追觅员工“贴脸开大”怒怼CEO俞浩,质疑无边界扩张太激进
Sou Hu Cai Jing·2026-01-16 13:42

Core Viewpoint - The internal conflict at Zhaomi Technology, sparked by an employee's public criticism of CEO Yu Hao's ambitious strategic goals, highlights potential management issues and raises questions about the feasibility of the company's recent aggressive expansion strategy [1][2][10]. Group 1: Internal Conflict - An employee in a company-wide chat criticized CEO Yu Hao's claim that Zhaomi would become the first company ecosystem worth one hundred trillion dollars, questioning the realism of such a goal [1][2]. - The employee's remarks included pointed questions about the company's understanding of U.S. laws and the implications of their aggressive strategies [2][4]. - This incident reflects a broader concern among employees regarding the disconnect between management's ambitious plans and the realities of execution [10][12]. Group 2: Strategic Expansion - Zhaomi Technology, founded in 2017, has shifted from a focus on cleaning appliances to a "boundary-less" expansion strategy, entering various sectors including automotive and consumer electronics [11][12]. - The company has seen a compound annual growth rate of over 100% from 2019 to 2023, with projected global sales of 3.96 million robotic vacuums in 2024, leading in market share in several countries [11]. - Since 2025, Zhaomi has expanded into over 30 different fields, including automotive and food and beverage sectors, indicating a significant shift in its business model [11][12]. Group 3: Leadership and Vision - CEO Yu Hao has made bold claims about the company's future, suggesting that Zhaomi could surpass current market leaders like Nvidia and Tesla in valuation [5][17]. - Yu's vision includes a utopian scenario where employees achieve financial freedom, reflecting his ambitious and sometimes controversial leadership style [4][16]. - The company's aggressive approach and Yu's confidence in achieving unprecedented market valuations have drawn both admiration and skepticism from industry observers [16][17].