公司太棒了，我在它上市的时候加入了，呆了将近5年，经历了超高速增长，学到了很多东西，然后我的首次进入汽车行业是在特斯拉。我在2010年曾经参加过特斯拉的面试。长话短说，我对此非常感兴趣，非常好奇。埃隆对他想要做的事情有着远见。那时候，这已经与现在的特斯拉大不相同了。想象一下今天的特斯拉。这是2010年的事情了。就好像事先感到，你知道的，梦一样的预测，但是我对入职非常非常感兴趣。然而，那个时候的交易对我来说不够具有吸引力。所以事实上，我拒绝了特斯拉的提议，留在了VMware。
Then after a year, I was approached again in December 2011. And meanwhile, I was following the company and they launched the Model S concept and I love the way the car looked and everything they've been doing. And, you know, then I met Elon again in 2011, December and he convinced me this time to jump in and where they are going. And I ended up as a tech guy to his vision was to build an entire platform for a brand new automotive brand like Tesla. So that was an exciting opportunity for someone who's a product and engineering, you know, background to build something for a new automotive company.
然后在一年后的2011年12月，我再次被联系到。与此同时，我一直在关注这家公司，并且他们推出了Model S概念车，我喜欢它的外观和他们一直以来所做的一切。你知道的，然后在2011年12月我再次见到了伊隆，他这次说服我加入并跟随他们的方向。最终，我成为了他构建特斯拉这样一个全新汽车品牌的愿景下的技术人员。对于一个有产品和工程背景的人来说，这是一个令人兴奋的机会，为一个全新的汽车公司构建一些东西。
So I ended up joining Tesla. I still took a pay cut from a cash perspective, but I got more stocks, which I negotiated, which worked out. Yeah, right. So that, and I, yeah, I still, I mean, you know, he has built incredible value and I was headstone building the platform end to end, starting from, you know, which is today, just let me come to internal systems, ERP, you know, some of the factory systems and then store systems.
所以，最后我加入了特斯拉。 从现金角度来看，我确实接受了工资削减，但我得到了更多的股票，这是我通过谈判得到的，效果不错。是的，不错。所以，我还是，我的意思是，你知道的，他创造了令人难以置信的价值，而我负责从头到尾搭建平台，从今天开始，从内部系统、ERP，一些工厂系统，再到店铺系统。
Honestly, I didn't come from the automotive industry. So I had a very fresh perspective. So I had this opportunity to evaluate what is happening in the automotive industry. So I was able to, you know, look at what's happened because as a consumer, I remembered multiple car buying experiences about Toyota, about BMW for myself in the Bay Area. It was a least to say a very horrible experience.
老实说，我并不是来自汽车行业。所以我有一个非常新鲜的视角。因此，我有机会评估汽车行业正在发生的事情。所以我能够，你知道的，看看所发生的事情，因为作为一个消费者，我还记得在湾区为自己购买丰田和宝马等汽车的多次经历。可以说，那是一次非常可怕的经历。
You know, I was a very well-informed guy. I go by data. I did my research to buy a BMW. I knew exactly what car to buy. I was willing to pay, but I still spent almost, you know, seven hours in a dealership with my wife, horrible, grueling experience. It's not that people, you know, intentionally were doing that, but the point was why in this day and age we should spend this much time. This was before Tesla. And then now I felt like, wow, I mean, there's an opportunity to transform, at least for one brand, I could transform this experience.
你知道吗，我曾是一个非常了解情况的人。我以数据为依据。我在购买宝马之前做了研究。我非常清楚自己要买什么车。我愿意付钱，但是我还是和妻子在经销商那里花了近七个小时，这是一次可怕而艰辛的经历。并不是说人们有意要这样做，但问题是为什么在这个时代我们还需要花这么多时间。这是在特斯拉出现之前。现在我感觉哇，我是说，至少有一个品牌有机会改变这种体验。
So now I studied everything, then realized how fragmented, which was a good thing for me. I didn't come with preconceived notion. For me, everything was a fresh perspective. But I was so surprised to see how much fragmentation existed. People were good. Their intentions were good in the industry. They wanted to serve customers. They wanted to provide best experience. And to be honest with you, they were dealing with very antiquated platform, very broken system. You know this well. You know, you're running, you run a dealership. To do a deal in the new car site, it's even more extreme. People have to open 10 different windows to do a deal. Whether you like it or not, you can figure out based on your level of expertise, you may able to conceal or patch up. Not revealing that to the customer, but the customer really sees it, right? Customers see that you're doing something that they don't trust because you have to do so many things to go through a deal.
所以现在我学习了一切，然后意识到了有多么的分散，这对我来说是一件好事。我没有预设的观念。对我来说，一切都是一种新的视角。但是我很惊讶地发现了有多少的分裂存在。人们都是好的。他们在这个行业中的意图是好的。他们想要为客户提供服务。他们想要提供最好的体验。说实话，他们在应对着非常陈旧的平台和破损的系统。你了解这点。你在经营一家经销商。在新车销售中进行交易时，情况更加极端。人们不得不打开10个不同的窗口来进行交易。无论你是否喜欢，根据你的专业水平，你可能能够隐藏或修补一些问题。没有向客户透露这一点，但是客户确实看到了，对吗？客户看到你在做一些他们不信任的事情，因为你必须做很多事情才能完成交易。
So for me, it was very obvious. The problems were very, very obvious. So we were able to go list out everything and say, how are we going to solve every one of these problems so that the experience for Tesla is seamless, the Tesla consumers, the seamless. I think we did that. You're a Tesla at this point.
对我来说，这是非常明显的。问题非常、非常明显。所以我们能够列出所有事项，并说，我们将如何解决每一个问题，以使特斯拉的使用体验无缝，特斯拉消费者的体验也无缝。我认为我们做到了。你现在就是一名特斯拉用户。
How do you come up with the idea for Techyan? What happens and why is it is it simply you say I've built this, you know, phenomenal software here. I want to go bring it to the rest of the world. Right. What was that driver for you?
你是如何想出Techyan的创意的？是什么原因导致这个想法产生？是因为你说我开发了这个了不起的软件，我想把它推广到全世界吗？对了，那对你来说是什么动力？
Great question. So two things connected. Okay. So going back to my, I mentioned to you my article days that, you know, cloud and SaaS is the future and every business eventually have to move to the cloud and there's a lot of power in making it easy for businesses and consumers connecting to my dot. When I did my research on how big the problems of the automotive industry, of course, I had an opportunity and thanks to Tesla, thanks to Elon for giving me that opportunity. I would be able to solve that for Tesla customers. Then I felt, okay, this industry is massive.
好问题。有两个事情相关。所以回到我之前提到的文章时代，云和SaaS是未来，每个企业最终都必须转向云端，并且让企业和消费者轻松连接到我的点上有很大的优势。在我对汽车行业的问题有多大的研究之后，当然，多亏了特斯拉，多亏了埃隆给了我这个机会，我能够为特斯拉的客户解决这个问题。然后我意识到，这个行业是庞大的。
You know, at that time, you know, Tesla is still growing up and it was a fraction of the industry. And I felt, wow, 99% of the industry is struggling without any kind of, you know, technology, modern technology platform. So that's the idea. So connecting two things. One, I felt automotive industry clearly jumped out to be served for my SaaS idea, you know, SaaS vertical. And I felt connecting the brats. I felt, okay, this is the vertical. This is the industry. I want to create a SaaS platform. There is incredible amount of value that we could deliver to the industry that's been underserved for decades.
你知道，在那个时候，你知道，特斯拉还在不断成长，只占行业的一小部分。我感觉，哇，行业中有99％的企业在没有任何技术、现代技术平台的情况下苦苦挣扎。这就是我的想法。所以我将两件事连接起来。一方面，我感觉汽车行业明显成为我SaaS理念的服务对象，也就是垂直领域。我感觉这是一个行业，我想要创建一个SaaS平台。这个行业已经被忽视了几十年，我们可以为这个行业提供大量的价值。
And honestly, this was never many things in your life are as crystal clear as this. For me, it was very clear. Okay, this, this is the industry. I want to, you know, create and solve problems and create a business out of it.
老实说，你的生活中很少有事情像这样清晰明了。对我而言，这非常清楚。好吧，这就是我想要的行业。我想要创造和解决问题，并通过此创办一家企业。
And, you know, while people kept warning about the barriers in the industry, one after the other, right? Big, you, you may know this well. People want me about how complex it is to build a DMS, let alone a DMS versus building an end-to-end platform for automotive dealerships and entire automotive retail.
你知道的，人们一次又一次地警告这个行业中的障碍，对吧？大的障碍。你可能对此很了解。人们告诉我，建立一个DMS有多么复杂，更别提与为汽车经销商和整个汽车零售业建立一个从头到尾的平台相比。
Second is, integrations was a massive barrier. People said, no, no, no, some of the big mammoth software companies have tried and given up. And there were examples. To create a deal of Shabbat's wisdom. Yes, yes, yes, yes. And some of the biggest software companies have tried in the past and gave up. Incredible, incredible, incredible.
其次，集成是一个巨大的障碍。人们说，不，不，不，一些大型软件公司尝试过并放弃了。确实有一些例子。创造一个Shabbat智慧的交易。是的，是的，是的，是的。一些最大的软件公司过去曾经尝试过并放弃了。令人难以置信，令人难以置信，令人难以置信。
One of the things people brought up is getting integrations done in the industry. There are like hundreds of integrations you need to be, you need to be completing. Before you can serve a dealership, the biggest ones are getting the manufacturer integration. So every brand manufacturer you need to get integration completed for you to roll out their brand dealership.
人们提出的问题之一是在行业中完成集成。你需要完成数百个集成。在为汽车经销商提供服务之前，最重要的是进行制造商的集成。所以你需要为每个品牌制造商完成集成，以推出他们的品牌经销商。
So what does that mean? If you want to truly bring a transformation to run a big dealer group or small, whatever it is, right? Especially if you are doing a big group who runs like 35 brands, which we have now, today as our customers, you have to have all the 35 brands integrated. Every integration points need to be completed and taught. This incumbents had decades to do. We did it. We did the whole thing in two to one of years. Every single brand. We're integrated with 42 brands today. That's unbelievable.
那么这意味着什么呢？如果你想要真正实现对一个大规模经销商集团或小型集团进行革新，无论规模如何，对吧？尤其是如果你管理着一个拥有35个品牌的大集团，就像我们现在的客户一样，你必须将这35个品牌整合起来。每一个整合点都需要完成并进行教导。这些老牌企业已经用了几十年时间来做到这一点。而我们，我们在两到三年内完成了整个过程。每个品牌都和我们今天的42个品牌进行了整合。这实在令人难以置信。
Tell us about, give us some insight to working with Elon. What was that like? What did you learn from Elon? I see the smile on your face already. A lot, a lot, a lot. To be honest with you, I was fortunate to work for him directly. So I had an opportunity to work with him. There's so much I learned.
告诉我们关于与埃隆合作的经历吧，给我们一些了解。那是怎样的？你从埃隆那里学到了什么？我已经从你脸上看到了笑容。说实话，我很幸运直接为他工作。所以我有机会和他一起工作。我学到了很多很多，真的很多。
So he extremely intends on solving consumer problems. Really no compromise. He doesn't take no for an answer, which now the whole world knows. But I think it is a lot of learning. I would say I'm thrilled eventually within like six months to a year after I built Trust With Him. One of very few organizations in the company, I think he will agree to it.
所以他非常决心解决消费者问题，绝对不妥协。他对于拒绝的态度是毫不妥协的，现在全世界都知道了。但我认为这是一次很多的学习机会。我想说，在与他建立了信任的六个月到一年之后，我会感到非常兴奋。在整个公司中，只有极少数组织能够与他达成一致，我认为他会同意这一点。
He was very hands off. He was very hands off. Of course, he would ask deep questions. But I think that showed that it gained his confidence that we can deliver to his expectations, which are at least to say super high. So I think it was great.
他非常不干涉。他非常不干涉。当然，他会提出深刻的问题。但我认为这表明我们获得了他的信任，可以满足他极高的期望。所以我觉得这很棒。
What did I learn? Extreme amount of customer obsession taking no for an answer in solving consumer problems. In the sense one important one I would say is he would question, which I did, even pre-empting every click to say does the consumer need to even have this click at this level. He would question every single click to remove friction in consumer journey. So there is so much learning.
我学到了什么？他非常关注顾客，并且坚决不接受无法解决顾客问题的答案。有一点非常重要，就是他会质疑每一个环节，即使在用户点击之前也会主动思考用户是否真的需要在这个层级进行此点击。他会质疑每一个点击操作，以消除用户旅程中的阻碍。所以，我获得了非常多的经验和教训。
And then the other one from a business side solving business problems. He would go, I mean, which the whole world knows, right? Of course, there are books on it now. Always question the fundamentals, right? You'll say, okay, when someone starts as like, okay, we can't solve this problem. He will keep drilling down until he gets to the bottom, the fundamentals of and then push whoever that is to start thinking from ground up saying that, okay, yeah, this, you can't solve this problem. If you just think only superficial solution, go back and fundamentally redo it, whatever it takes, even if you have to rebuild the whole thing, he will push to do it.
然后，另外一个人从商业角度解决商业问题。他会说，我是说，全世界都知道，对吧？当然，现在有关于这个的书了。总是质疑基本原理，对吧？你会说，好的，当有人开始说，好吧，我们解决不了这个问题。他会一直深入探究，直到找到根本原因，然后推动任何人从头开始思考，说，好的，是的，如果你只考虑肤浅的解决方案，你解决不了这个问题。回到基本原理上重新做，不管需要多少努力，即使需要重新构建整个事物，他都会推动去做。
You know, honestly, not every time he's right, but he's right enough number of times to make things super successful. That's what I said.
你知道的，说实话，他并非每次都是正确的，但他足够多次做出正确的决策，使得事情变得非常成功。这就是我所说的。
Tell us about your first deal at TechYan. Right? You mentioned something astonishing, which is it took you, so you've at this point, I'm kind of fast forwarding the new journey, right? You've left Tesla, you've ideated TechYan. And, you know, here you are, you've built, you want to tell us, so you've built an MVP.
告诉我们一下你在TechYan的第一个交易，对吧？你提到了一些惊人的事情，就是这个交易花了你多长时间。现在，我可以有点快进到新的旅程了，对吧？你已经离开了特斯拉，构想了TechYan。现在，你已经在这里，你想告诉我们，你已经建立了一个MVP。
And I don't want to, you know, I don't want to steer his thunder here, right? You know, it's an important story and share a short question. So please tell us about that story, because I want to understand the beginnings. I want to end the beginnings and that first, that first deal that you scored.
我不想抢他的风头，你知道的吧？这是一个重要的故事，然后我想问一个简短的问题。所以，请告诉我们那个故事，因为我想了解起源。我想了解开始和你取得的第一笔交易。
Let me start. It might be long, but feel free to interrupt, right? I think it'll be good for you to get the perspective.
让我开始吧。可能会有些长，但你可以随时打断，对吗？我认为你能够获得这个角度会对你有好处。
But I decided to leave Tesla and, you know, started my own company. People thought I was crazy. Even people in my team thought because I was one of the very few executives who established very strong trust. Elon, I was able to build everything that the company needed almost, I would say, everything. But yes, we really brought that vision to life. And people thought I was crazy. Like, why would you leave?
但我决定离开特斯拉，你知道，开始了自己的公司。人们认为我疯了。甚至我的团队中的人也这么想，因为我是极少数建立了非常强大信任的高管之一。埃隆，我能够几乎建立了公司所需的一切，我敢说几乎一切。但是是的，我们真正实现了那个愿景。人们认为我疯了。就像，你为什么要离开？
In fact, there was one of my direct reports in my one-on-one after announcing I was leaving. Thought I'm going to work for some secret project for President at that, the President of the United States. And he said that, Jay, that's why you're not telling why you're leaving and where you're going. I said, no, no, no, I am going to take a break, which I did.
实际上，在我宣布我要离职后，我有一个直接下属在我们的一对一会议上。他认为我要为总统的某个秘密项目工作，确实是美国总统。他说，杰伊，这就是为什么你不告诉我们你为什么离开和去哪里的原因。我说，不，不，不，我要休息一下，这也确实是我所做的。
I did take, you know, few months break, which I used to do a lot more analysis. I met a lot of dealers. I met a lot of OEM executives. I did tons of research before really jumping. And then I jumped in, started the company, started with my personal money. And we started at our, you know, at my garage. We had a few people, you know, four people, including myself, and then shifted to my home office. And then eventually we found an office after several months.
我曾经休息了几个月，期间我进行了更多的分析工作。我见过很多经销商，也见过很多原始设备制造商的高管。在真正开始之前，我进行了大量的研究。然后，我开始了这个公司，用了我个人的钱。我们一开始都在我的车库里工作，只有几个人，包括我自己，后来我们转移到了我家里的办公室。几个月后，我们终于找到了一个办公室。
And then the thing is, we had a very clear vision, you know, not to your scale, but we were in stealth mode for almost, you know, three and a half years. We didn't reveal what we were doing. Not many people knew about us. We were head-stown, focused on developing the product.
然后事情是这样的，你知道，我们有一个非常明确的愿景，虽然不是按照你的标准来衡量，但我们在潜行模式下进行了将近三年半的时间。我们没有透露我们在做什么，很少有人知道我们。我们全力以赴地专注于产品的开发。
And then the idea was a few things. We took, you know, a few steps to get to an end-to-end platform, because people clearly said, building an end-to-end platform, a PMS, CRM, whatever you call it as, you know, people call specific product names because the core product left a lot of gaps that was filled by many, many other products out of need.
然后，这个想法包含了几个方面。我们采取了一些步骤来建立一个全流程平台，因为人们明确表示，要建立一个全流程的平台，一个PMS（酒店管理系统），CRM（客户关系管理系统），或其他任何你称之为的系统，因为核心产品存在很多缺口，而这些缺口被许多其他产品填补了出来，这是出于需求。
It is okay, it's all good. There are some great companies doing some great things. But the customer workflow needs to be understood cleanly and we ended up developing. The first product we launched, we called us Digital Service Experience, only for service module, service for dealerships. Okay. So that was your wedge. You started only with service. Exactly. 2018.
没关系，一切都很好。有一些伟大的公司正在做一些伟大的事情。但是客户的工作流程需要被清晰理解，因此我们开始进行开发。我们推出的第一个产品，我们称之为数字化服务体验，只针对服务模块和汽车经销商的服务。好的。所以那是你的起点。你开始只专注于服务。没错。2018年。
But here's the deal. It was, you know, funny learning, funny in the sense it was hard, but in the sense I learned the problem. So even for service, what happened was it became a massive chicken and egg problem. Okay.
但是问题在这里。学习的过程，你知道的，是有趣的，有趣的是它很困难，但意义是我解决了问题。所以，即使是为了服务，发生的情况是它变成了一个巨大的先有鸡还是先有蛋的问题。好的。
So we created a prototype. We showed it to dealers, you know, through my kitchen. Every dealer who saw it was quite excited. They were like, wow, this is cool, man. This is like, you know, I would definitely use something like this. But now they said, unfortunately, my manufacturer needs to go, to certify this product.
所以我们创建了一个原型。我们把它展示给了经销商，通过我的厨房。每个看到它的经销商都非常兴奋。他们说，哇，这个很酷，伙计。这就像我肯定会使用这样的东西。但现在他们说，很遗憾，我的制造商需要去认证这个产品。
And then, okay, I go to manufacturers and, you know, of course, because a little bit about my Tesla, you know, CIO, brown people are at least able to give me time for a meeting. But manufacturers, very honest, very clear. They were like, okay, you know, unfortunately, we are so busy. We have so many things to prioritize until you have 50 or 100 dealerships, 100 would be a good number. Unfortunately, we can start any kind of integration work. So you could see the chicken and egg.
然后，好吧，我去找制造商，你知道，当然，因为我对我的特斯拉了解一些，你知道，首席信息官，棕色人种至少愿意给我安排一个会面的时间。但是制造商非常诚实，非常明确。他们说，好吧，很遗憾，我们非常忙碌，有很多事情需要优先处理，直到你有50或100家经销店，100家是一个不错的数字，不幸的是，我们无法开始任何形式的整合工作。所以你可以看到这种先有鸡还是先有蛋的情况。
So a dealer says, no, wait, I can't roll out before my manufacturer certifies. If you go to a manufacturer, they say, I can't talk to you until you have 100 dealerships. And then, yeah, there's one more caveat in a curveball where, oh, you need to integrate with the existing BMSS. We were okay with that, to be honest with you.
所以经销商说，不，等等，我不能推出产品，直到我的制造商认证。如果你去找制造商，他们会说，除非你拥有100家经销商，否则不能与你交流。然后，还有一个小曲折的条件，你需要与现有的BMSS整合。说实话，我们对此并不介意。
But I'll be very honest, the existing BMSS, when you go to integrate with them, they give you a contract that says almost you, you know, right off your first bond child to them, where basically you could never compete with them ever in the future. So we decided, no, we are not going to sign that because we know there is a vision we are working towards. We are totally open and integrating. We have an API. Again, you see, I've never shared this before. First with you.
但我要非常诚实，现有的BMSS系统，当你试图与它们整合时，它们会给你一份合同，几乎是说你将永远无法与他们竞争。因此，我们决定不签署那份合同，因为我们知道我们正在追求一个愿景。我们完全开放并整合。我们有一个API。再次强调，我之前从未跟任何人分享过这些信息，首次与您分享。
But this is real, real, the journey that we went through. We had to solve this problem. You know, end of the day, we are committed. How do we come across all of these things? So we had to do a lot of, you know, one compelling compelling because end of the day, incremental is not enough.
但这是真实的，真实的，我们经历过的旅程。我们必须解决这个问题。你知道的，到最后，我们是有承诺的。我们如何应对所有这些事情呢？所以我们必须做很多，你知道的，一个引人入胜的，引人入胜，因为到最后，只有逐步增长是不够的。
You know, this industry, you can't show just incremental to break through these barriers. Whatever we do has to be super compelling for them to say, you know what, I'm going to make an exception for this. So that's kind of how we started. We went really full force, you know, building some of the best solutions in the product.
你知道，这个行业，你不能只是逐步突破这些障碍。无论我们做什么，都必须对他们产生强烈的吸引力，让他们说，你知道吗，我要为这个例外。所以我们从一开始就全力以赴，构建了一些最佳解决方案。
God, the dealers excited have the dealers start calling their manufacturers, get the manufacturing executives who are in charge of, you know, dealer networks, get them excited, showing no, no, no, no, this is not something we are going to. Just solve for a dealer. This is a big value for your brand consumers. This is going to solve the consumer problem and the dealer problem. So now then they started opening doors. So it took a lot of effort.
上帝啊，经销商们兴奋地开始给他们的制造商打电话，找到负责经销商网络的制造业高层，让他们感到兴奋，让他们知道，这不仅仅解决了一个经销商的问题，而且对你们品牌的消费者来说具有巨大价值。这将解决消费者问题和经销商问题。于是他们开始打开大门。这需要付出很多努力。
Everything from innovation, perseverance, knocking doors, you know, breaking barriers. Who was that first? Who was that first that gave you the opportunity? General Motors was the first who gave the opportunity and then followed by at that time, you know, FCA, which is Fiat Chrysler, that time now it's Atlantis. And then many others, you know, followed. Like I said, the first was General Motors definitely thanks to them and they saw the vision end to end.
从创新、坚持不懈、敲门、突破障碍，包罗万象。是谁首先给予你机会的？通用汽车公司是第一个给予机会的，然后是那个时候的菲亚特克莱斯勒，现在是亚特兰蒂斯。然后许多其他人，你知道的，都跟随了。就像我说的，首先是通用汽车公司，非常感谢他们，他们看到了整个愿景。
And it didn't happen overnight. They followed us for almost two years before making any kind of decision to they will check in every six months. Like, what are we doing? Okay. How are we doing? How many dealers? Then we also started building confidence with General Motors dealer network, which also had other brands. So slowly that network effect started expanding, expanding. And we focused heavily on, you know, building and showing value. And that's something I'm proud to say you talked to our dealers. One thing they'll always get excited. In fact, one of our dealers recently said Jay, every month when Taehyang, you know, does it release? It's like Christmas for us. We've never seen a feature asking a lot of different figures. Yeah. Yes, new features, all the cool things. So it's been, yeah, it's been a fun journey. Yes. It's an incredible store.
这不是一夜之间发生的。在他们做出任何决策之前，他们跟随我们近两年时间，关心我们的情况，每六个月跟进一次。我们在做什么？我们进展如何？有多少经销商？然后我们还开始与通用汽车经销商网络建立信任，该网络还有其他品牌。因此，这种网络效应慢慢开始扩大。我们非常注重构建和展示价值。这是我引以为豪的事情，如果你跟我们的经销商交谈，他们总是会感到兴奋。实际上，最近我们的一位经销商说，杰，每个月，太阳电动发布新功能都像是圣诞节一样对我们而言。我们从未见过这样的功能，它们引起了我们追逐的情绪。是的，它们是新功能，很酷的东西。这真是一段有趣的旅程。是的，这是一个令人难以置信的故事。
I mean, who was the first dealer? I didn't ask you that. Yeah, yeah, yeah. There's a dealer in California called us California, automotive retailing group. I think they have 20 plus dealerships now. So that was the first dealer and then there's immediate. So we did three pilots, California automotive retailing group. And then the East Coast, we have ingersoll auto and connect it. And then you have one in Florida. It's a Chevrolet dealership. I think the dealer principal's name is Charles Winton. So there are three dealers. We again, we consciously did three pilots of the full end to end platform. California East Coast and South right in Florida. And then the way truly the platform works for, you know, different counties, state district tax calculation, operations and everything.
我的意思是，谁是第一个经销商？我没问你这个。是的，是的，是的。在加利福尼亚有一个经销商集团叫作加利福尼亚汽车零售集团。我想他们现在有20多家经销店。所以那是第一个经销商，然后我们还有紧接着的。所以我们进行了三次试点，加利福尼亚汽车零售集团。然后在东海岸有英格索尔汽车和连接汽车。然后在佛罗里达州有一家雪佛兰经销店。我想经销店的负责人是查尔斯·温顿。所以一共有三家经销商。我们再次刻意地进行了三次全面的试点。分别在加利福尼亚、东海岸和佛罗里达州南部。真正的平台是如何运作的，涉及不同地区、州和区域性的税务计算、运营等方面的内容。
Now, at this point, were you were you still only service when you started expanding or were you already a full service in October, 2018. In July, we started doing pilots for the three stores with full end to end platform. So that was always in parallel that was going on. But we launched with all the challenges that was going on. We felt it's not worth it to even investing in this because barriers were continuing to be continuing to be bigger. And we said, you know what, if you're going to put this much effort, why not put it on the entire solution. So we went all in, literally all in and say, we're going to go develop this.
现在，在这个时候，当您开始扩张时，您的服务是否仍然只是服务，还是在2018年10月已经成为全方位服务？在7月份，我们开始对三家商店进行全面的试点工作。因此，这一切都是同时进行的。但是我们面临了许多挑战的同时启动。我们觉得投资这个项目不值得，因为障碍持续增加。于是我们说，如果你要付出这么多努力，为什么不把它投入到整个解决方案中呢？所以我们毫不犹豫地投入了全部资源，告诉自己，我们要开发出这个解决方案。
I mean, it's a long, so there are a lot of people advised, we are taking too much to buy it. It's too complex to too many things can go wrong, especially in building and accounting module and, you know, all of these things. For me, that is very clear. We will not be another, you know, thousand and one of thousand point solutions that exists. If you're going to solve this problem, we're going to solve this comprehensively for our dealers and for the automotive retail industry. So we went all in. It was a highly risky proposition, to be honest with you. We could have run out of money at that time itself, because we took massive undertaking to build a DMS and then we got it done. And we continued to hail from that time onwards. Two thousand, twenty onwards. It was just a full launch, GA and kept rolling out dealers.
我的意思是，这是一个长期的过程，很多人都建议我们购买它。它过于复杂，很多事情都可能出错，尤其是在建筑和会计模块方面，你知道的，所有这些事情。对我来说，这是非常清楚的。我们不会成为另一个存在的千万个解决方案之一。如果你要解决这个问题，我们将为我们的经销商和汽车零售行业全面解决。所以我们全力以赴。说实话，这是一个非常高风险的决定。我们当时可能会因为承担了建造DMS的重大任务而破产。然后我们完成了它。从那时起，我们就一直在取得成功。从2020年开始，我们正式发布，并继续向经销商推出。
And one of the dealer groups, I would say, I want to definitely call out, I always, you know, respect for their brand name. But these has been incredible partners. First, enterprise group of 30 plus dealerships that signed in 2020 was Berkshire, automotive in Wisconsin. You know, honestly, the best operators I've ever had, one of the very few, you know, high integrity, phenomenal dealers, Mr. John Bergstrom and his son Tim Bergstrom. Today, they bought more dealerships. I think almost up to 39. I'm not being accurate in the exact number. Everything runs on taking on every single dealership. Wow. Why do you think they gave you that first shot? What do you think got them over the edge? Well, I few things.
其中一个经销商集团，我想要特别提及的是，我一直对他们的品牌名字非常尊重。但是他们是令人难以置信的合作伙伴。首先，2020年签约的30多家经销商集团是位于威斯康星州的伯克希尔汽车。老实说，他们是我遇到的最好的经营者之一，也是极少数高度诚信、出色的经销商，他们是约翰·伯格斯特罗姆先生和他的儿子蒂姆·伯格斯特罗姆。如今，他们又买了更多的经销商。我认为数量几乎达到39家，具体数字可能不太准确。他们接管每一家经销商，真是令人赞叹。你为什么认为他们给了你这个机会？你认为是什么让他们最终决定合作？嗯，有几个原因。
So one is, they attended my, one of my half a day presentation on a product demo. They truly got excited because they've been in this industry for, I think, 40 years. They've seen everything. I think, like I said, all the things that we did, I mentioned to you, putting an innovation and delivering a product that is compelling with value. They saw that clearly and they did a lot of diligence, spent time with us, everything, including, you know, data, of course, as you know, dealers are worried who wants the data.
所以，有一次，他们参加了我半天的产品演示，他们真的很兴奋，因为他们在这个行业已经有40年了。他们见过一切。我认为，就像我说的，我们所做的一切，包括给产品注入创新和价值，他们清楚地看到了。他们花了很多时间与我们一起进行了详尽的调查，包括数据，当然，你知道经销商们担心谁会拥有这些数据。
We said like playing and simple. There's no gray area. There is no black and white dealers. You own the data. We make our agreements the simplest. In fact, Tekyans agreements is the simplest compared to even SAS. Of course, more simpler than any other DMS agreements here. We keep it very simple dealers own the data. We license the data as your tech platform to run your operations. So they allowed every part of it. And then second, of course, they've been very tired of the incumbent players. They've been doing that for a long time.
我们说的是喜欢玩耍和简单。没有灰色地带。没有黑白分明的销售员。你拥有数据。我们让我们的协议变得最简单。事实上，与SAS相比，Tekyan的协议甚至更简单。当然，也比这里的任何其他DMS协议更简单。我们使它非常简单，销售员拥有数据。我们作为你的技术平台将数据进行许可，以运营你的业务。所以他们允许其中的每个部分。然后，当然，他们对现有参与者感到非常疲倦。他们已经做了很长时间了。
And then finally really leapfrog the technology. They're very innovative from thinking perspective, progressive dealers, how the industry is moving. They want to be in the forefront to deliver the best consumer experience, provide the best for their staff. And that way they can serve their consumers, you know, across Wisconsin. It's fascinating to tell me about what was the most shocking thing that you learned as you were building this. And, you know, you became a fully comprehensive dealership management system. Again, very, very big undertaking. I mean, you mentioned building out an accounting suite. I can't even think about the first step to building out an accounting suite.
然后最终真正领先技术。从思维角度来看，他们非常有创新精神，是进步型经销商，了解行业的发展趋势。他们希望走在前沿，提供最佳的消费者体验，为员工提供最好的服务。这样，他们可以为威斯康辛州的消费者提供服务。当你在构建这个全面的经销商管理系统时，这是令人着迷的。而且，你已经成为一个全面的经销商管理系统。这绝对是一个非常大的项目。我的意思是，你提到了建立会计套件，我甚至都无法想象建立会计套件的第一步是什么。
What was the most shocking thing you uncovered about the current way dealerships were operating their dealership management systems? And a shocking thing is, you know, it might be obvious for you, but when you drill down the amount of fragmentation that exists in the dealership industry, really dragging their business backward. And honestly, they've been relatively, they knew their own, they want to move, but there are many dealers. I feel kind of got desensitized to it.
在你揭示关于目前汽车经销商经营其经销商管理系统的方式的情况中，最令你震惊的是什么？而一个令人震惊的事情是，也许对你来说很明显，但当你深入了解汽车经销行业中存在的碎片化程度时，会发现这实际上在拖累他们的业务向后发展。老实说，他们相对来说对此已经有所了解，他们想要改变，但是有很多汽车经销商。我觉得他们对此有些麻木了。
What do you mean explain that? Yeah, I'll explain to you, right? They're okay in because they put 20 band-aids because their staff have learned how to punch in, you know, 150 key codes and open 10 windows and still do a deal. They feel, you know, what I think it's fine. It's painful. At least it works. The second reason is they've had a horrible experience in their past, some time in the past, migrating DMS. So, you know, what taking on this is so painful. I would better just live with what I have, even though it's painful.
你的意思是解释什么？对，我会向你解释，对吧？他们觉得没问题，因为他们贴了20个创可贴，因为他们的员工学会了如何输入150个代码并打开10个窗口，然后完成一笔交易。他们觉得，你知道的，是可以接受的。虽然有点痛苦，至少能工作。第二个原因是他们在过去的某个时候经历过一次可怕的迁移DMS的经历。所以，你知道的，承担这个是如此痛苦。我还是宁愿过着痛苦的日子，就像现在的情况一样。
Some of them, not all of the dealers have come to terms. There are many dealers who feel like, you know what, enough is enough. I need to change because if I don't change, someone is going to bring the change to run over my business. So many dealers embrace change. I think there are many dealers who are really coming to terms. It is not as painful, especially migrating to Taguyan because now we've got migrated over 1000 dealers. It's not as painful. Some of the largest groups now, as you know, we announced the partnership with ASBRAE Automotive.
其中一些，而不是所有的经销商都已达成共识。有许多经销商感觉到，你知道的，够了。我需要改变，因为如果我不改变，有人将带来变革来摧毁我的业务。所以很多经销商接受了改变。我认为有很多经销商真的正在适应。这并不痛苦，尤其是迁移到Taguyan，因为现在我们已经迁移了1000多个经销商。这并不痛苦。正如你所知，我们宣布与ASBRAE Automotive达成合作伙伴关系的一些最大集团。
Overall, I feel the value that we deliver from a dealership perspective, you asked like, you know, why they are okay with the fragmentation. That's number one where they said like things are going, okay, past experience was painful. So I may be able to just live through this. But you know this well, how fast auto mode of industry, more than anyone you see, you know, you're there, you know, pulling, crunching data and pulling information. Industry is evolving so fast.
总体而言，从经销商的角度看，我觉得我们提供的价值是，你问起来就像是，你知道的，为什么他们对于碎片化感到满意。这是第一点，他们说事情正在变得好起来，过去的经历很痛苦。所以我可能能够度过这个困境。但你知道的，汽车行业的变化速度有多快，你比任何人都看得见，你就在那里整理数据，提取信息。行业发展得如此之快。
So now is the time to change because otherwise people who don't change will have a very difficult time in kind of being relevant for the future. So I think that is the most important aspect why sometimes people think twice on change. But the good news is when you explain to them and show them they're like, oh my God, wow.
现在是改变的时机，因为否则那些不改变的人将来会很难保持与未来相关。所以我认为这就是为什么有时候人们会对改变犹豫不决的最重要原因。但好消息是，当你向他们解释并展示给他们看时，他们会像"Oh my God, wow"一样惊叹。
Okay, I'll tell you a simple example. So one is booking a deal. Okay, you just close a car deal. You have to open, you know, 12 different windows, talk to five different people. And then you have to jump through hoops to close the deal and think about customer experience on the other side because they see through it because today's world, you know this. We all interact with all of these e-commerce companies which are doing amazing. You can do pretty much everything digital. I'm not saying I think that's an important factor to understand. I'm not saying the entire car buying will go online. I don't think it'll ever go online.
好的，我会给你举一个简单的例子。比如说订一笔交易。好的，你刚刚完成了一笔汽车交易。你必须打开12个不同的窗口，与5个不同的人交流。然后你必须经历很多困难来完成交易，并且要考虑到顾客的体验，因为他们会看穿这一切，你明白吗？因为在今天的世界中，我们都与各种电子商务公司打交道，它们都做得非常出色。你几乎可以在网络上完成所有事情。我不是说整个购车过程都会在线上完成。我认为它永远不会完全在线上进行。
I'll tell you why. Interesting. Go ahead. Yeah. Simple example. So let me ask you a question. It's very obvious. You can buy every single Apple product online. Correct. Every single Apple product, everything, my Mac, the biggest Mac to phone or iPhone. So, but why is there a crowd in an Apple store? Right. And they open new stores. Apple keeps opening new stores and the line is a mile long when they launch new products.
我告诉你为什么。有趣。继续。是的。一个简单的例子。所以让我问你个问题。很明显。你可以在线购买每一款苹果产品。正确。每一款苹果产品，我说的是我的Mac，最大的Mac到手机或iPhone。那为什么苹果店里会有人群呢？对吧。而且他们还在开新店。苹果不断开设新店，当他们推出新产品时，排队的人有一英里长。
So what does that say? Consumers still want to touch and feel their products, especially even if it is a few thousand dollars, you know, Mac or a thousand, five hundred, two thousand dollars iPhone. Think about the twenty, thirty thousand dollar car. Why wouldn't they want to touch and feel? Why wouldn't they want to do a test drive? The biggest issue in our industry is your experience from online to offline completely changes. They don't get the same consistent experience. So that's exactly what it is. My view, I am fairly confident about this. I may be wrong, but consumers are not asking, give me a full digital online buying experience. What are they asking is, leave it to me. You don't tell me how I should shop. Isn't that right? Like, that's exactly what I mean.
那么，这句话的意思是什么呢？消费者仍然希望亲自触碰和感受他们的产品，尤其是即使是几千美元的产品，比如苹果电脑或者一千五百到两千美元的 iPhone。想想那些二三万美元的汽车吧，他们为什么不想要亲自触摸和感受呢？他们为什么不想要试驾呢？我们行业面临的最大问题是从线上到线下的体验完全不同。他们不能得到一致的体验。所以这就是问题所在。我个人的观点是，我对此相当有信心。我可能错了，但是消费者并不是在要求完全数字化的线上购买体验。他们在问的是，听我自己来。不要告诉我该怎么购物。对吧？就是这个意思。
I took a, I took a fifty million dollar lesson learning that the hard way. So I think you are just on the gear. Right. See, I strongly believe in that. That's exactly why I gave Apple example because they connect the dots between online and in store because it's the same products, the same price, things don't change. So if you give the same experience and they sell more, they upsell, cross sell tons, accessories, you buy everything, headphone, all kinds of things. So now why can't we do that in the car industry? If you connect the online and in store seamlessly, consumers get the same experience.
我学了一个价值五千万美元的教训，以艰难的方式学到了这一点。所以我认为你正在找到正确的方法。是的，我坚信这一点。这也是为什么我举了苹果的例子，因为他们在线下和实体店之间搭起了桥梁，因为产品和价格都是一样的，没有变化。所以如果你提供相同的体验，他们会卖得更多，他们会交叉销售各种配件，你会买所有的东西，耳机，各种东西。那么现在为什么我们不能在汽车行业做到这一点呢？如果你无缝地连接在线和实体店，消费者就能得到同样的体验。
That's exactly why I feel car buying is never going to go hundred percent on. Yes, the percentage of online shopping is going to increase. But if you connect the dots, consumers, all they are asking is, I'll tell you a simple, you know, my 20 year old daughter, how she shops versus how I'm going to shop is going to be different. So you need to make sure that consumers are saying, leave it to me. Just give me the same experience. Doesn't matter where I start, where I end. I should be able to start online or I should walk into a store, do a test drive and go back and complete my, you know, deal buying from the, you know, comfort of my home. So that is the key. I feel technology can bridge that from online to in store or in store to online. That is what we are working to solve.
这就是为什么我认为购买汽车永远不会百分之百地在线进行。是的，网购的比例会增加。但是如果你把这些联系起来，消费者，他们所要求的只是，我告诉你一个简单的例子，就是我的20岁的女儿和我购物的方式会有所不同。所以你需要确保消费者说，就交给我吧。只要给我同样的体验就好，无论我从哪里开始，到哪里结束。我可以在线上开始购物，也可以进店里试驾，然后回家在舒适的环境下完成购买交易。所以这就是关键。我觉得技术可以将在线购物与实体店相连接，或者将实体店与在线购物相连接。这就是我们正在努力解决的问题。
When you explain that to the dealers, you know what, you need to bridge that gap. You need to make sure your staff and they come to the store operate in a efficient way. They don't jump through hoops to solve a consumer problem. Create trust. You're going to sell tons. And we have AI and machine learning that will enable you to upsell and cross a lot more. That is a lot more relevant for the consumer.
当你向经销商解释这一点时，你知道的，你需要弥合这种差距。你需要确保你的员工和他们来到店里以一种高效的方式操作。他们不需要费力地解决消费者的问题。建立信任。你会大量销售。我们拥有人工智能和机器学习的技术可以帮助你更多地进行交叉销售和推销。这对消费者来说更加相关。
Did you believe the same thing when you are a Tesla or is this something that's been more recent for you in terms of the, you know, the shift to online versus in store? I believe the same. I believe the same from that time to today. That's why I just love you work, you know, to make sure that the in store experience is good. You know, I can speak for now because I left in 2016, which is almost eight years.
在你成为特斯拉员工时，你是否相信同样的事情，还是这是你最近在网店和实体店之间转变的事情？我仍然相信同样的事情。我从那时候到今天一直都是这样相信的。这就是为什么我喜欢你的工作，以确保实体店的体验更好。我现在可以说，因为我在2016年离开了，那已经快八年了。
Oh, I don't know eight years. But at that time, yeah, you know, give connected experience. Doesn't matter all the way online, offline, in car, just make sure that you give a complete connected experience. You know, one of the things that I was thinking through when I was preparing for this episode was the fact that when I remember first looking into techy on and seeing that you don't like need a server room. And I explain that. Like when you saw that for the first time that dealers right for anyone that's not familiar, right dealers have these server rooms, right? Because a DMS, you're shaking your head. It's useful on the first dealership that we transformed. You know, my team took a picture of their server room and after techy on how this man, you will appreciate that. It was what was that? Yeah, what was that like for you? The idea of putting a dealership manager system in the cloud.
哦，我不知道八年。但那个时候，是的，你知道，提供一个互联体验很重要。不论是在线还是离线，在车上，只要确保提供完整的互联体验。我在准备这一集时思考了一个问题，就是当我第一次了解Techy On并意识到你们不需要一个服务器房时的感受。我解释一下。就像你第一次看到经销商的服务器房一样，对于不熟悉的人来说，经销商有这些服务器房，对不对？你摇头是因为这对我们第一家转型经销商很有用。你知道吗？我的团队拍了一张他们服务器房的照片，然后在Techy On之后，这个照片有意义了。对你来说，将经销商管理系统放入云端的想法是什么样的呢？
Was that novel? Were you the first to do that? Yes, we were the first cloud native platform cloud native DMS in the space. I think even today, I don't think there's anything that exists after eight years since we started.
那是一本小说吗？你是第一个这样做的人吗？是的，我们是在这个领域内第一个云原生平台云原生DMS。我认为即使到今天，自从我们开始以来已经过了八年，我认为没有任何其他的东西存在。
Now, as you say, well, what benefits tell us about that? Like, what are the differences? Why should people care? Huge, you see, big time. In fact, today's world, I would say it's a necessity because of the security, you know, all of these social engineering, everything from a spyware, malware, ransomware. It's just crazy to be honest with you.
现在，正如你所说，好吧，有什么好处告诉我们呢？就像，有什么不同？为什么人们应该关心呢？嗯，你懂的，巨大的变化。事实上，在当今世界，我认为这是必需品，因为安全性，你知道的，涉及到各种社交工程，从间谍软件、恶意软件到勒索软件，简直太疯狂了，老实说。
It is a necessity to take because I still remember and I think it happens today where there is a big server room. If you could imagine, of course, there are dealers who can afford to have an IT team. There are dealers who don't and it's a small operation, but they have to hire a consultant and sometimes they do a good job and they have to, based on his part time, he will do only what he can. The second problem is you literally expose the dealership for massive problems.
这是一项必要措施，因为我仍然记得，并且我认为类似的情况今天仍然存在在拥有大型服务器房间的地方。如果你能够想象，当然会有经销商有能力组建IT团队。还有一些经销商没有这样的能力，它们只是一个小型运作的机构，但是他们不得不雇佣顾问，有时候他们的工作做得很好，但是由于时间有限，他只能尽力而为。第二个问题是，你会直接暴露经销商存在严重问题的风险。
I don't know if you heard and I've heard from many dealers indirectly and directly that they were under ransomware attack. Literally, their servers start, you know, lock. Cyber security threats and hacks are there. I'm not sure if it's all time highs for dealers, but it's definitely increased. And that doesn't happen on the cloud because the reason is you're leaving it to a chance to one person who does it part time in some cases and old, un-updated servers.
我不知道你是否听说过，我从很多代理商那里直接或间接地听到他们遭受了勒索软件攻击。字面上来说，他们的服务器就像被锁住了一样。网络安全威胁和黑客攻击是存在的。我不确定这是否是代理商的历史新高，但肯定有增加。这种情况在云上不会发生，因为原因是你把它留给一个部分时间从事这个工作的人，有些是旧的、没有更新的服务器。
And as you know, well, in the dealership, you can, if you all, you know, have some software outdated, you click on a link by mistake. It downloads to your, you know, desktop, the disconnected to your local server. So they just go and hack and lock your local hard desk under your server. And you can't, you know, get out of it until you pay ransom. That doesn't happen because you have professionals. You have security tools.
就像你知道的那样，在汽车经销商那里，如果你们中有人的软件过时了，你们误点击了一个链接。它会下载到你的桌面，断开与你的本地服务器的连接。所以他们就会去入侵并锁住你的本地硬盘在你的服务器下。除非你支付赎金，否则你无法摆脱这种情况。但由于你们有专业人士和安全工具，这种情况不会发生。
In fact, you see, we have the highest level of privacy and security certifications in the industry. And I don't think any other PMS has this. Sock one, sock two, type two certifications. We recently got ISO two ISO certifications, one for privacy and one for security. And I'll be happy to share details and this is factual information to be able to look up and dealers and we created something called as trust portal. You can go to techion.com slash trust. It just literally shows what we are doing for security and privacy.
事实上，你知道，我们拥有业内最高级别的隐私和安全认证。我认为其他任何PMS都没有这样的认证。我们获得了Sock one, sock two和type two的认证。最近，我们获得了ISO两个认证，一个是隐私认证，一个是安全认证。我愿意分享详细信息，这些都是可以查阅的确凿信息，同时我们还创建了一个叫做信任门户的东西。你可以访问techion.com/trust，其中详细展示了我们为安全和隐私所做的工作。
While there are so many other benefits, of course, overhead of not maintaining a server. And being more comfortable sleeping peacefully in the night so that you don't get hacked. And there are so many other benefits, everything from, you know, performance on the cloud. Information is not last if your power is down. That's another good example. Practical example.
当然，不需要维护服务器的开销有很多其他好处。而且，晚上能更舒适地睡眠，不用担心被黑客攻击。还有很多其他好处，比如云端的性能等等。如果停电了，信息也不会丢失，这是另一个好例子。一个实际的例子。
So today, at a, even at a techion dealership, if the power goes down, you can use the mobile phone to check in your customers. Your service drive doesn't have to stop. You can still the service advisors can use the mobile phone 5G to start checking in your customers. Everything goes directly to the cloud.
所以今天，在一个科技经销商那里，即使电力中断了，您仍然可以使用手机为客户登记。您的服务区不必停止。您的服务顾问仍然可以使用手机上的5G网络来为您的客户办理登记手续。所有信息都直接传输到云端。
Let's dig into that for a second. So how are you, how are you actually building tech for dealerships? And the question, what I'm trying to get out here is, are you building tech around current processes? Or are you truly trying to, you know, look ahead and figure out what is the trend or what's the next, you know, what's a better way to do the things? How are you really going about that?
让我们深入探讨一下。那么，你们是如何为汽车销售代理商构建技术的呢？我的问题是，你们是围绕着当前的流程来构建技术，还是真正想要展望未来，找出趋势或者更好的做事方式？你们是如何实际操作的呢？
Both. First is we have a very clear, you know, the bigger picture problem to solve. So we have a roadmap saying like we need to keep pushing the envelope, right? As I said, three big areas of consumer journey. Okay. Number one car shopping and buying. Okay.
首先，我们必须要解决一个非常明确的问题，也就是大局问题。因此，我们制定了一项指导方针，即我们需要不断地推动前进。正如我之前所说，消费者旅程有三个重要的方面。好的，第一个方面是汽车购物和购买。
So we will keep pushing the envelope on that. Like how do you make that better and seamless and seamless? I launched one additional product at an ADA in my keynote speech. So you see it be helpful.
所以我们将继续突破这一限制。比如，如何使之更好、更连贯？我在我的主题演讲中推出了一个额外的产品。所以你会发现它非常有帮助。
I know how busy you were. I'll send you three links. One is my keynote speech is around 20 minutes. I launched two new products. One is in this space exactly the advanced retail. Second is generative AI. So this is the second generative AI product we launched. And I also talk about how much we have invested in AI from the beginning. And how we are investing in generative AI now context specific to generate value for our dealers.
我知道你非常忙碌。我将发送给你三个链接。其中一个是我的主旨演讲，大约20分钟。我推出了两个新产品。一个正是在这个领域里的先进零售，第二个是生成式人工智能。所以这是我们推出的第二款生成式人工智能产品。我还谈到了我们从一开始就在人工智能上投资了多少，并且现在我们正在投资生成式人工智能，以在特定情境下为我们的供应商创造价值。
So two broader teams, I would say the first one is the consumer journey. So three consumer journeys, car buying, shopping and buying service and maintenance, which is vehicle service and maintenance. Third is consumer engagement. Engaging, right? It's CRM. Engage with your dealership doesn't matter how you engage. You can buy a car, you take it for service or you can even buy an accessor. Still an engagement. So you want to make sure you connect the dots on the consumer journey seamlessly. You don't need so many hops and things fall through the cracks. See, you know, today's world, I've been there before. If you walk into a dealership for the seventh time and if they ask who you are and your phone number and email, tell me how upset you're going to be. Right? I will be right very upset because today if you go to an online e-commerce site, they remember you one time you would have visited two years ago, let alone you visit two hours ago. Today, you know, it remembers you. But if you walk into a dealership, so my point is it could be from any channel they come. So these three consumer journey is the first team and these three are the core consumer journeys that we always work towards solving. Right?
所以我会说有两个更广泛的团队，第一个团队是消费者旅程。有三个消费者旅程，购车、购物和购买服务和维修，也就是车辆服务和维修。第三个是消费者参与度。参与，对吧？就是CRM。与经销商互动无论以何种方式。你可以购买汽车，进行维修，甚至购买配件。仍然是一种参与。所以你想要确保在消费者旅程中无缝地连接所有环节。你不需要那么多的中间链接，也不会有漏洞。你知道，现在的世界，我以前也遇到过这种情况。如果你第七次走进经销商时，他们问你是谁，问你的电话号码和电子邮箱，你会有多么沮丧？对吧？我会感到非常的沮丧，因为如今，如果你去一个在线电子商务网站，它们会记得你两年前甚至两小时前的访问记录。但是如果你走进经销商，我的意思是无论通过哪个渠道得来。所以这三个消费者旅程是第一个团队，也是我们一直努力解决的核心消费者旅程。
And then the second is dealer feedback from the business. So we have three ways we get feedback from dealers and we literally pay attention to it. We listen, we act, we deliver. So first is we have dealer counsel. We meet with dealer counsels, dealer principals and general managers. They are product counsel. Every dealer operational area, you know, sales, service, business and parts, accounting. So every dealer operational area and digital as well. We have a product council. Third, most innovative. I don't think any other DMS company has it. From our product, you don't use it. You will see live user sentiment. Every user has a voice in the product. There is a button to give feedback. One click, they can say, how are we doing? What do they like to see more on tech? We have a very nice workflow engine to get that product feedback. We have a dashboard and then it goes all the way to our product team and they use that to prioritize our product enhancements. So that's kind of how we do. You're tracking sentiment real time across every single user.
然后第二个是来自企业的经销商反馈。所以我们有三种获得经销商反馈的方式，我们会非常重视它。我们会倾听、行动和交付。首先我们有经销商委员会。我们会与经销商委员会、经销商负责人和总经理进行会面。他们是产品咨询顾问。每个经销商的运营领域，包括销售、服务、业务和配件、会计等领域。我们还有数字化领域的产品委员会。第三个是最具创新性的。我认为其他任何DMS公司都没有这个。通过我们的产品，您可以看到实时用户情感。每个用户在产品中都有发表意见的机会。有一个按钮可以提供反馈。只需点击一次，他们就可以说我们的工作如何？他们希望在技术方面看到更多什么？我们有一个非常好的工作流引擎来获取产品反馈。我们有一个仪表板，然后反馈会一直流向我们的产品团队，他们会用它来优先考虑产品的改进。这就是我们的工作方式。您可以实时跟踪每个用户的情感。
Interesting. How do you adjust that data? What do you see on your end? What's the feedback loop there? What does it look like? Yeah. So the feedback loop is, you know, it's cool. Most of the time it's really, really cool. We get like, you know, recognition. There are times, you know, we get someone comfortable feedback, which is okay. Honestly, I feel especially coming from our source. I tell my team, guys, this is a gift for us. Literally take that feedback. Let's go work on it. And we take if there's 100 people who are complaining about, like, you know, what this feature and parts of all cell function is not working great. You guys suck at it. Then we take that and say, okay, I'll tell my product lead. What are you doing about it? So in my product reviews, I'll see. Okay. There is a roadmap item. We are going to solve it. Honestly, some of those people literally turn around when we launch a feature the next month, solving that problem. We can see from the feedback also. They get thrilled. Holy shit. I mean, you guys really delivered. You listened to me. So which is a powerful, powerful thing when you listen to your customers and you deliver. So yeah, we have a very clear workflow that goes through. We have a dashboard. Every team tagged by which product, which module, what problem the customer is facing. And then I have in my product review to say, how are we mapping our product prioritization and then how we are delivering back to our customers.
很有趣。你是如何调整那些数据的？在你的端上你看到了什么？反馈循环如何运转？它是怎样的样子？是的。所以反馈循环很棒。大多数时候真的非常棒。我们会得到认可。有时候也会收到一些负面反馈，但没关系。老实说，特别是来自我们的来源时，我觉得这是给我们的礼物。我们会真正接受这些反馈。让我们一起去解决问题。如果有100个人在抱怨，比如某个功能或某些部分的功能不起作用，你们在这方面不行。然后我们会接受这个意见，并且问问我的产品负责人，你们对此有什么计划？在我的产品评审中我会看到。好的。有一个路线图上有一个项目解决这个问题。老实说，当我们在下个月推出解决问题的功能时，一些人真的会改观。我们也可以通过反馈看到。他们会感到非常兴奋。天啊，你们真的做到了。你们听到了我的意见。这是一件非常强大的事情，当你们倾听你们的客户并且提供解决方案。所以是的，我们有一个明确的工作流程。我们有一个仪表盘。每个团队都会标记产品、模块以及客户面临的问题。然后在我的产品评审中我会问，我们是如何确定产品优先级的，然后如何向我们的客户提供解决方案。
One of the early stories I loved was that you actually own the dealership. You purchased a dealership for TechYam, right? Like a physical dealership, two of them. You don't have them anymore, right? We are almost in the final stages of closing that up. I'm selling that. So I love that, right? Like talk about eating your own dog food, like really being there in the nitty gritty. Like, why did you decide to do that? When did you do that? Get, tell us about that process.
我最喜欢的早期故事之一是你实际上拥有那家经销商。你确实为TechYam购买了一家经销商，对吗？就像是一家实体店，两家都是。你现在不再拥有它们了，对吗？我们几乎快要结束这个阶段了。我正在出售它。所以我很喜欢这件事，对吗？就像说狗吃自家的狗食，真的亲身参与其中。你为什么决定那样做？你是在什么时候做的？给我们讲讲这个过程。
The way I thought about this from the beginning, right? We are strong product technology minds. We wanted to solve a big industry problem. We don't want to be kind of very, you know, naive or even arrogant that like we are tech guys and we know everything. So we needed to spend time and I started spending time and thanks to some of our dealers and as I mentioned to you, the first dealer in the Bay Area, he literally gave an office in his dealership to us saying that we love what you guys are doing. Your team can spend time. So we started talking to their staff, how they operate, right? We wanted to do a full paradigm shift. So we studied a lot about dealership. I hired a lot, a lot more people from the industry. So it's a great hybrid. So we have a phenomenal product people from the tech industry. I hired a lot of people from the industry, from the automotive, from the dealership industry into the company. So great hybrid.
从一开始，我就是这样考虑的，对吧？我们是强大的产品技术团队。我们希望解决一个大行业问题。我们不想变得非常幼稚或者傲慢，认为我们是技术人员，我们什么都知道。因此，我们需要花时间，而我开始花时间，并且感谢一些我们的经销商，就像我之前跟你说的，在湾区的第一位经销商，他真的给了我们一个办公室，说我们喜欢你们正在做的事情。你们的团队可以花时间。所以我们开始和他们的工作人员交流，他们的运作方式。我们想要实现一个完全的范式转变。因此，我们对经销商进行了大量研究。我从这个行业雇佣了很多人。所以这是一个很好的混合体。我们拥有来自技术行业的出色的产品人员。我从汽车行业和经销商行业雇佣了很多人进入公司。这是一个很好的混合体。
Now, I felt like, you know what, we are nobody to go tell a dealer how to run their business using our software if we don't know how to run a business. So I felt this was an opportunity for me and my team to learn about dealership operations. This was in our December 2019, okay, when we launched the first dealership pilot. I came to know that dealership is that particular rooftop is going up for sale by the owner. And I felt, wow, okay, this is an opportunity to buy that dealership and make it as a lab so that we can launch the latest and greatest first.
现在，我感觉，你知道吗，如果我们不懂如何经营企业，那么我们没有资格告诉经销商如何使用我们的软件来经营他们的业务。所以我觉得这是一个机会，我和我的团队可以了解经销商的运营情况。这发生在我们2019年12月，当时我们启动了第一个经销商试点项目。我得知这个经销商是由业主出售的。我感觉，哇，这是一个机会可以购买这个经销商并将其打造成一个实验室，以便我们可以首先推出最新和最好的产品。
There are a few reasons. First, understand the dealership business deeply for me and my team. Second, we don't have to go, you know, I felt it is too bad to disturb a customer all the time asking, hey, can you go look into this? Yeah, you can only, you can only get so much of your clients. Well, they've been very gracious. Our partners have been super gracious to give us time. There's only so much time you can get. Only so much you can do exactly. So this I felt is incredible for us, for my team to go on, for me, I can give specific targets. In fact, our zero contact concierge you will see in the product video, which I'll send you, was born from that dealership out of me because we saw that.
有几个原因。首先，为我和我的团队深入了解经销商业务。其次，我们无需频繁出动，你知道的，我觉得不断打扰客户很不好，每次都问，“嘿，你能看一下吗？”是的，你只能这样，只能得到客户的有限信息。尽管合作伙伴非常宽容地给予我们时间，但我们获得的时间也是有限的。只能做那么多。所以我认为这对我们来说是难以置信的，对我的团队来说可以为我们制定具体的目标。实际上，我们在产品视频中将看到的“全程零接触服务员”正是出自我之前提到的经销商身上，因为我们看到了这一点。
And while it was very tough, COVID hit and we were like, you know, we didn't, by the way, we did it. I think maybe we may have raised our series be or we didn't, we didn't have a lot of money as well. We asked you, I had to put my personal money to buy the dealership land. And what year was this? What year was this? This was in 2019 end. Just few months before the COVID thing happened. An entire peak. And what brands did you buy? General Motors and then Hyundai. Okay, well, he probably made a nice little profit there. Yes, he did. Yes, he did. To be honest with you, it worked out phenomenally.
虽然情况非常艰难，但COVID来了，我们就像是，你知道的，我们并没有，顺便说一句，我们做到了。我想可能我们可能提高了我们的系列B轮，或者我们没有，我们也没有很多钱。我们询问了您，我不得不用我的个人资金来购买经销商土地。这是在哪一年？这是在2019年底。就在COVID发生的几个月前。整个景象都在巅峰。您购买了哪些品牌？通用汽车和现代。好的，他可能在那里赚了一笔不错的利润。是的，他赚到了。说实话，这个结果非常好。
You know, one is profit, but honestly, exponentially worked out to create a phenomenal product. My team has a full act of course, like that's, that's of course the goal, right? It was to create a better product. Yeah. And that is exponential value for the size of, you know, who we are as a company, you know, how far we are growing. The value is a match. My team would launch new products, new features without any doubts to that to dealerships first. And then once, and we'll have, you know, people there and I have dedicated one person to do QA testing there. In addition to the users in the dealership and we incentivize the dealership users to give feedback. And then instantly the feedback would go on to the product and then we'll do a GA launch to rest of our dealers. Incredible value.
你知道，一个是利润，但说实话，它指数级地努力创造了一款非凡的产品。我的团队当然也有完整的行动计划，就是这样，当然，目标是创造更好的产品。是的。对于我们作为一家公司而言，这是指数级的价值，你知道我们正在茁壮成长。这份价值是相称的。我的团队会首先向经销商推出新产品、新功能，毫无疑问。然后我们会派人在那里进行QA测试。除了经销商的用户之外，我们还会激励经销商用户提供反馈意见。然后反馈意见会立即传递给产品团队，我们会向其他经销商进行GA发布。这是无可思议的价值。
And, and honestly, when I first make the decision, I still remember, you know, closed, you know, in a conference room, I announced it to a few of my direct reports. I got, you know, mixed reactions, all good intentions. One of the executives who came from the automotive industry, who was my direct report was sharp. He was Jay. I know you're very smart, man. You're, you're good. I've been in this industry. This could go horribly wrong. Please, they're better. Let us not. Because he said, like, trying a dealership is not easy, especially, you know, you know, the whole flooring and everything. There's so many things that could go wrong. And the last thing he also said, if dealers would may consider us a competition, what would happen? I said, why would that be, you know, it's okay, you know, we are doing it for the right reasons. To be honest with you, who's the reverse in conversations with dealer groups, I, they love it. The moment you mentioned that you own two dealerships, you could see in their eyes and some even called out saying that like, Oh, okay, I can talk to you because now you know my business. So it was a very positive thing. In fact, no one ever thought we had a competition and that worked out phenomenally well in every case. And it was not an easy decision. I was a bit nervous after all the warning signals people gave me.
而且，坦白说，当我第一次做出这个决定的时候，我还记得，你知道的，我在一个会议室里宣布给我的几个直属下属。他们的反应各有不同，但都是出于好意的。其中一位来自汽车行业的高管是我的直属下属，他很聪明，他就是Jay。我知道你很聪明，伙计。我在这个行业已经有一段时间了，这可能会出大问题。请，不要这样。因为他说，经营一个经销商不容易，特别是，你知道的，所有的库存和其他方面。有很多事情可能会出错。他还说最后一件事，如果经销商把我们当成竞争对手，会怎么样？我说，为什么会这样，你知道的，这没关系，我们做这个是出于正确的原因。说实话，我和经销商集团的对话完全相反，他们都很喜欢这个想法。一旦你提到你拥有两家经销商，你就能看到他们的眼神，有些人甚至大声说，噢，好的，我可以和你谈谈，因为现在你懂我的生意了。所以这是非常积极的事情。事实上，没有人认为我们是竞争对手，这在每一个案例中都非常成功。但这并不是一个容易的决定，考虑到所有人给我的警告信号，我有点紧张。
And then I still decided that I think that I would go make the decision. And then I think a testament going back to, you know, you mentioned earlier, like first principles thinking, I just think it's a testament to that, right? Like thinking about it. Hey, I'm building a product that's meant to serve this business. If I can't, you know, be there to really experience it. I mean, or it just, that's the way to create the best possible product. I think I think it's super smart move. And I'd have to imagine that the reason the reason you've sold them or are in the process of selling the final one is because, you know, you're at a different scale and size now and this is much less. Product is true. When we don't need a lab anymore, we have, you know, hundreds, now 1000 plus customers, we get enough feedback more than enough via all channels. And honestly, we didn't want to distract ourselves, you know, running a dealership is even though we didn't run it today. We retain the same operator who wasn't running it before. And now we felt like, you know, it's fine. It's okay. We did what we needed to do. The code purpose is more than solved. Fine. If someone else was a professional who wants to run a dealership can run it.
然后我仍然决定我认为我将做出决定。然后我认为这是回到了你之前提到的基本原理思考，这只是对它的证明，对吧？比如思考这个问题：嘿，我正在打造一个旨在为这个企业服务的产品。如果我不能真正亲身体验，或者说这是创建最佳产品的方法。我认为这是非常明智的决策。我也可以想象到你之所以在出售最后一个产品，是因为现在规模和规格已经完全不同了。当我们不再需要实验室时，我们有数百，甚至包括1000多个客户，我们通过各个渠道获得了足够的反馈，甚至是过多的反馈。老实说，我们不想分散注意力，即使我们今天没有运营经销商。我们保留了之前并不经营的同一位操作员。现在我们觉得没关系了。我们已经完成了我们需要做的事情。困境已经解决得非常好了。没问题，如果有其他专业人士想要经营经销商，那就由他们去经营吧。
It's funny because when you said that like products is proven with thousands of dealers, I thought about, I thought about sort of cardielship guy and how when I started, I was just sharing stuff from my personal experience. And whereas today I have like hundreds of people sending me stuff, sending me information on a daily basis from big and small. And it's like very, very similar in that sense, right? That like my experiences are, you know, 1% of the content today, whereas they used to be 100%. And the 99% of the content truly is from the industry, from every other person that's operating day to day. And so just much stronger as a business as a platform when you have just a bigger, just a wide array of clients to work with. That's right. I mean, it is, you know, you're right. Very similar.
很有趣，因为当你说像产品这样的东西已经通过数千个经销商证明时，我想到了，我想到了经销商的那种人，以及当我开始的时候，我只是在分享来自我个人经验的东西。而如今，我有成百上千的人每天向我发送各种信息，无论是大公司还是小公司。从某种意义上来说，这非常相似，对吧？我的经验只占到了今天内容的1%，而过去一直占到了100%。而那99%的内容真的来自于整个行业，来自于每个日常运营的人。所以当你有更多的不同客户可以合作时，作为一个企业或平台会更强大。是的，你说得对，非常相似。
It was heartwarming, to be honest with you, while our demo stations were overflowing at the NEDA, we had tons of our existing customers stop by and wave about. In fact, they were ready to go and speak to potential customers, big groups, big groups. You know, Bergstrom, Bob, you know, Mr. John Timbuxchum after three years, you know, still they stopped by to say, hello, you know, Roman group, Ryan Roman was there, like, you know, 20 plus. We have multiple dealer groups, Autobahn, they were there. I mean, our customers, it was so heartwarming for them to stop by and say nice things. Of course, there is certain times they last for a feature and, you know, can we get this? But overwhelmingly positive feedback, right? You know this more than any of your customers and for you, your listeners and your followers, you know, giving you great feedback, it's always feels, okay, you know, what I'm doing the right thing. Maybe I need to know.
说实话，当我们的演示站在NEDA上人满为患时，我们有许多现有客户过来招招手。实际上，他们已经准备好与潜在客户、大团体进行交谈。你知道，Bergstrom，Bob，你知道的，John Timbuxchum先生三年之后，仍然过来打招呼，你知道，Roman团队，Ryan Roman就像，你知道，20多人在那里。我们还有多个经销团队，Autobahn也在那里。我是说，我们的客户过来说好话真是让人感动。当然，有时他们会提出功能上的要求，比如能否加入某个功能？但总体上反馈是积极的，对吧？你比任何客户都知道这一点，对于你，对于你的听众和粉丝们来说，得到他们的良好反馈总是让人有成就感，对吧，你知道我在做正确的事情。也许我需要了解更多。
Yeah, I, this is the stuff that's, you know, so I want to flip it, because I have some thoughts in my mind, but what do you think takes to create that kind of connection with your audience? From your perspective, why do you think people stopped by your NADA booth at the convention in Las Vegas the other day and, and acted like that? What is it?
是的，我，这就是...唉，我想要翻转它，因为我脑海中有一些想法，但你认为需要做些什么来与观众建立这种联系呢？从你的角度来看，你认为为什么人们会在几天前的拉斯维加斯会议上光顾你们的NADA展台，并表现出那样的反应？这是什么原因呢？
Yeah, you know, I would say the genuine reason is we truly, truly empathize with our customers and we listen and we act. And they know that. And it's not like we see actions, you know, this act actions prove a lot more than words. So we don't just say that. We show it a lot more in action. I feel that's it. That's the way to best way to build connections and that's exactly what we are doing. And they truly genuinely recognize that and believe in that and believe in a very long term partnership and a relationship with us. Trust is the most important. It takes time to build. You know, once you build, you need to just make sure that you continue to keep up your word and show it in action and, you know, continue to maintain that relationship for a very long time.
是的，你知道，我会说真正的原因是我们真正地理解我们的客户，我们倾听并采取行动。他们知道这一点。不像我们只是说说而已，我们更多地通过行动来证明。我觉得这就是最好的建立联系的方式，而这正是我们所做的。他们真正地认可并信任这一点，并且相信我们之间会有一个非常长期的合作伙伴关系。信任是最重要的，它需要时间来建立。一旦建立起来，你需要确保继续履行诺言并用行动来展示，并且维持那种关系很长时间。
Beautiful stated. What has your personal question? Yes. Does anything keep you up and I? Yeah, I mean, the thing is not not a lot after many, many years. I have a I have a routine that keep up. Key is more. Yes, what keeps me up is all about how are we going to scale gracefully to put it simple that one line keeps going back in my mind again and again. How are we going to scale gracefully? There is an incredible demand. I don't have any doubt in my mind that they're going to be super successful. They are successful now, but it's going to be even more, but that shouldn't make us complacent. We have to be on our toes to make sure that we continue to work towards taking the right steps to scale. So it's all about scaling. How am I going to make sure that from 1000 to, you know, 2000 to 5000 to 10,000 dealers? How am I going to scale the business very successfully and I've been taking steps and you may have seen, you know, many things, right? Product announcements to our focus. I'll send you that video. I think definitely you'll have an idea and whatever information outside of what I'm sharing here. Anything you want to pick it up from there? Feel free to hire some key executives in the last 12 months. I hired multiple senior executives just recent two ones are a CFO and a CRO. These are in our end of the day. It comes to people, process and systems that will help scale a business. So that's my focus. That's if anything I lose sleep over. That's it. It's about how am I going to scale the business gracefully?
美好陈述。你有什么个人问题吗？是的。有什么事情让你失眠吗？是的，我的意思是，几年过去了后，有一些事情让我失眠。我有一个保持规律的习惯。更重要的是方式。是的，让我失眠的是我们要如何优雅地扩展，简单来说，这一句话一遍又一遍地在我的脑海中出现。我们要如何优雅地扩展？需求量非常大。我毫不怀疑他们将非常成功。他们现在已经很成功了，但这并不意味着我们可以满足现状。我们必须保持警惕，确保我们继续朝着正确的方向迈进。所以这一切都与扩展有关。我要如何确保业务从1000家，到2000家，再到5000家，甚至到1万家经销商的成功扩展？我一直在采取措施，你可能已经看到了各种东西，对吧？我们的产品发布，我们的关注点。我会把视频发给你。我认为你肯定会有一个想法，除了我在这里分享的信息之外，如果你还有其他想拿走的东西，请随意。过去12个月我雇佣了一些关键高管。我最近雇佣了几位高级主管，其中两位是首席财务官和首席收入官。这最终归结为人员、流程和系统，这将帮助扩展业务。所以这是我的重点。如果有任何事让我失眠，那就是我要如何优雅地扩展业务。
I think I think many people are in your state for chairs and more sentiment and making sure you retain that customer experience and that personal touch, which has really gotten you here. Biggest errors of opportunity. What are we looking at when we look at the horizon? You know, next five years with Techyane. Where are those errors of opportunity? What are you and what are you most excited about?
我认为很多人都在你所说的椅子和其它情感方面与你处于相同的状态，确保保持客户体验和个人化的特点，这也是你取得成功的原因。最大的机遇错误在哪里？当我们展望未来时，我们看到了什么？你知道，在未来的五年里，Techyane将会发生什么？哪些是机遇错误？你最激动的是什么？
First is, you know, quite excited about really transforming the automotive industry. When I said transforming, one thing I feel there's a few important things I want to state. I think you will get it. When I explain, there are people who get it. Obviously, there are people who get it once you explain and break it down. There are small percentages of people who don't understand yet is automotive is an ecosystem. You need to make sure that you create a win-win ecosystem for everyone. Win-lose is when someone else is going to take the business away. You need to make sure that you deliver what consumers are looking for, what modern consumers are looking for. That doesn't mean you have to compromise the business, compromise the profit, compromise efficiency. You can still do all of those and still making sure you deliver the best consumer experience. What do I mean by that? First, from a dealership operations perspective, you need to make sure that you put the horse before, not the cart before the horse. Some people still do that. Making it, okay, my team knows only how to do this this way. This is how they have done it and this is how it will be. Unfortunately, you are putting the cart before the horse. The horse is the consumer experience and consumer loyalty. If you lose that, you are done. Any business, isn't it? For me, my customer is the dealer, but another day, for them, their customer is the consumer. If you compromise consumer experience, consumer loyalty, retention, you can't be in business for too long. We explain that that's something we feel there is a massive opportunity. Automotive industry is evolving so much. Transforming the retail technology platform, I feel strongly not too far in the future. Ticchion will have at least 60% of the automotive transactions going through our platform.
首先，你知道的，我们对于彻底改变汽车行业感到非常兴奋。当我说改变时，我觉得有几个重要的事情需要强调。我想你会明白的。当我解释时，有些人能理解。显然，有些人在你解释并细分之后能理解。然而，仍有一小部分人还没有理解，那就是汽车是一个生态系统。你需要确保为每个人创建一个双赢的生态系统。输赢的结果是别人会夺走你的生意。你需要确保你提供了消费者所追求的、现代消费者所追求的东西。这并不意味着你必须妥协生意、妥协利润、妥协效率。你仍然可以做到所有这些，并确保提供最好的消费者体验。我是什么意思呢？首先，从经销商运营的角度来看，你需要确保你先重视消费者体验，而不是把车放在马前面。有些人仍然会这样做。他们认为，我的团队只知道这一种方式。这是他们一直做的，也是将来要做的。不幸的是，你是把车放在马前面。马就是消费者体验和消费者忠诚度。如果你失去了这些，你就完了。不论是哪个行业，是吧？对我来说，我的客户是经销商，但对他们来说，他们的客户是消费者。如果你妥协了消费者体验、消费者忠诚度和客户保留，你做不长久的生意。我们解释了这一点，我们觉得这是一个巨大的机遇。汽车行业正在发展，零售技术平台也在快速转型，我强烈感觉未来不久，Ticchion将至少有60%的汽车交易通过我们的平台进行。
I like it. Selling, servicing and engaging. Why is that the number? At least I said. I feel the opportunity is so big, to be honest with you, because we have underserved so much. Except for a few areas where people are innovating, majority are still doing lip service and not truly innovating or transforming. We are doing it. We are showing it in action. The opportunity is huge. I'm not saying there are others who won't do it. We strongly encourage fair, good competition, which will keep us on our toes. We truly encourage anyone who wants to do this complimentary and could do this. We'll strongly encourage and work with them. That's why we created a partner cloud. We continue to not only anyone who even competes with us is okay to go work on an API and integrate with Ticchion. It doesn't matter. There are many complimentary partners we work with.
我喜欢它。销售、服务和参与。为什么这很重要？至少我这样说。老实说，我觉得机会非常大，因为我们未能满足这么多需求。除了一些正在创新的领域之外，大多数人仍然只是口头支持，并没有真正创新或转型。而我们正在做到。我们正在行动中展示。机会是巨大的。我并不是说没有别人能够做到。我们非常鼓励公平、良好的竞争，这会让我们保持警惕。我们真诚地鼓励任何想要提供补充并且有能力做到的人。我们会强烈鼓励并与他们合作。这就是为什么我们创建了一个合作伙伴云。我们不仅会与任何与我们竞争的人合作，而且可以与Ticchion集成API。这并不重要。我们与许多互补的合作伙伴合作。
Now, that said, the opportunity is bringing the OEMs, dealers and industry ecosystem partners, like insurance providers, F&I insurance, right share providers. There are so many who are providing to the ecosystem, software providers, bringing them together to create a win-win ecosystem, I feel, is the biggest opportunity. The past people in this space have been dividing and conquering. What do I mean by that? Kind of, you know, splitting each other OEMs and dealers and ecosystem partners against each other. To be honest with you, as I said, win-lose is the complete opposite of win-win. So we believe in win-win without compromising your priorities.
现在，机会给OEM制造商、经销商和行业生态系统合作伙伴带来了机会，比如保险提供商、F&I保险、共享出行提供商等。有很多人为生态系统提供服务，包括软件提供商，将它们聚集在一起打造一个双赢的生态系统，我认为这是最大的机会。过去，这个领域的人一直在分而治之。我是什么意思呢？就是说，他们把OEM制造商、经销商和生态系统合作伙伴互相对立分开。说实话，正所谓双赢的完全相反的是赢输。因此，我们相信双赢，而不会牺牲你的优先权。
So as I said, there are some myths and rumors, you know, you'll see, I think it'd be great to break that and it keeps coming up. And when we break it, people understand it. Of course, I wish I can, but I can't be in front of every single dealer or OEM. One of the rumors is, oh, you know, Ticchion shares a lot more data with its OEM. Absolutely not true. In fact, it's the opposite. We give it in writing to our dealers. They own their data. We license it. And they have full control, full control. There are providers in this space who give it in writing saying that you don't own the data. Dealers, you don't own the data, we own the data. That's what they say. So we don't, we do the exact opposite. So dealers shouldn't have even the slightest doubt that they own, they are in control. In fact, we are in the process of providing a dashboard of all the data going in and out of their dealer ecosystem so that they have capability to turn on or turn off.
正如我所说的，有一些神话和传言，你知道的，你会看到，我认为打破这个会很好，并且它一直出现。当我们打破它时，人们会理解。当然，我希望我能够亲自面对每一家经销商或原始设备制造商，但实际上不可能。其中一个谣言是，哦，你知道的，Ticchion与其原始设备制造商分享了更多数据。绝对不是真的。事实上，恰恰相反。我们以书面形式向我们的经销商提供数据。数据归他们所有。我们只是提供许可。他们拥有完全控制权，完全控制权。在这个领域中有一些供应商签署文件称，经销商不拥有数据，数据归我们所有。他们是这样说的。所以我们不是这样，我们正好相反。所以经销商不应该有一丝一毫的疑问，他们拥有数据，他们拥有控制权。事实上，我们正在为他们提供一个仪表盘，显示他们经销网络内进出的所有数据，让他们能够开启或关闭这些功能。
Okay. So that's what. So we're just unifying what I mean by that is today people are unfortunately fighting on the wrong things versus focusing on the customer experience, bringing the customer experience together, making sure you provide a seamless customer experience.
好的。所以这就是我的意思。所以我们只是在统一，我的意思是今天的人们不幸的是在错误的事情上进行争论，而不是专注于客户体验，将客户体验汇聚在一起，确保提供无缝的客户体验。
You're going to not only gain more customers, you can retain more customers and continue to do more upsell and cross sell using technology. And people today, we all know this believe technology a lot more than they believe people. It's unfortunate, but reality.
你不仅将获得更多的客户，还可以利用技术保留更多的客户并继续进行更多的增值销售和交叉销售。而如今，我们都知道人们相信技术的程度要比相信人们更高。这是不幸的，但也是现实。
Well, beautifully said, man. Dude, this has been fascinating. I learned a lot for sure. And just man, the journey, the journey you're on, it's really, really admirable. So, you know, I think you guys are, you're doing great things. And it's really, really cool to see from the side.
嗯，说得太好了，伙计。兄弟，这真是太有趣了。我肯定学到了很多。而且伙计，你所走的这段旅程，真的非常令人钦佩。所以，你知道的，我觉得你们做得很棒。从旁观者的角度看到这些真的太酷了。
You know, if you can leave us off with, you know, your vision for the company and, you know, for the future, I know off the record earlier on the conversation you were mentioning to me that you are here to build something durable for the long term, right? An IPO may happen at some point. That's all kind of, you know, financial mechanisms to keep the company growing. But, but what is that, you know, give us that like big picture vision that you have.
你知道的，如果你能告诉我们一下，你对公司和未来的愿景，我知道在之前的私下谈话中你对我说过你想要建立一个长期可持续发展的企业，对吗？IPO可能会在某个时候发生，这只是一种财务机制，能帮助公司保持持续增长。但是，那个大局的愿景是什么呢，你能给我们展示一下吗？
Thank you, Jose, for asking, you know, it's a, it has been a fantastic, you know, engaging and discussing with you. Very discussion. From a company perspective, as I mentioned to you before, truly from day one, you know, honestly, it's not, I'm not saying this for the interview. We can talk to any of my people who have been with the company for long enough. I've always mentioned we are here in this as a long term journey, long term journey. We deliver long term value. We are in this for a very long term journey.
谢谢你，Jose，感谢你的提问。你知道的，这是一次了不起的、有启发且富有讨论性的对话。从公司的角度来看，正如我之前告诉过你的，真的，从一开始，我并不是为了面试而说这些话。你可以和我的员工们聊聊，那些与公司一起共事很久的人。我一直强调我们将以长期的旅程为目标，持久地创造价值。我们致力于一个非常长久的旅程中。
We want to be, I don't know if it's a direct comparison. We want to be companies like, you know, Oracle and SAP from a durability perspective, Salesforce, companies who have been there for decades, continuing to deliver value. And we will be, we are already, you know, from a tech perspective, we have most advanced tech, even some of the tech companies, more advanced than some of the tech companies. And we are delivering value.
我们希望成为，我不知道是否直接比较。我们希望成为像Oracle和SAP这样耐久的公司，像Salesforce这样几十年来一直提供价值的公司。而且我们已经是，从技术角度来看，我们拥有最先进的技术，甚至比一些科技公司更先进。我们正在提供价值。
And as I mentioned to you, there are times where people ask me, you know, what's your exit plan? And I said, I don't have one. There's really no exit plan because I'm not planning to exit this because this is an incredible opportunity. And then sometimes people ask, when is the IPO? Then people during an interview process, if a candidate asked that to me, I clearly tell him, Hey, yes, it's a milestone. Sometimes it'll happen or it may not happen. But if you're joining for this, I said, please don't join. If this is the one reason you're joining, please don't join. It's okay.
正如我之前跟你提到的，有时候人们会问我，你有没有退出计划？我回答说，我没有。因为我并不打算退出，这是一个难得的机会。有时候人们还会问，什么时候上市呢？如果在面试过程中有候选人问我这个问题，我会很清楚地告诉他，是的，上市是一个重要的里程碑。但是不一定会发生，可能也会发生。但是如果你仅仅因为这个原因加入，我会说，请你不要加入。没关系。
Because we are in this on term, they get, they are a little bit shocked by the end of the day. That's the truth, right? If you're in joining for something short term, you're not going to build something valuable for long term. So I truly believe we are going to be here for many decades to come. So yeah, very excited about the future.
因为我们处于一个长期的阶段，他们在一天结束时会感到有点震惊。这就是事实，对吧？如果你参与的是一些短期项目，那你不可能为长远做出有价值的贡献。所以我真诚地相信我们将会在未来的几十年里一直在这里。所以，对未来感到非常兴奋。
We are, you know, you know, this well, we are just starting. I mean, you know, the ecosystem is big. I mean, just the franchise, the dealer network, 17,000, if you add independent and others, it's much larger than if you add global, it's even bigger. We are literally crossing thousand. Think about the opportunity. We are excited. The demand is strong. Super excited about this company.
我们知道，你知道，你知道，这很好，我们刚刚开始。我的意思是，你知道，这个生态系统很庞大。我是说，仅仅是特许经营，经销商网络就有17000个，如果再加上独立经销商和其他人，规模更大，如果算上全球规模，更是庞大无比。我们正在迈入千亿市值。想象一下机遇。我们对此公司感到兴奋。需求强劲。对这家公司非常兴奋。
If you're going to be here, you're seeing looking forward to staying in touch and, you know, connecting back again. Whenever that happens, love to hear it. Jay, for John, thanks for coming on the pod. We're going to put the link to Techy on in the show notes below. So if anyone wants to learn more about Techy on, they can click on the link in the show notes below. Jay, thanks for coming on. This is awesome. Enjoy the conversation, you'll see.
如果你在这里的话，将期待保持联系，你知道的，再次连接。无论何时发生，很愿意听到。杰，代表约翰，谢谢你来参加这个节目。我们将在下面的节目注释中放上Techy on的链接。所以，如果有人想了解更多关于Techy on的信息，可以点击下面的链接。杰，谢谢你的参与。这太棒了。享受对话，你会看到的。
All right. Hope you enjoyed that episode. Please give the podcast a rating. Consider subscribing to the show and check the show notes for links to what we talked about. Thanks for tuning in. I'll see you guys next time.
好了，希望你们喜欢这一集。请给这个播客评分。考虑订阅节目并查看节目备注中我们谈论的链接。谢谢收听。下次见。