Zhang Houqi's entrepreneurial experience

When working for Hampton Consulting, Zhang Houqi was a real trapeze, constantly flying from one city to another, and every business was very hard. Around 2000, Zhang Houqi discovered the pain point of the consulting industry in China: the salary of consultants is very high, even if the enterprise has no list, the cost is still high. This is different from the profit model of foreign consulting companies. "IBM, Accenture and other companies, the consulting part does not make money, and the operation and maintenance outsourcing business brought by these customers is real money." He said.

From a long time ago, Zhang Houqi dreamed of finding a job like running water. "There are tens of millions of customers who can use tap water by turning on the tap. We can charge, unlike consulting, and there is no order."

So he spoke highly of Apple's profit model, selling hardware, software and services. During his work at Lenovo, he also thought that the profit margin of hardware is getting lower and lower. After the PC is sold, every screen of Lenovo computer is Lenovo's resource. Does it work?

The profit model transformation that Hampton and Lenovo didn't have a chance to achieve was pushed to SaaS by Zhang Houqi. Therefore, Zhang Houqi chose the golden abacus instead of Zhang Houqi. Zhang Houqi is optimistic about the "software plus Internet" model, which is a rare opportunity for the IT industry to change. On the basis of optimistic about the SaaS model, Zhang Houqi analyzed the domestic self-proclaimed SaaS enterprises one by one, and finally chose the golden abacus.