# 雷军 · Lei Jun — 封面传记 ACF-00-00112

> 亚洲封面人物 Asia Cover Figure · 机器可读档案（LLM-ready）。本文件由官网结构化档案数据自动生成，供 AI 检索与引用。中文全文与英文全文对照编排。

## 档案元数据 Metadata

- 封面编码 ACF Code：**ACF-00-00112**
- 姓名 Name：雷军 / Lei Jun
- 职务 Title：创始人、董事长兼首席执行官 / Founder, Chairman and Chief Executive Officer
- 公司 Company：小米集团 / Xiaomi Corporation
- 出生 Born：1969-12，湖北仙桃 (Xiantao, Hubei)
- 篇别 Category：格局（格局篇 / Cover Biography (Geju)）
- 入档日期 Accessioned：2026-07-20
- 标签 Tags：格局, 创业者, 科技企业家, 天使投资人, 小米集团, 武汉大学, 智能电动汽车
- 永久档案链接 Archive URL：https://coverfigure.com/acf/ACF-00-00112/geju
- English archive：https://coverfigure.com/acf/ACF-00-00112/geju?lang=en
- 官网原文报道 Feature story：https://coverfigure.com/acf/figure/leijun

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## 卷首 Editorial Intro

1987年，武汉大学图书馆的灯光下，一个少年翻开了一本《硅谷之火》。此后近四十年，他把自己活成了硅谷之火。

那个夜晚，他在操场上走了一整夜，“做一家伟大公司”的种子就此埋下。此后的履历：在金山十六年带领WPS硬扛微软Office，两次获得国家科技进步二等奖；做天使投资投出欢聚时代、猎豹移动、迅雷等上市公司；2010年40岁创办小米，十余年做到2025年营收4573亿，连续八年跻身《财富》世界500强并升至第232位；2021年52岁以“人生最后一次创业”押注造车，SU7系列28.5个月交付破50万台，YU7大定28.9万台创中国汽车发布纪录。

媒体如何定义他？新华社“最美奋斗者”专题称他“勇担国产办公软件自主创新大旗”，“专注、极致、口碑、快”七字诀“影响了一代创新创业者”；《光明网》称小米为中国科技企业自立自强与开放合作并行树立了新样本；《中国经济网》称他为“永远的创业者”；《环球人物》记录了他内敛与张扬并存的反差。

他办公室的墙上挂着“顺势而为”四个字。本档案要记录的不只是成功，更是一种方法：看清五年后的趋势，想三年，认真做好一两年；每次从零开始，都把过往战绩与声誉全部押上。

In 1987, beneath the reading lamps of Wuhan University's library, a teenager opened a book called Fire in the Valley. Nearly forty years later, he had become the fire himself.

That night he walked the campus track until dawn; the seed—to build a great company—had taken root. His career over the following decades ran through all four main channels of China's information-technology industry: software, the internet, smart hardware and smart electric vehicles. During sixteen years at Kingsoft he led WPS in its stand-off with Microsoft Office, twice winning the National Science and Technology Progress Award. He then became an angel investor whose portfolio produced listed companies including JOYY, Cheetah Mobile and Xunlei. In 2010, at 40, he founded Xiaomi and built it to 2025 revenue of RMB 457.3 billion, ranked 232nd on the Fortune Global 500 for the eighth straight year. In 2021, at 52, he bet on carmaking as the last entrepreneurial venture of his life; the SU7 series passed 500,000 deliveries in 28.5 months, and the YU7 drew a record 289,000 firm orders at launch.

How do the media define him? Xinhua's 'Most Beautiful Striver' profile credits him with carrying the banner of independent innovation in Chinese office software, and says his seven-character formula—focus, extremity, word-of-mouth, speed—influenced a generation of innovators and entrepreneurs. Guangming Online calls Xiaomi's full-chain technology system a new model of self-reliance pursued in parallel with openness; China Economic Net names him 'the eternal entrepreneur'; Global People records the striking contrast between his reserve and his boldness.

The calligraphy on his office wall reads 'ride the prevailing wind'. This archive records not merely success but a method: see the trend five years out, think for three, then execute meticulously for one or two; and at every fresh start, stake every past achievement and reputation. What follows, organised by time and documented by the press, presents the choices, the costs and the answers of a serial entrepreneur put to the test by his era.

## 人物速览 Lead

雷军，小米集团创始人、董事长兼首席执行官，中国最具代表性的连续创业者之一 [s5][s17]。1987年从湖北仙桃考入武汉大学计算机系，在图书馆读到《硅谷之火》后立志创办一家世界级公司 [s8][s11]。他以金山软件第六号员工起步，历经盘古组件之败、卓越网之成、天使投资之积累，于2010年创办小米，用十余年将其打造为横跨智能手机、智能电动汽车与人车家全生态的世界500强科技企业 [s5][s10][s13]。2025年小米总营收达4573亿元人民币，连续八年入选《财富》世界500强，排名升至第232位 [s13][s19]。他以'顺势而为'为商业哲学，以'永远相信美好的事情即将发生'为人生信条，从珞珈山下的少年走到千亿身家的企业家，却始终背着那个旧双肩包，保持着'中关村劳模'的本色 [s8][s16]。

Lei Jun is the founder, chairman and CEO of Xiaomi Corporation and one of China's most consequential serial entrepreneurs [s5][s17]. Admitted to Wuhan University's computer-science programme in 1987, he was inspired by the book Fire in the Valley to resolve to build a world-class company [s8][s11]. Starting as Kingsoft's sixth employee, he endured the Pangu suite's market failure, the success and sale of Joyo.com, and a prolific angel-investment career before founding Xiaomi in 2010 [s5][s10]. Over the following decade he transformed Xiaomi into a Fortune Global 500 company spanning smartphones, smart electric vehicles and the integrated 'Human x Car x Home' ecosystem [s13][s19]. In 2025 Xiaomi's total revenue reached RMB 457.3 billion and the company ranked 232nd on the Fortune Global 500 for the eighth consecutive year [s13][s19].

## 正文 Archive Chapters

### 1. 沉潜与笃行：从仙桃少年到中关村劳模 / From Xiantao to Zhongguancun: The Formative Years

1969年12月16日，雷军出生在湖北仙桃（原沔阳县）剅河镇赵湾村，一个普通的教师家庭：父亲是当地老师，母亲务农。江汉平原的村落里，少年时代的雷军安静而好学，连村里放电影都不去看。班主任许祖扬回忆，对他最深的印象就是一个字：静 [s18][s5]。

1984年他进入沔阳中学（仙桃中学）。学校学习氛围浓厚，六个班先后有17人考上清华、北大。他喜欢下围棋，拿过学校围棋冠军；课余喜欢读《小说月报》和古诗词，最喜欢的词人是李煜 [s8][s18]。

1987年，雷军以588分、超出湖北省重点大学录取线30多分的成绩考入武汉大学计算机系。选择这个专业的原因出人意料地简单：一个好朋友在中科大读计算机系，他觉得学计算机才有共同语言 [s18][s5]。入学第一个晚上，他就去上了自习。在武大图书馆，他偶然读到《硅谷之火》——一本讲述乔布斯、沃兹尼亚克等早期PC先驱在车库里创业的书。他后来反复回忆那个夜晚：热血沸腾，激动得睡不着觉，星光很亮，他在武大操场上走了一圈又一圈，走了一整夜。一颗种子就此埋下：要创办一家伟大的公司 [s11][s21]。

当时武大刚推出学分制，雷军给自己定下一个石破天惊的目标：两年修完四年的全部学分。他厚着脸皮到大三大四的宿舍挨个敲门找老乡请教课程体系，上两倍的课、写两倍的作业、过两倍的考试。最终他不仅两年修满学分、大二就完成毕业设计，成绩还排在全班第六；汇编语言课程拿下武大30年来仅有的两个满分之一，写的代码直接被选入教材 [s8][s11][s18]。

大三那年，他和同学冯志宏开发出《免疫90》杀毒软件，获湖北省大学生科技成果一等奖，三个月内卖出一万多套，21岁的雷军赚到了人生第一个100万 [s8]。但临近毕业的第一次创业却以惨败收场：他和同学王全国、李儒雄创办“三色公司”，主营汉卡开发售卖，初期反响不错，很快便出现规模更大、价格更低的仿制品；与此同时，微软Windows逐渐取代DOS系统，汉卡面临淘汰。公司最终倒闭，散伙时每人抱走一台破电脑和几把椅子。这次经历让他得出结论：在商业世界里，仅有技术和一腔热血，远远不够 [s5][s17]。

1991年毕业后，雷军被分配到北京航天系统某研究所，体制内编制、北京户口，在当时是普通人能想象的最好归宿。但坐了几个月办公室，他觉得一身武艺施展不开。同年一次计算机展览会上，他遇见了偶像——被称为“中国第一程序员”的金山创始人求伯君。求伯君曾把自己关在深圳蔡屋围酒店的房间里，几个月日以继夜地用汇编语言写下10万行代码，做出WPS [s8][s23]。命运的齿轮就此开始转动。

仙桃中学当年的学习氛围之浓，多年后仍被雷军反复提起：六个班先后走出17名清华、北大学生。少年雷军的另一重底色是好胜与自律并存——围棋盘上的杀伐、古诗词里的沉郁，与他后来在商场上“谋定而后动”的气质一脉相承。多年后他在年度演讲中把大学时代总结为人生方法论的起点：不是聪明，而是把目标拆到每一门课、每一天，然后用“地狱模式”执行 [s11][s8]。

与求伯君的那次相遇，后来被雷军形容为“偶像照进现实”。求伯君当时身著一件高档呢子衣，在他眼里“浑身透着成功者的气质”。正是在这位偶像的邀请下，1992年1月，22岁的雷军辞去研究所的铁饭碗南下珠海，成为金山第六号员工——一个中国软件黄金年代的学徒时代就此开始 [s8][s23]。

在研究所的那几个月，雷军日后形容为“一身武艺施展不开”：白天按部就班地坐班，晚上继续写程序、泡技术论坛，他在电子一条街（后来的中关村）帮人写过软件、结识了大批同道 [s8][s17]。正是那段“身在体制内、心在代码里”的日子，让求伯君发出邀请时，他几乎没有犹豫——外人羡慕的北京户口和铁饭碗，被他用一封辞职信换成了金山工号“006” [s18][s23]。

**English:** Lei Jun was born on December 16, 1969 in Zhaowan Village, Louhe Town, Xiantao (then Mianyang County), Hubei, into an ordinary teacher's family; his father taught locally and his mother farmed. On the Jianghan Plain he was remembered as a quiet, studious boy who would not even go to the village film screenings. His homeroom teacher Xu Zuyang said the word that best described him was 'quiet' [s18][s5].

In 1984 he entered Mianyang Middle School (Xiantao Middle School), an academically intense school whose six classes sent 17 students to Tsinghua and Peking universities. He played Go well enough to win the school championship, read Fiction Monthly, and loved classical poetry, with Li Yu his favourite poet [s8][s18].

In 1987 he scored 588 in the national college entrance examination—more than 30 points above Hubei's key-university threshold—and entered Wuhan University's computer-science department. His reason for choosing the subject was disarmingly simple: a close friend was studying computer science at USTC, and he wanted a common language with him [s18][s5]. His first night on campus he went straight to self-study. In the university library he chanced upon Fire in the Valley, the book about Steve Jobs, Steve Wozniak and the garage-era PC pioneers. He recalled the night again and again: his blood ran hot, he could not sleep, the stars were bright, and he walked around the campus sports field lap after lap until dawn. A seed was planted: to found a great company [s11][s21].

Wuhan University had just introduced a credit system, and Lei Jun set himself an audacious target: complete all four years of credits in two. He knocked on the doors of third- and fourth-year dormitories to beg seniors for course maps, took twice the classes, wrote twice the assignments and sat twice the exams. He finished every credit in two years, completed his graduation project in his sophomore year, and still ranked sixth in his class. His assembly-language coursework earned one of only two perfect marks in the department's 30-year history, and his code was adopted into the textbook [s8][s11][s18].

In his junior year he and classmate Feng Zhihong developed Anti-Virus 90, which won the first prize for student scientific achievement in Hubei and sold over 10,000 copies in three months, earning the 21-year-old his first million yuan [s8]. His first startup, though, ended in failure. With classmates Wang Quanguo and Li Ruxiong he founded Sanshe Company to make and sell Chinese-character cards; early sales were good, but larger, cheaper imitators appeared, while Microsoft Windows began replacing DOS and rendered the cards obsolete. The company folded; at the breakup each partner carried off a broken computer and a few chairs. The lesson stayed with him: in business, technology and passion alone are far from enough [s5][s17].

After graduating in 1991 he was assigned to a research institute under Beijing's aerospace system—a state post and a Beijing hukou, the best fate an ordinary family could imagine. But after a few months at a desk he felt his skills wasting. At a computer exhibition that year he met his idol Qiu Bojun, founder of Kingsoft and known as China's number-one programmer, who had once locked himself in a hotel room in Shenzhen for months and written 100,000 lines of assembly code to build WPS [s8][s23]. The gears of fate began to turn.

He would later recall the academic intensity of Xiantao Middle School again and again: six classes produced 17 students admitted to Tsinghua and Peking. His teenage self combined competitiveness with discipline—the cut and thrust of the Go board and the melancholy of classical poetry ran in the same temperament that would later plan before moving in business. In his annual speeches he traced his life's method back to those university years: not brilliance, but breaking a goal into every course and every day, then executing in what he called 'hell mode' [s11][s8].

The meeting with Qiu Bojun he later described as an idol stepping into reality. Qiu, dressed in a fine woollen coat, seemed to him to radiate the bearing of success. At that idol's invitation, in January 1992, the 22-year-old resigned his iron rice bowl, went south to Zhuhai, and became Kingsoft's sixth employee—an apprenticeship at the heart of Chinese software's golden age had begun [s8][s23].

He later described those months at the institute as skills with no outlet: by day he kept regular hours, by night he kept coding, haunting the early 'electronics street' that would become Zhongguancun, writing software for others and meeting kindred spirits [s8][s17]. When Qiu Bojun's invitation came, he hardly hesitated; the Beijing hukou and iron rice bowl outsiders envied were traded in for a resignation letter and Kingsoft employee number six [s18][s23].

### 2. 破局与生长：金山十六年与天使投资时代 / Kingsoft: Sixteen Years and the Angel-Investment Era

1992年1月，22岁的雷军辞去铁饭碗，加入金山软件，成为公司第六号员工；同年8月，他牵头的金山北京开发部成立 [s5][s17]。

在金山的前三年，他带着一群年轻程序员豪气冲天地开发“盘古组件”——一款对标微软Office的办公软件，总投资超过2000万元。1995年微软Office大举进入中国，盘古组件销量不及预期的十分之一。26岁的雷军束手无策，亲自跑到店里站柜卖货。他后来坦言：和微软抗衡，完全看不到赢的希望，自己彻底失去了理想。1996年4月他向求伯君递交辞职信，求伯君反复挽留，让他先歇半年。此后六个月，这个曾经每天工作十六个小时的“中关村劳模”天天泡在迪厅，靠震耳欲聋的音乐掩盖内心的崩溃 [s8][s18]。

休假结束后雷军归队，1998年正式出任金山总经理，主导公司从工具软件向互联网与游戏业务转型，带领WPS在与微软的长期竞争中守住国产办公软件阵地。在他带领下，WPS于2002年、2007年两次获得国家科技进步二等奖，成为中国自主知识产权软件的代表 [s21][s8]。营销端他同样风格鲜明：1999年金山发动“红色正版风暴”，将两套软件从168元下调至28元，3个月销量突破110万套，创下当时中国正版软件销售的历史纪录 [s16]。

1999年，雷军在金山内部牵头创办卓越网，成为中国最早的B2C电商平台和网上书店之一，与易趣邵亦波、阿里马云同属中国电子商务的最早探索者。2004年，卓越网以7500万美元出售给亚马逊，成为亚马逊中国的前身，外界估计雷军个人获利上亿元。卖掉卓越网后，他开始系统思考互联网的本质，得出结论：互联网不仅仅是一次技术革命，更是一次观念的革命 [s18][s10]。但在金山的十余年间，他也先后错过了搜索引擎、游戏、社区、电子商务等整整十年风起云涌的互联网浪潮 [s8]。

2007年10月9日，经过八年筹备，金山软件终于在港交所主板上市，但市值仅有6亿多港元，远不及后来的互联网巨头。两个月后雷军宣布辞去CEO职务——银行卡里躺着约40亿元收益，他却感叹自己一事无成 [s10][s4]。

离开金山后，雷军转型天使投资人，先后投资凡客、乐淘、多玩网（欢聚时代YY）、UCWeb、猎豹移动、迅雷等17家公司，被业界戏称为“董事长专业户”。2011年他与许达来发起设立顺为资本。投资组合中有四家公司成功上市，截至2014年所持股份累计价值约22亿美元；有媒体估计，2010年初“雷军系”企业估值已达16亿美元 [s10][s17]。当时的中国互联网流传着TABLE的说法——牌桌上坐着腾讯、阿里、百度、雷军系和周鸿祎的360。易凯资本董事长王冉感慨：全中国都是雷军的试验田 [s10]。

多年以后回望，雷军把金山十六年称为自己商业教育的全部来源。他在那里学会了如何在“盐碱地”里与巨头周旋：WPS从个人英雄主义的10万行代码，迭代为跨越办公软件、互动娱乐、互联网安全、云计算的科技集团；他主导的“红色正版风暴”把正版软件从168元打到28元，3个月卖出110万套，让“用正版”第一次成为中国普通用户买得起的选择 [s16][s21]。也是在金山，他完成了从程序员到管理者、从产品到营销的完整蜕变——黎万强回忆，雷军当时的风格“很彪悍”，讲究“海陆空”三军并进的风暴式营销，这种能力后来被完整带进了小米 [s16]。

天使投资阶段的雷军，被同行视为“几乎从不失手”的异类。他的打法带着浓重的个人印记：看人先看“热爱”与“投入度”，决策快、到账快，投完之后“帮忙不添乱”。他投的公司里，凡客、欢聚时代、UCWeb、猎豹移动都踩中了移动互联网最大的几个口子；王冉那句“全中国都是雷军的试验田”，说的既是他的资本版图，也是他用真金白银为下一次创业完成的行业侦察 [s10][s17]。

**English:** In January 1992 the 22-year-old Lei Jun resigned his secure state post and joined Kingsoft as its sixth employee; that August he led the establishment of Kingsoft's Beijing development office [s5][s17].

In his first three years he led a team of young programmers in the swaggering development of the Pangu suite, an office package aimed at Microsoft Office, with total investment of over 20 million yuan. When Microsoft Office entered China in force in 1995, Pangu's sales reached less than a tenth of target. At 26 Lei Jun was helpless; he went to retail stores himself and stood at the counter selling software. He later admitted that competing with Microsoft he could see no hope of winning and lost his sense of purpose entirely. In April 1996 he handed Qiu Bojun his resignation; Qiu pressed him to stay and take a six-month sabbatical. For the next six months the man who had worked sixteen-hour days as the 'model worker of Zhongguancun' spent his nights in discos, letting deafening music drown the collapse inside [s8][s18].

He returned after the break and in 1998 became Kingsoft's general manager, steering the company from packaged tools toward internet services and games, and leading WPS in its long competition with Microsoft to hold the line for Chinese office software. Under his leadership WPS twice won the National Science and Technology Progress Award, in 2002 and 2007, becoming a flagship of Chinese proprietary software [s21][s8]. His marketing style was equally distinctive: in 1999 Kingsoft launched the 'Red Genuine-Software Storm', cutting two software titles from 168 yuan to 28 yuan and selling over 1.1 million copies in three months, a record for legitimate software in China at the time [s16].

In 1999 he founded Joyo.com inside Kingsoft, one of China's earliest B2C e-commerce platforms and online bookstores, alongside pioneers such as EachNet's Shao Yibo and Alibaba's Jack Ma. In 2004 Joyo was sold to Amazon for 75 million US dollars, becoming the predecessor of Amazon China; press estimates put Lei Jun's personal gain at over 100 million yuan. After the sale he thought systematically about the nature of the internet and concluded that it was not merely a technological revolution but a revolution in mindset [s18][s10]. Yet during his Kingsoft years he had also missed wave after wave of the internet decade: search, games, communities, e-commerce [s8].

On October 9, 2007, after eight years of preparation, Kingsoft listed on the HKEX main board, but with a market capitalisation of just over 600 million Hong Kong dollars. Two months later Lei Jun resigned as CEO; with roughly 4 billion yuan in the bank, he said he felt he had accomplished nothing [s10][s4].

He then became an angel investor, backing seventeen companies including Vancl, Letao, JOYY (YY), UCWeb, Cheetah Mobile and Xunlei, earning the industry nickname 'the professional chairman'. In 2011 he co-founded Shunwei Capital with Xu Dalai. Four portfolio companies reached IPO, and by 2014 his combined holdings were worth some 2.2 billion US dollars; one media estimate valued the 'Lei Jun system' at 1.6 billion dollars as early as 2010 [s10][s17]. The Chinese internet of the day had an acronym, TABLE: Tencent, Alibaba, Baidu, the Lei Jun system, and Zhou Hongyi's Qihoo. Wang Ran, chairman of China eCapital, remarked that all of China had become Lei Jun's experimental field [s10].

Looking back years later, Lei Jun called the sixteen Kingsoft years the whole of his business education. There he learned to manoeuvre against giants in 'saline-alkali soil': WPS grew from one hero's 100,000 lines of code into a technology group spanning office software, online entertainment, internet security and cloud computing. His Red Genuine-Software Storm cut legitimate software from 168 yuan to 28 and sold 1.1 million copies in three months, making licensed software affordable to ordinary Chinese users for the first time [s16][s21]. Kingsoft was also where he completed his transformation from programmer to manager and from product to marketing: Li Wanqiang recalled his fierce 'storm-style' campaigns, coordinating air, land and naval forces—skills he later carried wholesale into Xiaomi [s16].

As an angel investor he struck peers as an anomaly who 'almost never missed'. His method bore a personal stamp: he judged people first by passion and commitment, decided fast, wired money fast, and after investing 'helped without meddling'. Vancl, JOYY, UCWeb and Cheetah Mobile all caught the biggest openings of the mobile internet. Wang Ran's line that all of China was Lei Jun's experimental field described both his capital map and the industry reconnaissance he paid for in real money before his next founding act [s10][s17].

### 3. 跨界与冲锋：小米诞生，重构行业生态 / Xiaomi: Born to Reshape the Industry

2010年4月6日，在北京中关村银谷大厦一间不起眼的办公室里，雷军和十几个同事一起喝了碗小米粥——搬家当天，黎万强的父亲用电饭锅煮了一大锅送到公司——小米科技就此开张 [s10][s2]。

雷军的底气来自一个堪称超豪华的创始团队：林斌是Google中国工程研究院副院长，洪锋是Google高级工程师，黄江吉是微软工程院首席工程师，黎万强是金山设计总监，周光平是摩托罗拉北京研发中心总工程师，刘德是ArtCenter毕业的工业设计师，王川后来加入成为第八位联合创始人。团队平均年龄超过40岁，都是出道已久的“老革命”。王川回忆：如果有机会做一家像苹果那样的公司，我们这辈子就值了 [s10]。创业头一年多公司隐姓埋名运作，所有合伙人承诺每周工作6天、每天12小时，这样的状态持续了五六年 [s31]。

雷军看到了史诗级的大风口：iPhone横空出世拉开智能手机时代序幕，手机将替代PC成为互联网主流终端，而彼时国内智能手机渗透率不足四成，高端机型价格高昂 [s32]。他后来在上市公开信中写下初衷：用互联网方式做手机，提升中国产品的全球形象。2010年创办小米时他刚好40周岁，已经财富自由，但还想干一点惊天动地的事情——不只是做手机，而是改变国货的现状，让老百姓用上质量好、设计好、价格厚道的商品 [s10][s24]。

小米的核心打法是“铁人三项”——软件、硬件、互联网服务三位一体。2010年8月MIUI发布，靠论坛发酵和口碑传播，一年内吸引50多万全球发烧友；2011年8月小米手机一代发布，定价1999元，以接近成本的定价和互联网直销模式，34小时内预订30万台，超出两个多月的供货量 [s5][s17]。

2013年第一代红米手机以799元问世，累计销量突破四千万台，极大挤压了山寨手机的生存空间。在国产元器件性能不稳、各大品牌普遍观望的年代，小米投入资金攻坚核心配件国产化，并推行60天结算机制，为舜宇光学、瑞声科技、欣旺达、比亚迪电子等供应链企业带去稳定订单；截至相关报道时，与小米深度合作的国产供应链企业超过300家 [s32]。2014年，小米手机出货量跃居中国第一、全球第三，成立仅四年即改写行业格局。同年启动生态链计划，以“投资不控股、帮忙不添乱、扶上马送一程”的方式，计划五年投资100家创业公司复制小米模式 [s5][s21]。

2018年7月9日，小米集团在港交所主板挂牌（1810.HK），成为港股首家“同股不同权”上市公司，发行价17港元定在招股区间下限。上市首日股价破发，雷军特意穿了条破洞裤自嘲“革命尚未成功”。他在公开信中写道：厚道的人运气不会太差。上市当天其身家突破821亿元 [s24][s6][s10]。同年，与董明珠的五年期十亿赌约到期：格力营收1981亿元，小米1749亿元，董明珠胜出；但仅一年后小米营收即反超格力，此后差距持续拉大 [s14]。

2020年小米十周年，团队用半年时间深度复盘，定下未来十年目标——成为全球新一代硬核科技的引领者，5年研发投入1000亿元的计划由此出炉，五年后实际投入1055亿元 [s15]。2023年11月29日，武大130周年校庆之际，雷军个人向母校捐赠13亿元，刷新中国高校单笔个人现金捐赠纪录 [s9]。

小米的崛起速度在当时的全球商业史上都属罕见。2014年，成立仅四年的小米以450亿美元估值成为全球估值最高的未上市科技公司；2017年小米营收突破千亿元人民币，按收入增速计在全球同规模上市公司中排名第二 [s21][s24]。生态链模式则把小米的方法论外溢成一个产业：华米、云米、石头、九号等数百家企业以“投资不控股”的方式被孵化出来，充电宝、手环、空气净化器、平衡车等一个个品类被重做一遍，IoT平台连接设备数后来突破10亿台，成为全球领先的消费级物联网平台 [s21][s22]。

国际化几乎与生态链同步展开。到2018年上市前夕，小米海外收入占比已达43.9%、同比增长112.7% [s23]；到2025年，小米智能手机在全球58个国家和地区出货量排名前三，连续五年稳居全球前三，中国品牌借由小米的渠道与供应链进入一百多个国家的市场 [s13][s22]。雷军自己对这一切的归因始终克制：小米的成功得益于改革开放的大环境，得益于移动互联网的浪潮 [s23]。他对“对标”也有明确说法：敢于对标世界第一本身就是一种勇气，只有对标第一、学习第一，才能最终赶超第一 [s17]。

**English:** On April 6, 2010, in an unremarkable office in Beijing's Zhongguancun, Lei Jun and a dozen colleagues shared a pot of millet porridge—cooked in a rice cooker by Li Wanqiang's father and delivered to the office on moving day—and Xiaomi Technology was open for business [s10][s2].

His confidence rested on a stellar founding team: Lin Bin, former deputy head of Google's China engineering institute; Hong Feng, a senior Google engineer; Huang Jiangji (KK Wong), a principal engineer at Microsoft; Li Wanqiang, Kingsoft's design director; Zhou Guangping, chief engineer of Motorola's Beijing R&D centre; Liu De, an ArtCenter-trained industrial designer; and Wang Chuan, who later joined as the eighth co-founder. Their average age was over 40; all were seasoned veterans. Wang Chuan recalled: if we had a chance to build a company like Apple, this life would have been worth it [s10]. For the first year the company operated in near-secrecy; every founder committed to six days a week and twelve hours a day, a pace they kept for five or six years [s31].

Lei Jun had spotted an epic wind gap. The iPhone had opened the smartphone era, and the phone would replace the PC as the mainstream internet terminal; yet smartphone penetration in China was then below forty per cent and high-end handsets were unaffordable for most [s32]. In his IPO letter he set down the original intent: to make phones the internet way and lift the global image of Chinese products. He was 40 when he founded Xiaomi, already financially free, but he wanted to do something earth-shaking—not merely to make phones, but to change the state of Chinese goods so ordinary people could enjoy well-made, well-designed, honestly priced products [s10][s24].

Xiaomi's core model was the 'iron triangle': software, hardware and internet services as one. MIUI launched in August 2010 and, spreading through forums and word of mouth, drew over 500,000 enthusiasts worldwide within a year. The first Xiaomi phone followed in August 2011 at 1,999 yuan; priced near cost and sold direct online, it drew 300,000 pre-orders in 34 hours—more than two months of supply [s5][s17].

The first Redmi phone arrived in 2013 at 799 yuan and sold over 40 million units, crushing the market for shanzhai knock-offs. At a time when domestic components were unreliable and major brands held back, Xiaomi invested in localising core parts and introduced a 60-day payment cycle, giving stable orders to suppliers such as Sunny Optical, AAC Technologies, Sunwoda and BYD Electronics; by the time of the report, over 300 domestic suppliers were deeply partnered with Xiaomi [s32]. In 2014 Xiaomi became China's top-selling smartphone brand and third globally, rewriting the industry order just four years after founding. That same year it launched the ecosystem-chain programme, investing without control, helping without meddling and escorting companies to the gate, planning to back 100 startups in five years to replicate the Xiaomi model [s5][s21].

On July 9, 2018 Xiaomi listed on the HKEX main board (1810.HK) as Hong Kong's first dual-class-share company, with the offer price of 17 Hong Kong dollars at the bottom of the range. The stock fell below issue price on day one; Lei Jun wore ripped jeans in self-mockery, saying the revolution was not yet won. In his public letter he wrote: lucky things happen to decent people. His net worth surpassed 82.1 billion yuan that day [s24][s6][s10]. The same year saw the expiry of his five-year, one-billion-yuan bet with Gree's Dong Mingzhu: Gree revenue reached 198.1 billion yuan against Xiaomi's 174.9 billion, so Dong won; yet within a year Xiaomi's revenue overtook Gree's and the gap kept widening [s14].

At Xiaomi's tenth anniversary in 2020 the team spent half a year in review and set the ten-year goal of becoming a global leader in next-generation hard-core technology. A five-year, 100-billion-yuan R&D plan followed; actual spending reached 105.5 billion [s15]. On November 29, 2023, Wuhan University's 130th anniversary, he personally donated 1.3 billion yuan to his alma mater, a record for a single individual cash donation to a Chinese university [s9].

Xiaomi's rise was rare even in global business history. In 2014, just four years old, it became the world's most valuable unlisted technology company at 45 billion US dollars; in 2017 its revenue passed 100 billion yuan, ranking second among listed companies of comparable scale worldwide by growth [s21][s24]. The ecosystem model exported Xiaomi's method into an industry: hundreds of companies such as Huami, Viomi, Roborock and Ninebot were incubated under an 'invest but don't control' rule, remaking categories one by one—power banks, bands, air purifiers, hoverboards. The IoT platform later connected over a billion devices, the world's largest consumer-grade internet-of-things platform [s21][s22].

Internationalisation unfolded in step. By the eve of the 2018 IPO, overseas revenue accounted for 43.9 per cent of the total, up 112.7 per cent year on year [s23]; by 2025 Xiaomi smartphones ranked in the top three in 58 countries and regions, and Chinese brands rode Xiaomi's channels and supply chains into over a hundred markets [s13][s22]. Lei Jun's own explanation remained restrained: Xiaomi's success came from the environment of reform and opening, and from the wave of the mobile internet [s23]. On benchmarking, he was explicit: daring to benchmark the world's number one is itself a kind of courage; only by benchmarking and learning from the best can one eventually overtake them [s17].

### 4. 涅槃与攀登：2016至2020的生死局与高端突围 / Rebirth and Ascent: The Survival Crisis and Premium Push (2016-2020)

2016年，小米遭遇了创立以来最严峻的生死考验。全年手机出货量同比暴跌36%，市场份额从国内第一滑落至第五，微博上骂“小米耍猴”的帖子多达40页 [s8][s32]。危机的根源是供应链的系统性崩塌：三星因小米供应链负责人态度傲慢而断供AMOLED屏幕，高通芯片延迟交付导致小米5跳票，多重打击叠加，让这家成立仅六年的公司几乎走到了悬崖边 [s8]。

“我们面临的不是增长问题，而是生存问题。”雷军在内部会议上的这句话，成为小米此后五年战略转型的起点 [s32]。他亲自接管手机业务，罢免了导致供应链恶化的相关负责人，四次飞赴韩国三星总部登门致歉，用诚意重新敲开了屏幕供应的大门 [s8][s10]。与此同时，他邀请紫米科技创始人张峰加入小米，重塑整个供应链体系——推行60天结算机制（行业普遍120天以上），2019年成立集团采购委员会，将供应链管理从“一把手工程”升级为制度化运作 [s8]。

红米成为这场生死局的破局利器。2016年红米Note 3全网通版以899元定价填补旗舰空窗，与移动合作的首批10万台一分半钟抢光，全年红米系列出货量超过1.1亿台，撑起了小米的半壁江山 [s8]。2017年第二季度，小米手机出货量达2316万台，创下当时单季历史纪录——雷军在年会上宣布“最坏的时候已经过去了” [s10]。

2019年是另一个关键转折。1月，小米正式将红米升级为独立品牌“Redmi”，由前金立总裁卢伟冰操刀，主攻极致性价比市场；小米品牌则全面转向中高端。这一战略分离，让小米第一次拥有了清晰的双品牌矩阵 [s17][s24]。

2020年2月，小米10以3999元起售价发布，正式宣告小米高端化战略的全面启动。此后小米数字系列持续攀登：2022年与徕卡达成全球影像战略合作，小米12S Ultra首次搭载徕卡光学镜头，影像能力跻身行业第一梯队；2023年小米14系列搭载自研澎湃OS，实现手机、平板、汽车、全屋智能的系统级打通 [s22][s16]。到2025年，小米智能手机全球出货量1.654亿台，国内市场份额升至16.6%排名第二；在全球58个国家和地区出货量排名前三 [s1][s13]。

回头看这场涅槃，雷军把它归结为“2016年的教训比任何成功都更深刻”。正是那次生死危机，倒逼小米完成了从“模式创新”到“技术立业”的认知重构，从“轻资产互联网手机”到“硬核科技全栈自研”的战略升级 [s32]。

**English:** In 2016, Xiaomi faced the most severe existential crisis since its founding. Full-year smartphone shipments plunged 36% year-on-year, and its domestic market share slipped from first to fifth; on Weibo, posts accusing Xiaomi of "monkeying around with customers" filled 40 pages [s8][s32]. The root cause was a systemic supply-chain collapse: Samsung cut off AMOLED panel supplies after a Xiaomi executive treated its representatives with arrogance, Qualcomm delayed chip deliveries causing the Xiaomi 5 launch to be postponed, and the compounded blows brought the six-year-old company to the edge of a cliff [s8].

"The problem we face is not one of growth, but of survival." Lei Jun's words at an internal meeting became the starting point for Xiaomi's five-year strategic transformation [s32]. He personally took over the phone business, removed the executives responsible for the supply-chain deterioration, and made four trips to Samsung's headquarters in Korea to apologize in person, winning back screen supply with sincerity [s8][s10]. At the same time, he invited Zhang Feng, founder of Zimi Technology, to join Xiaomi and rebuild the entire supply-chain system—implementing a 60-day settlement cycle (versus the industry standard of 120-plus days), and in 2019 establishing a group-level procurement committee that elevated supply-chain management from a "one-man project" to an institutionalized operation [s8].

Redmi became the breakthrough weapon in this fight for survival. In 2016, the Redmi Note 3 full-network version was priced at 899 yuan to fill the flagship gap; the first batch of 100,000 units, sold in partnership with China Mobile, sold out in 90 seconds. For the full year, Redmi series shipments exceeded 110 million units, propping up half of Xiaomi's total sales [s8]. In the second quarter of 2017, Xiaomi's smartphone shipments hit 23.16 million units, setting a single-quarter record at the time—Lei Jun announced at the annual party: "The worst is over" [s10].

January 2019 marked another pivotal turn. Xiaomi formally elevated Redmi into an independent brand, placing former Gionee president Lu Weibing in charge to attack the extreme value-for-money segment; the Xiaomi brand itself pivoted fully to the mid-to-high-end market. This strategic separation gave Xiaomi, for the first time, a clear dual-brand matrix [s17][s24].

In February 2020, the Xiaomi 10 launched at 3,999 yuan, officially ushering in Xiaomi's full-scale push into the premium tier. The digital series continued climbing: in 2022, Xiaomi partnered with Leica on a global imaging collaboration—the Xiaomi 12S Ultra was the first to carry Leica optical lenses, placing its imaging capabilities in the industry's top tier; in 2023, the Xiaomi 14 series debuted Xiaomi HyperOS, achieving system-level integration across phones, tablets, cars, and smart home devices [s22][s16]. By 2025, Xiaomi's global smartphone shipments reached 165.4 million units, with domestic market share rising to 16.6% (second place); its phones ranked in the top three in 58 countries and regions worldwide [s1][s13].

Looking back, Lei Jun attributed this rebirth to a lesson "more profound than any success." It was the 2016 crisis that forced Xiaomi's cognitive restructuring from "business-model innovation" to "technology-driven enterprise," and its strategic upgrade from "asset-light internet phone maker" to "full-stack hard-tech innovator" [s32].

### 5. 万物互联：从手机公司到AIoT生态帝国 / Everything Connected: From Phone Company to AIoT Empire

2014年，在小米手机出货量跃居中国第一的同一年，雷军做出了另一个可能影响更为深远的决定：启动生态链计划。他以“投资不控股、帮忙不添乱、扶上马送一程”的方式，计划五年内孵化100家硬件创业公司，将小米的方法论——极致性价比、互联网直销、粉丝运营——外溢为一个产业生态 [s5][s21]。

第一批生态链企业精准切入了被传统巨头忽视的细分品类：华米做智能手环，云米做净水器，石头科技做扫地机器人，九号公司做平衡车，紫米做充电宝——每一个品类都用小米模式重做一遍，以极致的产品力和价格击穿市场 [s21]。小米向这些企业开放IoT平台、AI算法、供应链资源和销售渠道，让它们的产品从第一天就能触达千万级用户 [s8]。

这个生态的爆发速度远超预期。到2025年底，小米AIoT平台连接设备数突破10.79亿台，同比增长19.3%，成为全球领先的消费级物联网平台；拥有5件及以上IoT设备的用户达2270万；小爱同学月活用户1.60亿 [s1]。IoT与生活消费产品全年收入1232亿元，同比增长18.3%，境内与境外收入均创历史新高 [s1]。可穿戴设备全球出货量排名第一，TWS耳机全球第二，平板全球出货量同比增长25.2% [s1]。

更深层的变革在于系统级打通。2023年小米发布澎湃操作系统（Xiaomi HyperOS），首次将手机、平板、汽车、智能家居四大终端纳入同一系统架构，成为全球唯一同时深度整合这三大场景的厂商 [s22]。2026年，小米进一步披露了MiMo大模型在智能家居的落地方案——AI从屏幕交互走向真实生活空间，人形机器人已经进入小米汽车工厂实习 [s1]。

生态链模式的核心价值不仅在于商业规模，更在于它验证了一条中国制造业的升级路径：不是自己做所有品类，而是用技术、渠道和品牌能力赋能数百家企业，让它们各自在自己的品类里做到极致。正如中信证券的评估：小米已从消费电子公司转型为横跨手机、IoT、汽车、AI的硬核科技平台 [s1]。

**English:** In 2014, the same year Xiaomi's smartphone shipments surged to number one in China, Lei Jun made another decision whose impact may prove even more far-reaching: launching the ecosystem-chain initiative. Operating on the principle of "invest without taking control, help without meddling, support for the first leg of the journey," he set a plan to incubate 100 hardware startups within five years, extending Xiaomi's methodology—extreme value for money, internet-direct sales, fan operations—into an entire industrial ecosystem [s5][s21].

The first batch of ecosystem companies precisely targeted niche categories neglected by traditional giants: Huami made smart bands, Yunmi made water purifiers, Roborock made robot vacuums, Ninebot made balance scooters, and Zmi made power banks—every category was reinvented using the Xiaomi playbook, with product excellence and pricing that shattered existing markets [s21]. Xiaomi opened its IoT platform, AI algorithms, supply-chain resources, and sales channels to these companies, enabling their products to reach tens of millions of users from day one [s8].

The speed of this ecosystem's growth far exceeded expectations. By the end of 2025, the Xiaomi AIoT platform had connected 1.079 billion devices, a 19.3% year-on-year increase, making it the world's largest consumer IoT platform; 22.7 million users owned five or more IoT devices; Xiao AI, the voice assistant, had 160 million monthly active users [s1]. IoT and lifestyle product revenue for the year reached 123.2 billion yuan, up 18.3%, with both domestic and overseas revenues hitting all-time highs [s1]. Wearable devices ranked first globally in shipments, TWS earbuds ranked second globally, and tablet shipments grew 25.2% year-on-year [s1].

A deeper transformation lay in system-level integration. In 2023, Xiaomi launched Xiaomi HyperOS, bringing phones, tablets, cars, and smart home devices under a single system architecture for the first time—making it the only company in the world to deeply integrate all three scenarios simultaneously [s22]. In 2026, Xiaomi further revealed plans for its MiMo large language model applied to smart-home scenarios—AI moving from screen interactions into real living spaces, with humanoid robots already interning at Xiaomi's car factory [s1].

The core value of the ecosystem-chain model extends beyond commercial scale: it validates an upgrading pathway for Chinese manufacturing. Rather than trying to make everything in-house, Xiaomi uses its technology, channels, and brand power to empower hundreds of companies, each pushing its own category to the limit. As CITIC Securities assessed: Xiaomi has transformed from a consumer electronics company into a hard-tech platform spanning phones, IoT, automobiles, and AI [s1].

### 6. 全球征途：从“Are you OK”到一百多个国家 / Global March: From "Are you OK" to Over a Hundred Countries

2015年4月，小米在印度新德里的发布会上，雷军一句带湖北口音的“Are you OK”被印度网友做成鬼畜视频，在全网播放量超过十亿次——这个意外的病毒式传播，反而成为小米全球化最成功的免费广告 [s16][s18]。

国际化是小米从创立之初就写入基因的战略。2014年小米开始进入印度市场，凭借Redmi系列的极致性价比迅速起量，2018年登顶印度智能手机出货量第一，此后连续四年蝉联冠军 [s17]。到2018年港股上市前夕，小米海外收入占比已达43.9%、同比增长112.7%，远超同期中国手机厂商 [s23]。

然而全球化从来不是一帆风顺。印度市场从2021年开始风云突变：税务调查、资产冻结、地缘政治摩擦接踵而至；与此同时，vivo和OPPO凭借更强大的线下渠道网络逐步蚕食小米的份额。到2025年第三季度，小米在印度的市场份额从巅峰期的28.6%下滑至9.2%，排名降至第六 [s17]。这记重锤暴露了小米长期依赖线上渠道和性价比策略的结构性短板。

但小米的全球版图远不止印度。在欧洲市场，小米走出了一条截然不同的曲线——2025年市占率达20.3%，排名第三，同比提升0.6个百分点 [s1]。在拉美、东南亚市场均排名第二（市占率分别为17.5%和17.0%），在非洲排名第三（12.7%）[s1]。2025年，小米智能手机在全球58个国家和地区出货量排名前三，70个国家和地区排名前五 [s1]。全球月活跃用户数达到7.54亿 [s1]。

雷军对全球化有清醒的认知：“小米的成功得益于改革开放的大环境，得益于移动互联网的浪潮。”他在多个场合强调，敢于对标世界第一本身就是一种勇气，只有对标第一、学习第一，才能最终赶超第一 [s17][s23]。2024年两会，他建议鼓励企业“走出去”；2026年，小米全球研发人员超过25000人，在印度、印尼、俄罗斯、欧洲均设有本地化团队 [s7][s1]。

从“Are you OK”的病毒传播到7.54亿全球月活用户，小米用十年时间证明了一件事：中国品牌可以在全球市场站稳脚跟，不是靠低价倾销，而是靠产品力、生态系统和持续的技术投入。尽管在印度等个别市场遭遇挫折，但全球化的大趋势没有逆转——2025年小米全球营收4573亿元中，境外收入占比超过40%，IoT业务境内外收入双双创下历史新高 [s1][s19]。

**English:** In April 2015, at a Xiaomi launch event in New Delhi, Lei Jun's "Are you OK?"—delivered with his Hubei accent—was turned into a meme video by Indian netizens. It racked up over a billion views across the internet. This unexpected viral hit became, ironically, Xiaomi's most successful piece of free advertising for its globalization push [s16][s18].

Internationalization has been baked into Xiaomi's DNA since its founding. In 2014, Xiaomi entered the Indian market, leveraging the extreme value-for-money of the Redmi series to scale rapidly. By 2018, it had overtaken all competitors to become India's number-one smartphone brand by shipments, holding the top position for four consecutive years [s17]. On the eve of its Hong Kong IPO in 2018, overseas revenue accounted for 43.9% of Xiaomi's total, with year-on-year growth of 112.7%—far outpacing other Chinese phone makers of the era [s23].

Globalization, however, has never been smooth sailing. In India, conditions began to shift dramatically from 2021 onward: tax investigations, asset freezes, and geopolitical frictions arrived in succession; meanwhile, vivo and OPPO, armed with far stronger offline retail networks, gradually ate into Xiaomi's share. By the third quarter of 2025, Xiaomi's Indian market share had fallen from its peak of 28.6% to 9.2%, dropping to sixth place [s17]. This blow exposed the structural weakness of Xiaomi's long-standing reliance on online channels and a value-for-money strategy.

Yet Xiaomi's global footprint extends well beyond India. In Europe, it carved out a very different trajectory—by 2025, its European market share reached 20.3%, ranking third and up 0.6 percentage points year-on-year [s1]. It ranked second in both Latin America and Southeast Asia (market shares of 17.5% and 17.0% respectively), and third in Africa (12.7%) [s1]. In 2025, Xiaomi smartphones ranked in the top three in 58 countries and regions and in the top five in 70 [s1]. Global monthly active users reached 754 million [s1].

Lei Jun maintains a clear-eyed view of globalization: "Xiaomi's success owes to the broader environment of reform and opening-up, and to the wave of the mobile internet." He has emphasized on multiple occasions that daring to benchmark against the world's best is itself a form of courage—only by benchmarking against, learning from, and ultimately surpassing the best can a Chinese company succeed globally [s17][s23]. At the 2024 National People's Congress, he proposed encouraging Chinese enterprises to "go global"; by 2026, Xiaomi employed over 25,000 R&D staff worldwide, with localization teams in India, Indonesia, Russia, and across Europe [s7][s1].

From the viral "Are you OK" moment to 754 million global monthly active users, Xiaomi spent a decade proving one thing: Chinese brands can establish a lasting foothold in global markets—not through low-price dumping, but through product excellence, ecosystem depth, and sustained technology investment. Despite setbacks in individual markets like India, the broader trend of globalization has not reversed—in 2025, overseas revenue accounted for over 40% of Xiaomi's total 457.3 billion yuan, and IoT domestic and overseas revenues both reached historic highs [s1][s19].

### 7. 深耕与突破：55岁押注造车，纽北破纪录 / All In on EVs: From SU7 to Nurburgring Glory

2021年3月30日，小米春季新品发布会上，雷军宣布了一个震动行业的决定：小米以全资方式进入智能电动汽车行业，首期投资100亿元，未来十年投入100亿美元，由他亲自带队。他说：这是我人生最后一次重大创业项目，我愿意押上人生全部积累的战绩和声誉，为小米汽车而战 [s2][s6]。

决定背后是长达数月的推演。据其2024年度演讲，管理层曾围绕造车与否进行21天高密度辩论 [s27]。补课也从零开始：几年下来他试驾170多辆车，逛遍各品牌4S店；为成为车企老板中开车最好的人之一，他去学赛车、考取赛照，还带着管理团队一起学。SU7发布前，小米做了当时行业最大规模的实车路面测试，高管全员参与、累计里程超10万公里，雷军本人参与十多次、累计5000多公里，最远一次从北京开到上海 [s28]。定价时团队拒绝14.9万元低价诱惑，锚定21.59万元起 [s27]。

此后三年，雷军和团队在车间睡地板、在实验室盯芯片、在工厂抠座椅缝合线、在赛道上一遍遍亲自测试调校；发布会前夜他把PPT改了上百遍，只为让一句话念起来顺口 [s8]。截至2024年底，小米汽车研发花费130多亿元，加上工厂建设和上万人团队的成本，总投入约300亿元 [s29]。

2024年3月28日，首款车型SU7正式发布，定位对标保时捷Taycan与特斯拉的高性能纯电轿车，上市即成现象级爆款：最初定下的全年交付目标是7万辆，最终9个月交付13.5万辆，目标达成率192.86%，在新能源车企中排名第一 [s29][s3]。2025年2月27日，高性能版SU7 Ultra上市，搭载三电机四驱系统，综合功率1548马力，0-100km/h加速仅1.98秒，最高车速突破350km/h，起售价52.99万元 [s12]。

赛道上，2024年10月SU7 Ultra原型车以6分46秒874创下纽博格林北环全球四门车型最快圈速；2025年6月11日，量产版以7分04秒957创下量产电动车圈速纪录，首次尝试即成功。小米成为纽北顶级合作伙伴，赛道上有了“小米弯道”。雷军说：这只是个开始，小米将在纽北长期驻扎，与全球顶尖车企同场竞技 [s12]。

2025年6月，第二款车型YU7上市，对标特斯拉Model Y，大定迅速突破28.9万台，创中国汽车发布纪录；截至2026年2月，YU7连续7个月位列国内中大型SUV销量第一 [s3][s13]。2025年小米总营收4573亿元（+25%），经调整净利润392亿元（+43.8%）；智能电动汽车及AI等创新业务收入1061亿元，首破千亿并首次年度经营转正，全年交付411,082辆 [s1][s19]。SU7系列28.5个月交付破50万台，2026年目标55万辆 [s1][s3]。小米汽车工厂平均76秒下线一台整车，2024年入选工信部首批国家卓越级智能工厂名单 [s32][s22]。

高速扩张也伴随代价与争议。2025年10月，一辆小米SU7在成都碰撞起火、驾驶员遇难，围绕半隐藏式门把手设计与企业回应方式的批评集中出现：潮新闻提醒企业不应以“黑公关”污名化公众安全关切，《经济观察报》点名“重颜值轻本质、过度营销”的隐忧；新华财经则发文呼吁“以理性呵护国产科技品牌成长”，人民网称小米“赢得全球产业竞争主动权”，央视新闻肯定其在新能源与智能网联领域“开全国之先河” [s26]。

面向下一阶段，小米宣布过去五年累计研发投入1055亿元，未来五年计划再投入至少2000亿元；雷军在全国两会“代表通道”上说：全球用户越来越认可中国科技创新的价值 [s13][s33]。

造车的决定并非一时冲动。雷军后来透露，宣布造车前，小米董事会与管理层进行了长达75天的反复调研与讨论，核心争论是：一家手机公司凭什么造好车？最终说服所有人的是他对趋势的判断——汽车工业的内核正从“机械工业”转向“信息工业”，智能电动汽车的本质是消费电子产品，软件定义汽车将是竞争制高点，而这正是小米“铁人三项”的能力范围 [s34][s33]。投入方式一以贯之：10倍投入底层核心技术，从电机、电池、压铸材料到智能驾驶全栈自研——超级电机V8s为已量产主驱电机中全球转速最快之一，自研泰坦合金让小米成为国内少数拥有量产自研合金材料的车厂，一体化压铸把72个零件简化为1个 [s33][s22]。

首年成绩单超出所有人的预期。2024年9个月交付13.5万辆，按最初7万辆目标计算达成率192.86%；汽车业务在2025年第一季度即实现单季盈利约7亿元，雷军自己的判断却依旧谨慎——“小米汽车首战告捷，只是成功挤上了牌桌”，“我们的长征才刚刚开始” [s29][s27]。2024年5月他直播驾驶SU7 Pro从上海到杭州演示城市领航智驾，单场观看3900万人次 [s17]。

**English:** On March 30, 2021, at Xiaomi's spring product launch, Lei Jun announced a decision that shook the industry: Xiaomi would enter the smart electric-vehicle business as a wholly owned operation, with an initial investment of 10 billion yuan and 10 billion US dollars over ten years, led by him personally. This was, he said, the last major entrepreneurial project of his life; he was willing to stake every battle record and all the reputation he had accumulated for Xiaomi Auto [s2][s6].

Behind the decision lay months of deliberation. According to his 2024 annual speech, Xiaomi's senior management held 21 days of intensive debate on whether to build cars [s27]. The remedial study began from zero: he set himself a test-drive programme and, over the years, drove more than 170 cars, visited 4S stores of every brand, and talked with owners of all kinds. Determined to become one of the best drivers among Chinese car-company bosses, he learned racing and earned a competition licence, taking his management team along. Before the SU7 launch Xiaomi conducted the largest real-road testing programme in the industry to date: every executive took part, covering over 100,000 kilometres; Lei Jun himself joined more than ten sessions for 5,000-plus kilometres, once driving himself from Beijing to Shanghai [s28]. On pricing, the team rejected the temptation of a 149,000-yuan sticker price and anchored at 215,900 yuan, solving the profitability problem of electric sedans through product strength [s27].

For the next three years he and the team slept on factory floors, watched chips in laboratories, fretted over seat stitching in plants, and lapped circuits again and again in testing and tuning. The night before the launch he reworked the presentation slides a hundred times, just to make one sentence read smoothly [s8]. By the end of 2024, R&D alone had cost over 13 billion yuan; with the plant and a ten-thousand-strong team, total spending reached about 30 billion [s29].

On March 28, 2024 the first model, the SU7, was unveiled—a high-performance electric sedan benchmarked against the Porsche Taycan and Tesla—and became an instant phenomenon. The initial full-year target was 70,000 deliveries; in nine months Xiaomi delivered 135,000, an achievement rate of 192.86 per cent, first among new-energy carmakers [s29][s3]. On February 27, 2025 the high-performance SU7 Ultra went on sale with a tri-motor all-wheel-drive system producing 1,548 PS, 0-100 km/h in 1.98 seconds and a top speed beyond 350 km/h, from 529,900 yuan [s12].

On the track, the SU7 Ultra prototype lapped the Nurburgring Nordschleife in 6:46.874 in October 2024, the fastest time ever for a four-door car; on June 11, 2025 the production version set the production-EV record at 7:04.957 on its first attempt. Xiaomi became a top-tier partner of the circuit, which gained a 'Xiaomi corner'. This was only the beginning, he said: Xiaomi would station at the Nurburgring long term, competing with the world's best [s12].

The second model, the YU7 SUV, launched in June 2025 against the Tesla Model Y, from 253,500 yuan. Firm orders quickly passed 289,000, a Chinese automotive launch record; by February 2026 the YU7 had led domestic mid-to-large SUV sales for seven straight months [s3][s13]. For the full year 2025 Xiaomi reported record revenue of 457.3 billion yuan, up 25 per cent, and adjusted net profit of 39.2 billion, up 43.8 per cent. Smart EV and other innovation businesses generated 106.1 billion yuan, crossing the hundred-billion threshold and turning a positive annual operating profit for the first time, with 411,082 vehicles delivered [s1][s19]. The SU7 series passed 500,000 deliveries in 28.5 months; quarterly deliveries exceeded 100,000 for the first time in Q2 2026, with the full-year target set at 550,000 [s1][s3]. Xiaomi's auto plant turns out a complete vehicle on average every 76 seconds and was named in the Ministry of Industry and Information Technology's first batch of national 'outstanding' smart factories in 2024 [s32][s22].

Rapid expansion carried costs and controversy. In October 2025 an SU7 crashed and caught fire in Chengdu, killing the driver. Criticism focused on the semi-flush door handles and on the company's response: Chao News, a Zhejiang Daily outlet, warned firms not to stigmatise legitimate safety concerns as 'black PR'; the Economic Observer charged Xiaomi with prizing looks over substance and over-marketing. Xinhua Finance promptly called for rational protection of domestic tech brands; People's Daily Online wrote that Xiaomi had 'seized the initiative in global industrial competition, a new calling card for Chinese innovation'; and CCTV News praised Beijing carmakers including Xiaomi for 'leading the nation' in new-energy and intelligent-connected vehicles [s26].

For the next stage Xiaomi reported R&D investment of 105.5 billion yuan over the past five years, with at least another 200 billion planned for the next five. At the NPC 'delegates' corridor', Lei Jun said users worldwide were increasingly recognising the value of Chinese technological innovation [s13][s33].

The decision was no impulse. Lei Jun later revealed that before the announcement Xiaomi's board and management spent 75 days in repeated study and debate; the central question was what gave a phone company the right to build cars. What persuaded everyone was his reading of the trend: the car industry's core was shifting from mechanical to information industry, the smart EV was in essence a consumer-electronics product, and software-defined vehicles would be the high ground of competition—exactly the territory of Xiaomi's iron triangle [s34][s33]. His approach was consistent with Kingsoft and Xiaomi: invest tenfold in underlying core technology, self-developing the full stack from motors and batteries to die-cast materials and intelligent driving. The Xiaomi V8s super-motor became one of the fastest-rotating mass-produced drive motors in the world; the self-developed Titan alloy made Xiaomi one of the few Chinese carmakers with a mass-produced proprietary alloy; the plant deployed over 700 industrial robots, and integrated die-casting collapsed 72 parts into one [s33][s22].

The first-year results exceeded every expectation. In nine months of 2024 Xiaomi delivered 135,000 cars, 192.86 per cent of the original 70,000 target; the auto business turned a quarterly profit of some 700 million yuan in Q1 2025. Lei Jun's own verdict stayed cautious: 'The first battle won only means we have squeezed onto the card table'; 'our long march has only just begun' [s29][s27]. On May 18, 2024 he livestreamed himself driving an SU7 Pro from Shanghai to Hangzhou demonstrating city NOA; 39 million people watched, a landmark communications event for the car industry [s17].

### 8. 初心与格局：顺势而为者的长期主义 / Vision: The Long-Game Philosophy of 'Riding the Wind'

雷军办公室的墙上挂着一幅字：顺势而为。这不仅是他的商业哲学，也是他从沔阳农村走到千亿身家的真实注脚——每一次转折，都是对时代脉搏的一次判断 [s18]。

金山十六年，他形容是“在盐碱地里种草”：WPS硬扛微软Office，守住了国产软件的阵地，却也因此错过门户、搜索、电商等一波又一波浪潮。这段经历让他离开金山后得出一个朴素的结论：大成者必须顺势。“站在风口上，猪都能飞起来。但我想做那个造风口的人。”这句话几乎成了他最广为人知的标签 [s8][s10]。新华社“最美奋斗者”专题总结，他提炼并实践的互联网思维七字诀——“专注、极致、口碑、快”——影响了一代创新创业者 [s21]。

然而他反复强调，风口之上更要赢得人心。2020年小米十周年演讲中，他说：优秀的公司赚取利润，伟大的公司赢得人心 [s16]。也是在这一年，团队用半年时间深度复盘“小米从哪里来、要到哪里去”，明确未来十年的核心目标是成为全球新一代硬核科技的引领者，由此定下5年投入1000亿元研发经费的计划；五年过去，实际投入1055亿元 [s15]。

他的投资哲学同样写着“顺势”二字，原则是“不熟不投”和“只投人”——只投熟人及熟人的熟人，投人不投项目。截至2021年，小米对外投资390多家公司，顺为资本投资500多家，小米长江产业基金投资超过79家，总投资数量超过900家，覆盖移动互联网、智能硬件、半导体与先进制造 [s17]。

流量时代，他又一次踩中台风口。2024年，雷军的抖音粉丝从600万飙升至3573.6万，评论区成了年轻人的“许愿池”；小米甚至根据网友在评论区的诉求，完成了新品分区洗衣机的开发 [s16]。南京大学营销学者初星宇在《环球人物》中提醒，个人IP与品牌深度绑定是一把双刃剑，一旦个人形象受损，负面效应会迅速传导至品牌；中国宏观经济研究院研究员张燕生则以通用电气的教训警示，“网红企业家”容易偏离长期主义与科技创新 [s16]。面对神化自己的段子，雷军主动澄清：我并非高考状元，未曾达到700分的高分，人生低谷时也并未拥有40亿冰冷的资金 [s16]。

他给出的另一面答案是允许自己“躺平”。“千万别钻牛角尖。如果实在撑不住，躺一会儿没关系的，躺一躺也不丢人。”在他看来，一无所有时可以躺下，但躺完之后还得站起来，而这种重新站起来的力量，比风口本身更重要 [s8]。2026年6月在武汉面向全球青年人才演讲时，他把最重要的人生经验浓缩为一句话：找一件真正热爱的事情，坚持做下去，唯有热爱才能支撑长期的坚守 [s15]。36氪在评论中把“看准了风口就毫不犹豫all in”称为“雷军之道”，并注意到一批中国企业家正以他为榜样奔赴新战场 [s25]。《环球人物》在报道结尾写道：雷军又一次踩准了流量时代的台风口，而他的长跑还未结束，一名真正的长期主义者，将在更长的未来里得到检验 [s16]。

这种长期主义不是姿态，而是一整套可被观察的生活与工作系统。小米联合创始人王川说，雷军每天工作十五六个小时、每周工作六到七天，很少有人能像他那样“劳模”；周鸿祎的评价更直接——“在行业里做了三十年的劳模，勤奋是实至名归”。以“IT劳模”为关键词，早年的百度资讯就能搜出900多条结果 [s8][s30]。他每天清晨五点半出门跑十公里，坚持十二年；连续多年的年度演讲则被他当成对公众的“年度复盘”，主题依次是“我的梦想，我的选择”“挫败的馈赠”“成长”“勇气”——把股票破发、高端受阻、被列入所谓“军事企业”清单等至暗时刻，逐一讲给用户听 [s16][s11]。

他也反复提醒外界与年轻人，勤奋之上还有一层认知。“到40岁我才明白，努力不是万能的”，他说，所以关键是先看清势、再拼上命。他对成功的归因里，时代、伙伴、用户永远排在自己前面；对流量与神化则保持警惕——在“雷学”被网友当成显学、霸总文把他写成“现实版爽文男主”的时候，他逐条澄清段子里的虚构细节，因为他清楚：完美人设易碎，真实才有持久的信任 [s16][s8]。这或许就是“顺势而为”四字在他身上的完整含义：既要敢于站上风口，也要有离开风口之后依然站得住的东西。

**English:** The calligraphy on Lei Jun's office wall reads: ride the prevailing wind. It is not merely his business philosophy but the running footnote to his journey from rural Mianyang to a fortune worth hundreds of billions—every turning point a judgement on the pulse of the times [s18].

He described his sixteen Kingsoft years as 'planting grass in saline-alkali soil': WPS held the line against Microsoft Office for Chinese software, but the stand cost him wave after wave—the portals, search, e-commerce. After leaving Kingsoft he drew a plain conclusion: those who achieve greatly must go with the trend. 'Even a pig can fly if it stands at the wind gap; but I want to be the man who creates the wind.' It became his best-known line [s8][s10]. Xinhua's 'Most Beautiful Striver' profile sums up his seven-character internet-thinking formula—focus, extremity, word-of-mouth, speed—as influencing a generation of innovators and entrepreneurs [s21].

Yet he insists that above the wind gap one must win people's hearts. At Xiaomi's tenth-anniversary speech in 2020 he said: excellent companies earn profits; great companies win hearts [s16]. That year the team spent six months asking where Xiaomi came from and where it was going, and set the ten-year goal of leading the next generation of global hard-core technology; the five-year, 100-billion-yuan R&D plan was born, and actual spending reached 105.5 billion [s15].

His investment philosophy bears the same word—trend. His rules were 'never invest in what you don't know' and 'invest only in people': back only friends and friends of friends, and back the person rather than the project. By 2021 Xiaomi had invested in over 390 companies, Shunwei Capital in over 500, and the Xiaomi Yangtze River industrial fund in more than 79—over 900 in total, spanning mobile internet, smart hardware, semiconductors and advanced manufacturing [s17].

In the traffic era he found another wind gap. In 2024 his Douyin following surged from 6 million to 35.7 million, and his comment section became a 'wishing well' for young people; Xiaomi even developed a new compartmented washing machine in response to requests left there [s16]. Chu Xingyu, a marketing scholar at Nanjing University, told Global People that binding a brand so tightly to a personal IP is a double-edged sword: damage to the image travels fast to the brand. Zhang Yansheng, a researcher at the Academy of Macroeconomic Research, invoked GE as a warning that celebrity entrepreneurs can drift away from long-termism and technological innovation [s16]. Facing the myths that deify him, Lei Jun corrects the record: he was not a gaokao top scorer, never scored 700, and did not hold a cold 4 billion yuan at his lowest ebb [s16].

His other answer is permission to lie flat for a while. 'Don't corner yourself. If you truly can't hold on, it's all right to lie down for a bit; lying down is no shame.' In his view, when you have nothing you may rest, but after resting you must stand up again—and that power to rise matters more than the wind itself [s8]. In his June 2026 speech in Wuhan to young global talent he compressed his most important lesson into one line: find something you truly love and keep doing it, because only passion sustains long-term perseverance [s15]. 36Kr calls going all in without hesitation once the wind gap is identified 'the Lei Jun way', noting that a cohort of Chinese entrepreneurs is following his lead toward new battlefields [s25]. Global People ended its profile: Lei Jun has once again stepped onto the wind gap of the traffic age, but his long run is not over; a true long-termist will be tested in a longer future [s16].

This long-termism is no posture but an observable system of work and life. Co-founder Wang Chuan said Lei Jun worked fifteen or sixteen hours a day, six or seven days a week; few could match the 'model worker'. Zhou Hongyi put it more directly: 'Thirty years in the industry as a model worker—the diligence is well deserved.' In the early years, the keyword 'IT model worker' returned over 900 news results on Baidu [s8][s30]. He leaves home at 5:30 each morning for a ten-kilometre run, twelve years running. His annual speeches became a public yearly review, with themes of 'my dream, my choice', 'the gift of setbacks', 'growth' and 'courage'—telling users, one by one, about the dark moments: the stock breaking issue price, the blocked push upmarket, and the listing on the so-called 'military companies' roster [s16][s11].

He also keeps reminding outsiders and young people that above diligence lies cognition. 'It was only at 40 that I understood hard work is not omnipotent,' he said; the key is to see the trend first, then go all out. In his attribution of success, the era, his partners and the users always rank before himself. He stays wary of traffic and deification: as 'Lei-ology' became an internet meme and online fiction cast him as a real-life wish-fulfilment hero, he corrected the fabricated details thread by thread, knowing that a flawless persona breaks easily and only truth builds durable trust [s16][s8]. That may be the full meaning of 'ride the prevailing wind' in him: dare to stand at the wind gap, but possess something that still holds when the wind stops.

### 9. 个人生活与社会责任 / Personal Life and Social Responsibility

生活中的雷军保持着出人意料的朴素。他穿百元的Polo衫、凡客的牛仔裤，小白鞋旧旧的；出差坐经济舱，背一个用了很久的黑色双肩包，连狗仔队都懒得蹲他，“实在没爆点”。小米上市前，华润五彩城办公区只有两部电梯，员工排队时常常没人给他让位置，他就自己爬楼梯到十几楼；会议室紧张时开会超时，被后面订了会议室的同事催，他也不生气 [s16]。同事回忆，半夜里他还在微博上秒回用户关于产品细节的提问；他每天清晨五点半出门跑十公里，这个习惯坚持了十二年。他喜欢滑雪，滑了八年、偏爱野雪，自评风格激进却从未摔伤 [s8][s16]。

他对自己抠门，对母校和公益却毫不吝啬。从1997年工资只有4000元时设立“腾飞奖学金”开始，他持续向武汉大学捐赠26年，累计金额超过14.3亿元。2023年11月29日的13亿元个人捐赠，是全国高校收到的最大一笔校友个人现金捐赠，聚焦数理化文史哲六大学科基础研究、计算机领域科技创新和大学生培养三个方向。他说：30多年前我领了2000元奖学金，当时就发誓要十倍百倍万倍还回来，今天终于达成了心愿；在我心目中，武大就是全球最好的大学，没有之一 [s9]。2022年，他以145亿元捐赠额位列胡润慈善榜第二 [s17]。

公共表达层面，2015年“Are you OK”鬼畜视频出圈后，雷军展现出罕见的自嘲精神——小米甚至推出“Are you OK”手型版气门芯帽等周边。他深谙传播之道：据小米前公关策划总监梅泽亮向《环球人物》回忆，雷军看过超过2000遍乔布斯的产品发布会，并要求公关文稿做到“观点鲜明，逻辑清晰，细节动人”；他本人的微博都由自己编发，每天花大量时间看留言 [s16]。但他也有明确的边界：社会争议话题不参与，跟小米不相关的话题不参与 [s16]。

2013年与董明珠的“十亿赌约”是他公共形象中最具戏剧性的一幕。2026年6月他在北京国际图书博览会上完整复盘：本来开玩笑，后来麻烦了，董大姐当真了；后来董大姐甚至说要去做手机，这种局面下压力很大，小米后来就做了空调 [s14]。

作为连任三届的全国人大代表，2019年他当选全国工商联副主席。历年两会建议紧扣实体产业：2023年围绕仿生人形机器人发展、汽车数据安全体系与汽车文化提交三份建议 [s34]；2024年建议鼓励企业“走出去” [s7]；2026年又聚焦人形机器人产业化、智能驾驶安全规范与AI终端标准建设 [s32]。新华社在专访中记录了他的表述：制造业是中国的立国之本、强国之基，小米作为制造业的建设者和受益者，会继续坚持走科技创新的道路，走高端化发展道路 [s34]。

朴素之外，雷军的公众形象里还有一层被媒体反复记录的“分寸感”。《环球人物》报道，小米上市前办公区只有两部电梯，他经常挤不进去就自己爬楼梯；他的微博全部自己编发，开会间隙出去一趟就能发两条；给首批SU7车主弯腰开门、给SU7 Ultra车主当司机，这类被外界称作“事件营销”的动作，在身边人看来更像他对用户的本能反应——梅泽亮说，“你可以说他搞事件营销，但我更相信他是真心想跟支持小米的用户当面说声谢谢” [s16]。他给自己划的传播边界同样清晰：社会争议话题不参与，跟小米不相关的话题不参与 [s16]。

公益与教育捐赠构成他公共生活的另一条主线。除了对武大的持续捐赠，他长期以个人及企业名义参与救灾、抗疫与产业帮扶，2022年以145亿元捐赠额位列胡润慈善榜第二，资金主要用于人才培养和科研创新 [s17]。作为连任三届的全国人大代表、无党派人士，他的建议始终贴着产业一线：从仿生人形机器人、汽车数据安全，到鼓励企业“走出去”、智能驾驶安全规范与AI终端标准，几乎每年都对准当年的产业政策重心 [s34][s7][s33]。他在受访时把自己的角色说得平实：制造业是中国的立国之本、强国之基，小米是制造业的建设者和受益者 [s34]。

**English:** In daily life he is strikingly frugal. He wears hundred-yuan polo shirts, Vancl jeans and worn white sneakers, flies economy and carries an old black backpack; even paparazzi do not bother staking him out—there is simply nothing to shoot. Before Xiaomi's IPO, the office in China Resources' Five Color City had only two lifts; when employees queued and no one gave way, he simply climbed the stairs to the tenth floor. When his meetings ran over and colleagues who had booked the room came to hurry him, he took no offence [s16]. Colleagues recall him answering users' product questions on Weibo at midnight. He leaves home at 5:30 every morning for a ten-kilometre run, a habit kept for twelve years. He loves skiing—eight years, off-piste powder, self-described as aggressive yet never injured [s8][s16].

He is thrifty with himself but open-handed with his alma mater and public good. Starting in 1997, when his salary was 4,000 yuan, he set up the Tengfei Scholarship and has given to Wuhan University for 26 years, totalling over 1.43 billion yuan. The 1.3-billion-yuan donation of November 29, 2023 was the largest single alumni cash gift ever received by a Chinese university, directed at basic research across six disciplines—maths, physics, chemistry, literature, history and philosophy—at computer-science innovation, and at student development. He said: over thirty years ago I received a 2,000-yuan scholarship and swore to repay it tenfold, a hundredfold, ten-thousandfold; today the wish is fulfilled. In my mind Wuhan University is simply the best university in the world [s9]. In 2022 he ranked second on the Hurun philanthropy list with 14.5 billion yuan in donations [s17].

In public communication, the 'Are you OK' viral video of 2015 revealed a rare gift for self-deprecation—Xiaomi even made 'Are you OK' valve-cap merchandise. He understands communication deeply: Mei Zeliang, Xiaomi's former PR planning director, told Global People that Lei Jun watched Steve Jobs' product launches more than 2,000 times and demanded PR copy with a clear viewpoint, sound logic and moving detail; he writes his own Weibo posts and spends long hours reading comments [s16]. His boundaries are explicit: he takes no part in socially divisive topics or topics unrelated to Xiaomi [s16].

The ten-billion-yuan bet with Dong Mingzhu in 2013 remains the most dramatic episode of his public image. In June 2026 he reviewed it in full at the Beijing International Book Fair: it began as a joke, then became troublesome when Ms Dong took it seriously; when she even spoke of making phones, the pressure grew, and Xiaomi ended up making air conditioners [s14].

A National People's Congress delegate for three consecutive terms, he was elected vice chairman of the All-China Federation of Industry and Commerce in 2019. His legislative proposals track the real economy: in 2023 he submitted three proposals on humanoid robots, automotive data security and car culture [s34]; in 2024 he proposed encouraging companies to go global [s7]; in 2026 he focused on humanoid-robot industrialisation, autonomous-driving safety standards and AI terminal standards [s32]. Xinhua recorded his formulation: manufacturing is the foundation of the nation and the base of national strength; as both a builder and a beneficiary of Chinese manufacturing, Xiaomi will keep to the path of technological innovation and high-end development [s34].

Beyond frugality, the press repeatedly notes a sense of proportion in his public image. Global People reported that before the IPO, with only two lifts in the office, he often could not squeeze in and simply took the stairs; he writes all his own Weibo posts, sometimes two in the few minutes he steps out of a meeting. Bending down to open car doors for the first SU7 owners and acting as chauffeur for the first SU7 Ultra owners—moments outsiders call event marketing—strike those close to him as instinct. 'You can call it event marketing,' said Mei Zeliang, 'but I believe he genuinely wants to thank Xiaomi's supporters face to face' [s16]. His communications boundaries are equally clear: no socially divisive topics, no topics unrelated to Xiaomi [s16].

Philanthropy and educational giving form the other main line of his public life. Beyond the continuing gifts to Wuhan University, he has taken part in disaster relief, pandemic response and industrial aid personally and through the company; in 2022 he ranked second on the Hurun philanthropy list with 14.5 billion yuan in donations, directed mainly at talent cultivation and research innovation [s17]. As an independent and three-term NPC delegate, his proposals stay close to the industrial frontier—humanoid robots, automotive data security, encouraging companies to go global, autonomous-driving safety standards and AI terminal norms—aligning almost every year with the centre of industrial policy [s34][s7][s33]. In interviews he describes his role plainly: manufacturing is the foundation of the nation and the base of national strength, and Xiaomi is both a builder and a beneficiary of Chinese manufacturing [s34].

## 卷尾 Editorial Conclusion

这个时代不缺成功的企业家，缺的是可以反复研究的样本。雷军，是其中一个。

在改革开放以来的企业家谱系中，雷军是少数同时进入官方荣誉与商业媒体核心叙事的名字。中央统战部、全国工商联将他列入“改革开放40年百名杰出民营企业家”；新华社“最美奋斗者”专题称他勇担国产办公软件自主创新大旗，“专注、极致、口碑、快”七字诀“影响了一代创新创业者”。《经济观察报》把他与“像乔布斯一样办一家世界一流的企业”的志向并置，《中国经济网》称他为“永远的创业者”，《光明网》认为小米为中国科技企业“自立自强与开放合作并行”树立了新样本。

《环球人物》以“事成就人”概括他把手机做到全球前三、汽车上市即爆款的履历，称内敛与张扬在他身上融合成“一个中国故事代表”；36氪观察到，“看准风口就毫不犹豫all in”的“雷军之道”正影响一批中国企业家奔赴新战场。争议同样存档：有评论认为他擅长整合成熟技术、原创突破偏少，个人IP与品牌深度绑定带来风险；2025年SU7安全事故后的舆论中，尖锐批评与央媒理性护航的声音同时存在。

从软件时代的坚守者、移动互联网的造风者到电动汽车的跨界者，他近四十年的职业生涯穿过中国信息产业四条主航道。他在商业史上的位置或可如此标注：一个“顺势而为”的连续创业者样本：既受益于时代，也把自己交给时代反复检验。

No era lacks successful entrepreneurs; what it lacks are specimens worth studying again and again. Lei Jun is one of them.

In the lineage of Chinese entrepreneurs since the reform and opening era, Lei Jun is among the few written into both the official roll of honours and the core narrative of the business press. The United Front Work Department and the All-China Federation of Industry and Commerce named him one of the '100 Outstanding Private Entrepreneurs in the 40 Years of Reform and Opening'. Xinhua's 'Most Beautiful Striver' profile credits him with carrying the banner of independent innovation in Chinese office software and leading Kingsoft across the PC, internet and mobile-internet eras, noting that his seven-character formula—focus, extremity, word-of-mouth, speed—influenced a generation of innovators and entrepreneurs. The Economic Observer placed him beside the ambition to 'build a world-class company like Jobs did' in its '40 People in 40 Years' feature; China Economic Net calls him 'the eternal entrepreneur'; Guangming Online argues that Xiaomi sets a new model for Chinese tech firms pursuing self-reliance in parallel with openness.

The business path he represents is described with equal clarity. Global People magazine sums up his career as 'the achievement makes the man'—taking phones to the global top three and turning a first car into a blockbuster—and notes how reserve and boldness fuse in him into 'a representative Chinese story'. 36Kr observes that the 'Lei Jun way'—going all in without hesitation once the wind gap is identified—is pushing a cohort of Chinese entrepreneurs toward new battlefields. The controversies are filed alongside the accolades: commentators note his strength lies in integrating mature technologies rather than original breakthroughs, and that binding his personal IP so tightly to the brand carries risk; in the wake of the 2025 SU7 fatal crash, sharp press criticism and calls in state media for rational protection of domestic brands existed side by side.

From the defender of the software age, to the wind-maker of the mobile internet, to the cross-industry entrant into smart electric vehicles, Lei Jun's nearly forty-year career runs through all four main channels of China's information-technology industry. His place in Chinese business history may be marked thus: a specimen of the serial entrepreneur who rides the prevailing wind—both a beneficiary of his era and a man who handed himself back to that era for repeated testing.

## 金句 Pull Quote

> 站在风口上，猪都能飞起来。但我想做那个造风口的人。

> Anyone can fly if they stand at the right wind gap. But I want to be the person who creates the wind.

## 履历时间线 Career Timeline

- **1969-12-16** 出生于湖北仙桃 / Born in Xiantao, Hubei
  - 雷军出生于湖北省仙桃市（原沔阳县）剅河镇赵湾村的一个普通教师家庭，父亲是当地老师，母亲务农。他在江汉平原度过少年时代，从小安静好学，连村里放电影都不去看 [s5][s18]。
  - EN: Lei Jun was born in Zhaowan Village, Louhe Town, Xiantao (then Mianyang County), Hubei Province, into a teacher's family. He grew up on the Jianghan Plain, known from childhood for his quiet diligence [s5][s18].
- **1984** 入读沔阳中学（仙桃中学） / Enrolled at Mianyang High School
  - 进入仙桃中学就读，学习期间喜欢下围棋，曾拿过学校围棋冠军。喜欢读书和古诗词，最喜欢读《小说月报》，最喜欢的词人是李煜。学校学习氛围浓厚，6个班有17个人考上清华北大 [s8][s18]。
  - EN: He entered Xiantao Middle School, where he developed a love of reading and chess, winning the school Go championship [s8][s18].
- **1987** 高考588分考入武汉大学计算机系 / Admitted to Wuhan University (score: 588)
  - 以588分高考成绩、班级第五名的成绩考入武汉大学计算机系，超出当年湖北省重点大学录取分数线30多分。选计算机系的原因很单纯：一个好朋友读中科大计算机系，觉得学计算机才能有共同语言 [s5][s18]。
  - EN: He scored 588 in the national college entrance examination, ranking fifth in his class, more than 30 points above the provincial key-university threshold. He chose computer science simply to share a common language with a friend [s5][s18].
- **1987** 读《硅谷之火》，立下创业梦想 / Read 'Fire in the Valley'; resolved to build a great company
  - 大一在武汉大学图书馆偶然读到《硅谷之火》，书中乔布斯等人在车库创业的故事让他热血沸腾。当天晚上星光很亮，他在武大操场走了一圈又一圈，走了一整夜，心里立下志向：要创办一家伟大的公司 [s8][s11]。
  - EN: In the Wuhan University library he discovered Fire in the Valley, a book about Steve Jobs and the PC pioneers. That night he walked around the campus sports field until dawn, resolving to found a great company [s8][s11].
- **1989** 两年修完大学全部学分 / Completed all university credits in two years
  - 利用武大刚推出的学分制，精心规划每一门课程，找大三、大四学长请教课程体系，用两年时间修完计算机系四年全部学分。尽管学习时间只有同学一半，最终成绩仍达全班第六名。大二完成毕业设计，汇编语言课程拿下武大30年来两个满分之一，所写代码直接入选教材 [s8][s11][s18]。
  - EN: Taking advantage of Wuhan University's newly introduced credit system, he completed all four-year programme credits in just two years, finishing sixth in his class. His assembly-language assignment earned one of only two perfect marks in 30 years, and his code was included in the course textbook [s8][s11][s18].
- **1990** 创办三色公司，首次创业失败 / Founded Sanshe Company; first startup failed
  - 临近毕业，与同学王全国、李儒雄创办'三色公司'，主营汉卡开发与售卖。初期市场反响良好，但很快出现更大规模、更低价格的仿制品，加之微软Windows逐渐取代DOS系统，汉卡面临淘汰。公司最终倒闭，散伙时每人抱走一台破电脑和几把椅子。这次惨败让他认识到：在商业世界里，仅有技术和一腔热血远远不够 [s5][s17]。
  - EN: Before graduation he co-founded Sanshe Company with classmates to develop and sell Chinese-character cards. Though initially well received, cheaper imitations and the shift from DOS to Windows rendered the product obsolete, and the company folded [s5][s17].
- **1991** 大学毕业，分配至北京航天研究所 / Graduated; assigned to Beijing aerospace institute
  - 大学毕业后被分配到北京航天系统某军工研究所，拥有体制内编制和北京户口。在研究所坐了几月办公室，觉得一身武艺施展不开。同年在计算机展览会上结识'中国第一程序员'、金山创始人求伯君 [s8][s18]。
  - EN: After graduation he was assigned to a military research institute under China's aerospace ministry in Beijing. Feeling constrained, he attended a computer exhibition where he met Qiu Bojun, the founder of Kingsoft [s8][s18].
- **1992-01** 辞去铁饭碗，加入金山软件 / Joined Kingsoft as its sixth employee
  - 受求伯君邀请，辞去北京铁饭碗，正式加入金山软件公司，成为公司第六号员工。从程序员做起，负责软件开发业务。同年8月，雷军牵头的金山北京开发部成立 [s5][s17]。
  - EN: Invited by Qiu Bojun, he left his secure government post and joined Kingsoft as its sixth employee, starting as a programmer [s5][s17].
- **1994-07** 出任北京金山总经理，主导开发盘古组件 / Became Kingsoft Beijing GM; led Pangu project
  - 北京金山软件公司成立，雷军出任总经理。带着一群年轻程序员豪气冲天地准备开发类似微软Office的'盘古组件'，总投资超过2000万元。这是金山向办公软件领域的第一次重大尝试 [s5][s8]。
  - EN: Kingsoft's Beijing entity was established with Lei Jun as general manager. He led an ambitious project to develop the Pangu office suite, investing over RMB 20 million [s5][s8].
- **1996-04** 盘古组件惨败，递交辞职信 / Pangu failed; submitted resignation
  - 盘古组件市场反响惨淡，销量不及预期十分之一。26岁的雷军束手无策，亲自跑到店里站柜卖货。他坦言与微软抗衡完全看不到赢的希望，跌入谷底后向求伯君递交辞职信。求伯君反复挽留，让他先歇半年 [s8][s18]。
  - EN: The Pangu suite sold far below expectations. At 26, Lei Jun felt hopeless competing against Microsoft and submitted his resignation. Qiu Bojun persuaded him to stay but granted a six-month sabbatical [s8][s18].
- **1998** 出任金山总经理，主导转型 / Became Kingsoft GM; led transformation
  - 休假结束后重新回到金山，带领团队从工具软件向互联网与游戏业务转型。先后主导WPS等产品迭代，在与微软的长期竞争中坚守中国软件阵地。在金山的十六年里，他先后错过了搜索引擎、游戏、社区、电子商务等互联网浪潮 [s4][s8]。
  - EN: He returned to Kingsoft and steered the company from packaged software toward internet services and games, maintaining WPS as a domestic alternative to Microsoft. During his 16 years at Kingsoft he missed virtually every wave of China's internet revolution [s4][s8].
- **1999** 创办卓越网 / Founded Joyo.com
  - 牵头在金山内部创立B2C电子商务网站卓越网（joyo.com），是中国最早一批网上书店与电商平台。与易趣网邵亦波、阿里巴巴马云成为最早探索电子商务的创业者之一 [s5][s18]。
  - EN: He founded Joyo.com, one of China's earliest B2C e-commerce platforms and online bookstores, alongside pioneers like EachNet's Shaoyibo and Alibaba's Jack Ma [s5][s18].
- **2004** 卓越网7500万美元出售给亚马逊 / Joyo.com sold to Amazon for $75 million
  - 金山和联想共同投资的卓越网以7500万美元出售给亚马逊，成为亚马逊中国的前身。外界估计雷军个人获利达上亿元人民币，借此成为千万富翁。卖掉卓越网后，他开始系统思考互联网本质，得出结论：互联网不仅仅是一次技术革命，更是一次观念的革命 [s10][s18]。
  - EN: Joyo.com was acquired by Amazon for USD 75 million. Lei Jun's personal gains were estimated at over RMB 100 million. He then concluded that the internet was 'not just a technology revolution but a revolution in mindset' [s10][s18].
- **2007-10-09** 金山软件在港交所上市，雷军辞去CEO / Kingsoft listed on HKEX; Lei Jun resigned as CEO
  - 经过八年筹备，金山软件在香港联交所主板挂牌上市。但市值仅有6亿多港元，远低于后来的阿里巴巴、百度等互联网公司。两个月后雷军宣布辞去金山总裁兼CEO职务，银行卡里约有40亿元收益，却感叹自己一事无成 [s4][s10]。
  - EN: Kingsoft listed on the HKEX, but with a market cap of just over HKD 600 million. Two months later Lei Jun resigned as CEO, feeling he had accomplished nothing [s4][s10].
- **2007-2010** 转型天使投资人，投资17家公司 / Angel investor: invested in 17 companies
  - 离开金山后转型做天使投资人，先后投资凡客、乐淘、多玩网（欢聚时代YY）、UCWeb等17家公司，涵盖移动互联网、社交网络、电子商务等领域。被业界戏称为董事长专业户。2011年与许达来发起设立天使投资基金顺为资本 [s5][s10][s17]。
  - EN: He transitioned to angel investing, backing 17 companies including JOYY, Cheetah Mobile, UCWeb and Thunder. In 2011 he co-founded Shunwei Capital [s5][s10][s17].
- **2010-04-06** 创办小米科技 / Founded Xiaomi Technology
  - 与林斌（Google中国工程研究院副院长）、周光平（摩托罗拉北京研发中心总工程师）、刘德（ArtCenter毕业工业设计师）、黎万强（金山设计总监）、黄江吉（微软工程院首席工程师）、洪锋（Google高级工程师）、王川等人在北京中关村银谷大厦创办小米科技。创始团队平均年龄超40岁，搬家当天黎万强的爸爸用电饭锅煮了一大锅小米粥送到公司 [s2][s10]。
  - EN: Together with Lin Bin (ex-Google), Zhou Guangping (ex-Motorola), Liu De (ArtCenter), Li Wanqiang (ex-Kingsoft), Huang Jiji (ex-Microsoft), Hong Feng (ex-Google) and Wang Chuan, he founded Xiaomi in Beijing. The founding team averaged over 40 years of age [s2][s10].
- **2011-08-16** 小米手机一代发布，定价1999元 / First Xiaomi phone launched at RMB 1,999
  - 小米首款手机正式发布并开启网上预售，34小时内预订30万台，超出计划两个多月的供货量。以接近成本的定价和互联网渠道模式迅速打开市场，开创国产手机互联网直销先河。此前MIUI已积累50多万全球发烧友 [s5][s17]。
  - EN: The first Xiaomi smartphone was unveiled, drawing 300,000 pre-orders within 34 hours. Its near-cost pricing and online direct-sales model pioneered a new era for Chinese smartphones [s5][s17].
- **2013-12-12** 与董明珠十亿赌约 / The Ten-Billion Bet with Dong Mingzhu
  - 在央视第十四届中国经济年度人物颁奖盛典上，雷军与格力电器董事长董明珠就发展模式展开激辩。雷军提议五年内小米营业额超过格力，赌注一块钱；董明珠当场加码至十亿。2013年小米营收200多亿，格力1200亿。此赌约纠缠两家企业十余年，雷军2026年坦言后悔开这个玩笑 [s14]。
  - EN: At CCTV's 14th China Economic Person of the Year ceremony, Lei Jun and Gree's Dong Mingzhu engaged in a famous public wager on whether Xiaomi's revenue would surpass Gree's within five years [s14].
- **2014** 手机出货量跃居中国第一 / Became China's top smartphone brand
  - 据IDC等机构统计，2014年小米智能手机出货量登上中国市场第一、全球第三，成立仅四年即改写行业格局。同年启动小米生态链计划，准备在5年内投资100家创业公司复制小米模式 [s5][s10]。
  - EN: According to IDC, Xiaomi became China's best-selling smartphone brand in 2014 and ranked third globally. That year Xiaomi also launched its ecosystem program [s5][s10].
- **2018-07-09** 小米集团在港交所上市 / Xiaomi listed on HKEX (1810.HK)
  - 小米集团在香港联合交易所主板挂牌上市（股票代码1810.HK），是当时香港市场最受关注的新经济公司IPO之一。雷军在公开信中写道：厚道的人运气不会太差。上市后身价突破821亿元人民币，位列福布斯中国400富豪榜第11位 [s2][s6][s10]。
  - EN: Xiaomi listed on the HKEX (1810.HK). Lei Jun wrote: 'Lucky things happen to decent people.' His personal wealth surpassed RMB 82.1 billion [s2][s6][s10].
- **2019-03** 当选全国工商联副主席 / Elected ACFIC Vice Chairman
  - 作为全国人大代表出席十三届全国人大相关会议，并当选中华全国工商业联合会副主席，积极就民营经济与科技创新建言。2024年两会期间建议鼓励企业走出去 [s7]。
  - EN: He was elected vice chairman of the All-China Federation of Industry and Commerce (ACFIC), advocating for the private sector and technological innovation [s7].
- **2021-03-30** 宣布进军智能电动汽车 / Announced entry into smart EVs
  - 在小米春季新品发布会上宣布小米将以全资方式进入智能电动汽车行业，首期投资100亿元人民币，未来十年投资100亿美元，由他亲自带队。他称这是人生最后一次创业，将金山十六年造软件和小米十余年造硬件的经验全部押入 [s2][s6]。
  - EN: He announced Xiaomi's full-scale entry into smart EVs with RMB 10 billion initial investment and USD 10 billion over ten years, calling it 'the last entrepreneurial venture of my life' [s2][s6].
- **2023-11-29** 向武汉大学捐赠13亿元 / Donated RMB 1.3 billion to Wuhan University
  - 在武汉大学130周年校庆之际，向母校个人捐赠13亿元人民币，刷新武大建校以来单笔最大捐赠额，也是全国高校收到的最大一笔校友个人现金捐赠。聚焦三个方向：支持数理化文史哲六大学科基础研究、计算机领域科技创新、大学生培养。此前已累计捐赠1.3亿元，持续26年 [s9]。
  - EN: On Wuhan University's 130th anniversary, he donated RMB 1.3 billion—the largest single alumni cash donation in Chinese university history [s9].
- **2024-03-28** 小米SU7正式发布 / Xiaomi SU7 launched
  - 首款车型小米SU7正式发布并于4月3日开启交付，定位对标保时捷与特斯拉的高性能纯电轿车。穿着飞行皮夹克、背着旧黑色双肩包的雷军走上舞台，上市即成现象级爆款 [s3]。
  - EN: The Xiaomi SU7, the company's first car, was unveiled on March 28 with deliveries starting April 3. The performance electric sedan became an immediate market phenomenon [s3].
- **2025-02-27** SU7 Ultra上市，售价52.99万元起 / SU7 Ultra launched from RMB 529,900
  - 高性能版SU7 Ultra正式上市，搭载三电机四驱系统（两台V8s和一台V6s电机），综合最大功率1548马力，0-100km/h加速仅1.98秒，最高车速突破350km/h。选装赛道专业套装版本62.99万元，纽北限量版81.49万元 [s12]。
  - EN: The high-performance SU7 Ultra went on sale with 1,548 PS, 0-100 km/h in 1.98 seconds, top speed over 350 km/h, from RMB 529,900 [s12].
- **2025-06-11** SU7 Ultra量产版创纽北电动车圈速纪录 / SU7 Ultra sets Nurburgring EV record
  - 小米SU7 Ultra量产版在德国纽博格林北环赛道以7分04秒957的圈速，刷新量产电动车圈速纪录，首次尝试即成功。此前2024年10月SU7 Ultra原型车曾以6分46秒874创下全球四门车型最快圈速纪录。小米成为纽北顶级合作伙伴，小米弯道正式亮相大奖赛赛道 [s12]。
  - EN: The production SU7 Ultra lapped the Nurburgring Nordschleife in 7:04.957 on its first attempt, setting a new production EV record. Xiaomi became a top-tier partner of the circuit [s12].
- **2025-06** 小米YU7上市，大定突破28.9万台 / Xiaomi YU7 launched; 289,000 orders
  - 第二款车型、对标特斯拉Model Y的SUV小米YU7上市，标准版25.35万元、PRO版27.99万元、MAX版32.99万元。上市后大定迅速突破28.9万台，创下中国汽车行业发布纪录。截至2026年2月，YU7连续7个月位列国内中大型SUV销量第一 [s3][s13]。
  - EN: The YU7 SUV launched at RMB 253,500-329,900. Firm orders quickly exceeded 289,000, a record for a Chinese car launch [s3][s13].
- **2026-03-24** 2025年报：营收4573亿元，汽车交付41万辆 / 2025 results: RMB 457.3B revenue, 411K EVs
  - 小米发布2025年全年业绩：总营收4573亿元（+25%），经调整净利润392亿元（+43.8%），均创历史新高。智能电动汽车及AI等创新业务收入1061亿元（+223.8%），首次突破千亿并首次实现年度经营收益转正。全年交付411,082辆汽车 [s1][s13][s19]。
  - EN: Xiaomi reported 2025 results: revenue of RMB 457.3 billion (+25%), adjusted net profit of RMB 39.2 billion (+43.8%), both record highs. Smart EV segment revenue hit RMB 106.1 billion with 411,082 vehicles delivered [s1][s13][s19].
- **2026-07-28** 财富世界500强排名232，创历史新高 / Fortune 500: ranked 232nd (all-time high)
  - 2026年《财富》世界500强榜单发布，小米集团连续8年上榜，排名升至第232位，较上一年提升65位，创2019年首次上榜以来新高。智能手机出货量连续5年稳居全球前三，在全球58个国家和地区出货量排名前三 [s13]。
  - EN: In the 2026 Fortune Global 500, Xiaomi ranked 232nd, up 65 places year-on-year and an all-time high [s13].
- **2026-08-17** SU7系列交付破50万台，全年目标55万辆 / SU7 series passed 500K deliveries; 2026 target 550K
  - 小米宣布SU7系列用时28.5个月交付突破50万台，SU7与YU7累计交付已超70万台。2026年全年交付目标定为55万台，二季度单季交付首次突破10万台（104,199辆）。过去五年小米累计研发投入1055亿元，未来五年计划再投入至少2000亿元 [s1][s3]。
  - EN: The SU7 series surpassed 500,000 deliveries in 28.5 months. The 2026 target is 550,000 vehicles. R&D spending over five years reached RMB 105.5 billion [s1][s3].
- **2026-07-20** 入选《亚洲封面人物·格局篇·总第042期》，入档封面传记，封卷存档 / Selected for Asia Cover Figure · Vision · Vol.042; accessioned into the Cover Archive and sealed
  - 入选《亚洲封面人物·格局篇·总第042期》，封面传记唯一编码 ACF-00-00112，入档封面传记，封卷存档。
  - EN: Selected for Asia Cover Figure (Vision issue, Vol.042) on 20 July 2026; assigned Cover Archive Unique Code ACF-00-00112, accessioned into the Cover Archive and sealed.

## 常问问答 FAQ

**Q1: 雷军是谁？他在商业上的核心成就是什么？**

A: 雷军是小米集团创始人、董事长兼CEO，中国最具代表性的连续创业者之一。核心成就包括：以金山第六号员工起步并带领公司上市；2010年创办小米，用十余年将其打造为营收4573亿元的世界500强科技企业（2025年数据）；2021年起带领小米进入智能电动汽车领域，SU7系列交付突破50万台；天使投资阶段投资欢聚时代、猎豹移动、迅雷等上市公司。连续8年入选财富世界500强，2026年排名升至第232位 [s5][s13][s17]。

**Q1 (EN): Who is Lei Jun, and what are his core business achievements?**

A: Lei Jun is the founder, chairman and CEO of Xiaomi Corporation and one of China's most consequential serial entrepreneurs. His core achievements include: starting out as Kingsoft's sixth employee and eventually leading the company to a public listing; founding Xiaomi in 2010 and building it over more than a decade into a Fortune Global 500 technology company with revenue of RMB 457.3 billion (2025 figures); leading Xiaomi into smart electric vehicles from 2021, with cumulative SU7-series deliveries exceeding 500,000 units; and, during his angel-investing years, backing listed companies including JOYY, Cheetah Mobile and Xunlei. Xiaomi has been included in the Fortune Global 500 for eight consecutive years, rising to No. 232 in the 2026 ranking [s5][s13][s17].

**Q2: 雷军和董明珠的十亿赌约是怎么回事？**

A: 2013年12月12日，在央视第十四届中国经济年度人物颁奖盛典上，雷军与格力电器董事长董明珠就发展模式展开激辩。雷军提议五年内小米营业额超过格力，赌注一块钱；董明珠当场加码至十亿。当时小米营收约200亿，格力1200亿。2018年赌约到期，格力营收1981亿，小米1749亿，董明珠赢得赌约但表示不要这十亿。仅一年后（2019年）小米营收即反超格力。2026年6月雷军坦言后悔开这个玩笑，透露因赌约压力小米被迫进入空调赛道 [s14]。

**Q2 (EN): What was the billion-yuan bet between Lei Jun and Dong Mingzhu?**

A: On December 12, 2013, at the CCTV 14th China Economic Person of the Year awards ceremony, Lei Jun and Gree Electric Chairwoman Dong Mingzhu clashed over their competing development models. Lei Jun proposed a one-yuan wager that Xiaomi's revenue would overtake Gree's within five years; Dong Mingzhu immediately raised the stakes to one billion yuan. At the time, Xiaomi's revenue stood at about RMB 20 billion against Gree's RMB 120 billion. When the bet expired in 2018, Gree posted revenue of RMB 198.1 billion versus Xiaomi's RMB 174.9 billion—Dong won the wager but said she would not collect the money. Just one year later, in 2019, Xiaomi's revenue surpassed Gree's. In June 2026, Lei Jun admitted he regretted making the joke, revealing that the pressure of the bet had pushed Xiaomi into the air-conditioning business [s14].

**Q3: 小米汽车的发展历程如何？SU7在纽北的成绩意味着什么？**

A: 2021年3月雷军宣布小米进军智能电动汽车，首期投资100亿，称人生最后一次创业。2024年3月首款车型SU7发布，上市即爆款。2025年2月高性能版SU7 Ultra上市（1548马力、0-100仅1.98秒）。2025年6月11日SU7 Ultra量产版以7分04秒957创下纽北量产电动车圈速纪录，首次尝试即成功；此前原型车曾以6分46秒874创四门车型全球最快纪录。2025年全年交付411,082辆，汽车及AI创新业务收入1061亿元，首次实现年度盈利。2026年目标55万辆。小米已成为纽北顶级合作伙伴 [s3][s12][s19]。

**Q3 (EN): How has Xiaomi's automotive business developed, and what does the SU7's Nurburgring result mean?**

A: In March 2021, Lei Jun announced Xiaomi's entry into smart electric vehicles with an initial investment of RMB 10 billion, calling it the last startup of his life. The first model, the SU7, launched in March 2024 and became an instant hit; the high-performance SU7 Ultra (1,548 horsepower, 0-100 km/h in 1.98 seconds) followed in February 2025. On June 11, 2025, the production SU7 Ultra set a Nurburgring Nordschleife lap record of 7:04.957 for production electric vehicles on its very first attempt; a prototype had earlier clocked 6:46.874, the fastest time ever recorded for a four-door car. Full-year 2025 deliveries reached 411,082 vehicles, and the EV and AI innovation businesses generated revenue of RMB 106.1 billion, achieving their first full-year profit. The 2026 target is 550,000 deliveries, and Xiaomi has become a top-tier partner of the Nurburgring [s3][s12][s19].

**Q4: 雷军为什么能在多个领域取得成功？他的商业哲学是什么？**

A: 雷军的核心商业哲学是顺势而为。他在多个关键节点准确判断趋势：1990年代在金山坚守软件阵地，2000年代初创办卓越网抢占电商先机，2007年后做天使投资抓住移动互联网浪潮，2010年看到智能手机史诗级风口创办小米，2021年押注智能电动汽车。另一个核心理念是优秀的公司赚取利润，伟大的公司赢得人心，强调用户体验和性价比。他的投资原则是不熟不投、只投人，只投熟人圈内，投人不投项目 [s10][s15][s17]。

**Q4 (EN): Why has Lei Jun succeeded across so many fields, and what is his business philosophy?**

A: Lei Jun's core business philosophy is shun shi er wei—acting in line with the trend. He has called major trends correctly at repeated inflection points: holding the software line at Kingsoft through the 1990s; founding the e-commerce site Joyo.com in the early 2000s to seize the first-mover advantage in online retail; riding the mobile-internet wave as an angel investor after 2007; recognizing smartphones as an epoch-defining opportunity and founding Xiaomi in 2010; and betting on smart electric vehicles in 2021. Another of his convictions is that excellent companies earn profits while great companies win people's hearts, with constant emphasis on user experience and value for money. His investment principles: invest only in what you understand, invest in people rather than projects, and back only those within his circle of trusted acquaintances [s10][s15][s17].

**Q5: 雷军向武汉大学捐赠13亿元的背景是什么？**

A: 2023年11月29日武汉大学130周年校庆当天，雷军以个人名义向母校捐赠13亿元人民币，刷新武大建校以来单笔最大捐赠额，也是全国高校收到的最大一笔校友个人现金捐赠。捐赠聚焦三个方向：数理化文史哲六大学科基础研究、计算机领域科技创新、大学生培养。此前从1997年起已持续捐赠26年累计1.3亿元，包括腾飞奖学金、雷军奖学金、雷军科技楼等。雷军回忆：大学时获得2000元奖学金后发誓要十倍百倍万倍还回来，2023年终于达成心愿 [s9]。

**Q5 (EN): What is the background to Lei Jun's RMB 1.3 billion donation to Wuhan University?**

A: On November 29, 2023, the day of Wuhan University's 130th anniversary, Lei Jun donated RMB 1.3 billion to his alma mater in his personal name—the largest single donation in the university's history and the largest personal cash donation ever received by a Chinese university from an alumnus. The gift focuses on three areas: basic research across six disciplines (mathematics, physics, chemistry, literature, history and philosophy); technological innovation in computer science; and student development. He had already donated continuously for 26 years starting in 1997, totaling RMB 130 million, including the Tengfei Scholarship, the Lei Jun Scholarship and the Lei Jun Technology Building. Lei Jun recalled that after receiving a 2,000-yuan scholarship as an undergraduate he vowed to repay it a hundredfold, and in 2023 he finally fulfilled that pledge [s9].

**Q6: 小米2025年的业绩表现如何？世界500强排名怎样？**

A: 2025年小米创下历史新高：总营收4573亿元（+25%），经调整净利润392亿元（+43.8%）。智能电动汽车及AI等创新业务收入1061亿元（+223.8%），首次突破千亿并首次实现年度盈利。手机业务收入1864亿元，IoT及生活消费品收入1232亿元（创历史新高）。智能手机出货量连续5年全球前三，在58个国家和地区排名前三。2026年7月财富世界500强排名升至第232位（+65位），连续8年上榜。过去五年研发投入1055亿元，未来五年计划至少2000亿元 [s1][s13][s19]。

**Q6 (EN): How did Xiaomi perform in 2025, and what is its Fortune Global 500 ranking?**

A: 2025 was a record year for Xiaomi: total revenue reached RMB 457.3 billion (+25%), with adjusted net profit of RMB 39.2 billion (+43.8%). Revenue from smart EVs and AI innovation businesses hit RMB 106.1 billion (+223.8%), crossing the RMB 100-billion mark and turning a full-year profit for the first time. Smartphone revenue was RMB 186.4 billion, while IoT and lifestyle consumer products reached a record RMB 123.2 billion. Smartphone shipments ranked among the world's top three for the fifth consecutive year and top three in 58 countries and regions. In July 2026, Xiaomi climbed to No. 232 on the Fortune Global 500 (up 65 places), its eighth consecutive year on the list. R&D investment over the past five years totaled RMB 105.5 billion, with at least RMB 200 billion planned for the next five [s1][s13][s19].

**Q7: 雷军的个人生活是怎样的？他有什么标志性特点？**

A: 他保持出人意料的朴素：穿百元Polo衫、背旧黑色双肩包、出差坐经济舱，被戏称为身家千亿却最没排面的企业家。每天清晨五点半跑十公里，坚持十二年。2024年抖音粉丝从600万飙升至3573.6万，评论区成为年轻人许愿池。标志性特点包括：2015年Are you OK鬼畜出圈、给首批SU7车主亲自弯腰开门当司机、对神化自己的段子主动澄清（我并非高考状元）。周鸿祎评价他在行业里做了三十年的劳模 [s8][s16][s20]。

**Q7 (EN): What is Lei Jun's personal life like, and what are his signature traits?**

A: He maintains a strikingly frugal lifestyle: RMB-100 polo shirts, an old black backpack, economy-class flights—he has been teased as the billionaire entrepreneur with the least entourage. He runs ten kilometers every morning at 5:30, a habit he has kept for twelve years. In 2024 his Douyin following surged from 6 million to 35.736 million, with his comment section becoming a wishing well for young people. His signature moments include the viral "Are you OK" remix in 2015, personally opening doors and chauffeuring the first SU7 owners, and proactively debunking myths about himself (he was not a top gaokao scorer). Zhou Hongyi has described him as the model worker of the industry for thirty years running [s8][s16][s20].

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本档案机器版由亚洲封面人物官网自动生成：https://coverfigure.com ｜ 永久档案：https://coverfigure.com/acf/ACF-00-00112/geju ｜ 生成时间 Generated：2026-09-11 00:42