订阅制内部创业：博世BlueMovement的E-Lin Tan

我们都希望拥有像Netflix或亚马逊Prime那样的业务。一旦客户与之互动，就会自动成为他们生活方式的一部分。但你如何构建这种永久性交易？我是罗比·凯尔曼·巴克斯特，研究订阅和会员模式已近二十年。在本播客中，我和嘉宾们将分享会员经济的秘诀与策略。

We all want a business like Netflix or Amazon Prime. Businesses where once a customer engages with them, it becomes automatic and a part of their lifestyle from then on. But how do you build that forever transaction? I'm Robbie Kelman Baxter, and I have been studying subscription and membership models for nearly twenty years. In this podcast, my guests and I share the secrets and strategies of the membership economy.

加入我们聆听订阅故事——来自前线的真实案例。当强劲的顺风转为逆风，业务增长受阻时该怎么办？过去几年，随着增长黄金时代转向利润底线时代，许多会员经济企业都难以保持势头。今天的嘉宾Vilin Tan在利润底线时代接管了Blue Movement，在欧洲提供博世家电订阅服务。在我们的对话中，我们探讨了如何平衡循环经济、可持续性与盈利，了解他们如何在全组织内建立支持、培养正确文化，并持续调整服务以满足变化的客户需求。

Join us for subscription stories, true tales from the trenches. What do you do when powerful tailwinds change to headwinds as you're growing your business? Many membership economy businesses have struggled to keep up momentum in the past few years as the golden era of growth has evolved to a bottom line era. Today's guest, Vilin Tan, took the helm at Blue Movement, offering subscriptions to Bosch appliances in Europe during the bottom line era. In our conversation, we discussed how they balance circularity and sustainability with profitability, listened to learn how they've built support across the organization, developed the right culture, and continued to evolve the offering to respond to changing customer needs.

Yilin，欢迎来到节目。

Yilin, welcome to the show.

谢谢邀请，罗比。

Thanks for having me, Robbie.

很高兴你能来。首先想请你向听众分享，你是如何领导博世订阅计划的？

I'm so glad you're here. So I wanted to start by just having you share with our listeners how you came to lead Bosch's subscription initiative.

我在博世已近21年，隶属于BSH家用电器集团，长期负责创新业务、扭转公司业务局面，并在不同地区推动业务增长。最近我专注于可持续发展议题。因此当需要新人来扭转这个已有四五年历史的业务时——我接手时它正处于良好状态——这对我来说是个推拉结合的契机，让我继承了这个‘新宝贝’。

So I'm almost twenty one years at Bosch. So I'm with a BSH Home Appliance Group, and I've been leading innovations, turning businesses around for the company, growing businesses for the company in different regions. And of late, I'm really into sustainability topics. Right? So when they needed to look for somebody new to turn the business around, which is somewhat four, five years old, when I inherited it, it was quite a nice fit, both a pull push topic for me to inherit this new baby for me.

是的，关于业务扭转。请简要说明你们的模式以及他们要求你做什么。带我们回到你刚加入时的情景——当时发生了什么？他们具体要求你做什么？

Yeah. So a turnaround. Tell me a little bit what your model is and what they needed you to do. Kind of bring us up to the moment when you joined. What was happening, and what did they ask you specifically to do?

当时的目标是什么？

What were the goals at that time?

好的。Blue Movement本质上是我们推行的循环模式，是BSH的租赁/订阅业务。BSH原指博世和西门子家用电器，现已被博世全资控股多年。

Yeah. So, basically, Blue Movement is the circular model that we have. It's the subscription rental slash subscription business of BSH. So BSH used to stand for Bosch and Siemens Home Appliances. Now it's wholly owned by Bosch for quite a few years now.

在‘服务化’（使用权替代所有权）的趋势下——无论是Netflix等内容领域，还是我们这样的耐用家电——这正是我们依托的潮流。BlueMovement诞生于2017年，我们想探索如何强化订阅领域的业务。当时存在的更重要原因还在于循环模式要素：我们将家电带给消费者，比如你可以从我们这里租用洗衣机，而非购买。

And on the trend of as a service, usership instead of ownership, whether it be from the content world like Netflix to more durable goods like ours, home appliances, this is in fact the trend that we are leveraging on. Right? So and when BlueMovement was born 2017, we wanted to learn how we can also strengthen our business in the space of subscription. And one of the more important reasons for existence at that time is also the element of a circular model. That means we would bring our appliances to our consumers like yourself, and instead of buying a washing machine, you would rent a washing machine from us.

作为制造商，我们仍将拥有产品所有权。或许两三年后，您的生活发生变化或想升级新款，我们会收回洗衣机。经过翻新后，它会进入‘第二生命’，可能流转到您的邻居家。这就是我们设计的商业模式。

And we would still, as the manufacturer, own the product. And perhaps after two, three years, your life has changed or you want to upgrade to a new model, we take back the washing machine from you. We refurbish it, and we bring it to Second Life, to your neighbor, perhaps. Right? So this was the model.

这显然是个测试学习阶段，关键在于如何实现整个梦想。遗憾的是，从财务角度看租赁模式并不简单——现金流、资本支出、六个月后断租的坏账处理等等。当然还有增长问题，从事创新的人都期待业务能早日迎来爆发式增长。

And it was obviously a test and learn phase, and it was very important how we can make this whole dream work. It is, unfortunately, a fact that the rental business model is not the easiest from the financial point of view. Cash flow, capital expenses, nonpayment if you stop paying after six months, what happens with the bad debt, etcetera, etcetera. And, of course, the growth. Everyone, when you're working in innovation, you're always hoping that the hockey stick will come sooner than later.

那么核心价值主张是什么？如何构建可持续的运营模式？这些都成为亟待解答的问题。我的任务正是审视现有运作，在实现为博世集团开拓新客户群目标的同时，找到真正可行的转型路径。

Right? So what is your value proposition? What is your operating model to make it viable for the company to do this in the longer run, all came to be questioned. Right? And, therefore, that was actually my mandate to take a look at how things are run and how we can actually turn the business around yet fulfilling this goal of finding new consumers, new customers for for BSH, for Bosch, but doing it in a viable way.

既要保证盈利底线，又要实现盈利性增长。这就是我的使命——听起来超级简单对吧？

So with a profitable bottom line and growing profitably as well. Right? So that was my mandate to do. So super easy. Right?

简单得很呢。对了，Blue Movement目前在哪几个市场运营？给听众们介绍一下吧。

Easy peasy. Yeah. And where does Blue Movement operate just for our listeners?

我们现进入两个国家。最初从荷兰起步——您对欧洲很了解——循环经济和可持续性概念在荷兰消费者心中根深蒂固，那里堪称这个模式的发源地。

Yes. So we're now in two countries. So we started in The Netherlands, and think I you're quite familiar with Europe. So the topic of circularity and sustainability is quite prominent in the minds of the Dutch consumer. So there, it was the birthplace, actually.

这个创新模式和商业机遇如此诱人，早在我加入慕尼黑总部之前，博世就已将其纳入旗下。自2021年起德国成为第二个市场。值得高兴的是，新策略让我们看到了拓展更多国家的可能——订阅制和服务化的全球趋势下，我们确信现有模式能赢得世界各地消费者的青睐。

And then it was such a nice interesting model and business opportunity that we took it over that time before I even came into this space to the headquarters. And we are Bosch. Our headquarters is in Munich. So now the second country since 2021 is Germany. I'm happy to say, though, with our new approach, we are also seeing the opportunity to go to further countries because as the trend is global, whether it's subscription or as a service across industries, and therefore, we really believe that now we have a model that we can truly capture the hearts of consumers and customers across the world.

因此我们将突破这两个国家的局限。

So we will scale as well beyond these two countries.

几周前交流时，我发现这个模式对消费者有多重价值主张：更环保、减轻用户资金压力、减少维修责任、免去大家电维护烦恼等。但价值主张过多反而可能造成消费者困惑。

I know we spoke a few weeks ago, and one of the things that I found really interesting is there are really a lot of different value propositions for consumers with this model. So it's more environmentally sound, but it also helps I mean, you mentioned that you have, capitalization and cash flow issues on your side, but for the consumer, renting is much easier. There's less repairs. You don't have to be responsible for taking care of your big appliance. You have a lot of different value propositions that you could put forward, but I know that sometimes the more value propositions you put forward, the more confused the consumer is.

你们如何考虑在不同市场、不同细分群体中进行定位？毕竟各地对价值的认知可能存在差异。

So how do you think about positioning it, especially across different markets and different segments of different markets where there are maybe different sense of what denotes value?

是的。你从可持续性这个话题切入很有趣，因为实际上，除了年复一年的经常性收入和与消费者建立永久关系的承诺外，可持续性也是BlueMovement存在的核心理由之一。我们是一家企业初创公司，但我们的承诺是直接为消费者提供博世的服务与便利。换句话说，洗衣机、烤箱这些家电产品只是连接的桥梁。

Yeah. So it's interesting that you started with the topic of sustainability because, in fact, that was one of the main reasons besides this annual recurring revenue and continuous relationship forever promise with the consumer. But sustainability was also one of the reasons for existence for BlueMovement, and we are a corporate startup. But the promise is service and convenience directly from Bosch. That means, in other words, the appliance, the products, the washing machine, the ovens, that's just like the bridge.

对吧？但归根结底，拥有最炫酷的洗衣机并非身份象征，你真正需要的是干净的衣物。我们负责处理围绕这个需求的一切服务。

Right? But at the end of the day, it's not like a status symbol to have the sexiest washing machine, but rather you want clean clothes. Right? You want to always have clean clothes. And everything around it, we are taking care of that for you.

因此我们的愿景很明确：如果你需要干净衣物，我们会提供性能卓越、可靠且支持远程操控的洗衣机。月费套餐已包含维修更换服务，未来还将自动配送洗衣液，完全无需您操心。

So the vision is truly like, okay. If you want clean clothes, you have an excellent, reliable washing machine, which could potentially also be you can switch it on and off, connect it, and everything taken care of. And in that monthly price, should it ever break down. It's also in the price for us to come and repair and replace parts. And in the future, also, you don't have to worry about ordering your detergent.

这些服务都包含在月费中。我们围绕"获得干净衣物"这个核心需求提供全套便利服务。未来我们还计划与能源公司合作，对吧？

It's also part of that monthly fee. So the service and convenience around the entire job to be done of having clean clothes. Yeah. Hopefully, in the future, we also do partnering with energy companies. Right?

所有服务一应俱全。毕竟家用电器当然需要电力驱动，这就是我们的整体理念。

So everything is in it. Right? Because you obviously need electricity to run your home appliances. Right? So that is the general idea.

作为最了解产品的制造商，我们直接为您提供全方位的服务和灵活性。这是我们不变的承诺。我们会持续探索如何通过数字化解决方案提升您的生活品质——您无需更换机器，但若有升级需求，我们随时满足。

Service and flexibility, everything for you directly from the manufacturer who knows the appliance the best. Right? So that's actually the promise. And we continuously learn what else can we do for you to make your life more enjoyable, and that is the case that continue to learn and potentially can bring you as digital use cases. So you don't even have to change a machine, but should you want to, you can upgrade with us.

我们会回收旧机翻新，服务下一位消费者。请放心，我们在商业运营的同时也始终践行环保责任。

We'll take it back, refurbish it, and bring it to the next consumer. So we are also being like, rest assured, we are taking care of the planet as well while we are doing this.

没错。你提到人们不想要酷炫洗衣机，只想要干净衣物，这个观点很棒。我发现很多企业创业时明明清楚消费者要的是干净衣物这类持续结果，后来却沉迷于自己的产品设计。比如我曾在国际洗车协会演讲时提出——虽然当时反响不佳——没人真的想去洗车行，哪怕比街边店快两分钟。

Yeah. I'm so glad you brought up the point that people don't want a cool washing machine. They want clean clothes. One of the things that I've found with many organizations is they start their business because they know people want clean clothes or whatever the outcome is, the ongoing outcome, and then they become really attached to their awesome products. And then the example that I sometimes share is I spoke a few years ago at the International Car Wash Association, right, and I tried to make the point, which was not well received at the time, that nobody wants to go to the car wash even if it's two minutes faster than the car wash down the street.

人们真正想要的是汽车自动变干净。如果真有精灵夜间帮忙洗车就完美了，这样既不用开车出门，也无需等待那怕六到八分钟。正是这种思维能释放订阅制的潜力——就像你说的，这时服务已不局限于机器本身，还涵盖洗衣液、

What they want is their car to magically be clean. In fact, if little fairies came at night and cleaned your car for you, that would be ideal because then you don't have to bring it anywhere, and you don't have to wait even eight minutes, even six minutes. And it's that mindset, I think, that often can unlock the power of a subscription because then, as you said, now you're blending in. It's not just about the machine. It's about the detergent.

电力供应和数字化场景。我曾在AOCS洗涤剂大会演讲时也探讨过：如何确保用户衣橱里的每件衣物都洁净可用？用这个视角审视业务会碰撞出怎样的可能性？

It's about the electricity. It's the digital use cases. Another conference that I spoke on was the conference for detergents. Your oil I think it's called Aox, a o c s. And that was also we talked about that a lot about how do you ensure that somebody everything in someone's closet is clean and ready to go, and what kinds of possibilities emerge when you look through that lens.

确实如此。我认为，与消费者保持紧密关系至关重要，这样我们才能持续了解她的需求和偏好在时间推移中如何演变。而我们作为家电制造商——那些真正擅长甚至痴迷于此的开发者——可能并非提供最佳洗涤剂等产品的理想人选。因此，我深信合作的力量。首先要理解如何创造价值，然后观察哪家企业（无论是博世这样的老牌企业还是初创公司）最适合。

Exactly. And, I mean, I really believe in this close relationship with the consumer so that we can continuously find out how her needs and wants evolve through time. And then we, as appliance manufacturers, developers who are really good at that and maybe even obsessively so, may not be the ones who are the best to bring the best detergent, etcetera. Therefore, I believe in the power of partnering. First, to understand how we can create value and then to see which company and there are so many companies out there, whether it be boys and girls like Bosch or even startups.

对吧？如果我们能真正沿着价值链建立合作关系，就能创造并获取最大价值。所以我非常相信合作的力量。

Right? And then if we can truly partner up along the value chain, then we can create the maximum value and capture the maximum value too as a partnership. So I really believe in the power of partnering.

合作的力量。我在你的LinkedIn动态上看到这个词，Pop。我要开始用它了。我太喜欢这个概念了——伙伴关系的力量。

Power of partnering. I saw that on your LinkedIn feed, Pop. I'm gonna start using it. I love that, the power of partnerships.

没错。正如你所说，这需要思维转变：从只关注家电、家电、家电，到认为我们必须亲力亲为。我认为这两种思维转变对于保持敏捷、持续创新，以及避免过度捍卫我们自认为的核心竞争力至关重要。

Yes. Exactly. Right? So and I think that's also a mind shift change from, to your point, appliance, appliance, appliance, as well as we have to do everything ourselves. I think those two mind shift changes necessary to be nimble and continuously innovate and not be, to your point, too bogged down by defending what we think is our competence.

我们需要持续创新。

We need to continuously innovate.

我想探讨这个领域。我的节目邀请过许多纯粹做订阅制的嘉宾，对吧？他们从一开始就是订阅模式。很多来自软件、媒体行业，甚至像亚马逊Prime这样的零售会员制。

So I wanna go into this area. I've had many, many guests on the show who are just pure subscription. Right? They've been subscription from the beginning. A lot of them are in software, media, even retail memberships like what Amazon Prime does.

这些都是纯软件业务，没有实体产品。但博世拥有引以为傲的制造业历史，而你们现在很多工作依赖软件、金融和差异化运营。你如何平衡这些？我知道你在公司任职多年，这在推动新商业模式、新客户互动方式的变革中无疑是宝贵资产。

It's all software. There's no physical product. But Bosch has a proud history in manufacturing, and a lot of what you're doing depends on software, on finance, on doing things a little bit differently. How do you navigate that? And I know you've mentioned you've been with the company for quite a long time, which I believe is probably a great asset in this kind of a role where you're driving change in new business models, new ways of engaging with customers.

你们内部采取了哪些措施使这种模式成功？你认为这种模式是否改变了组织内同僚对使命的认知？

How has this model what have you done internally to make this model successful, and how do you think, if at all, this model is changing the way your peers across the organization think about what your mission is?

蓝色运动其实始于出厂之后，对吧？当烤箱离开工厂后。但BSH和博世的整个价值链涵盖原材料采购、供应商沟通、产品设计（比如冰箱设计）。

The blue movement step starts already after the gate, after the factory. Right? So after the oven is produced from the factory. Right? But the whole value chain of BSH and Bosch is from the raw materials, talking to our suppliers, and designing the product, designing the refrigerator.

如果我们能把冰箱设计成易于维修的模块化结构，那么在交付消费者后回收翻新时，只需更换磨损部件或升级机器'大脑'等，就能显著延长产品寿命。这样我们才能真正实现从摇篮到摇篮的全流程管控，降低排放和资源消耗。说实话，我们90%以上的业务仍是制造，但销售环节由合作伙伴完成。

And if we can design the refrigerator to be fit for repairability, right, and modular, right, then when we talk about bringing it to the consumer and bringing it back, refurbishing it, it would be already so much easier to just change over that part, which is from wear and tear a little bit kaput, or if it is necessary to perk up the brain of the machine, etcetera, right, for the performance to still make the durability and the lifetime of the appliance longer. We truly can then have the competence see through from cradle to cradle and have better impact on or lower impact on emissions and resource use. Right? So that's how we can truly make the difference. I mean, to be honest, more than 90% of our business is still we manufacture, but then our partners sell.

对吧？零售业。所以我们正越来越多地直接面向消费者，以更深入地了解她的想法和需求。但同时，当我们采用像Movement这样的商业模式时，我们才能真正串联起各个环节，甚至能观察到消费者实际如何使用我们的电器，进行远程诊断，并通过软件层面实现这一点。刚才我提到了模块化设计，但我们还在探讨如何通过软件实现这样的功能——即使你的机器硬件不变，只要系统知道你放入的是披萨，就能自动为你选择合适的烤箱程序。

Right? Retail. So and we are doing now more and more direct to consumer to learn more and more how she thinks and what she needs. But at the same time, when we are also in models like the Movement's business model, we are able to truly connect the dots, even see how the consumers are truly using our appliances, doing remote diagnostics, and by that, on the software element. So far, I've mentioned the modular design, but we're talking also about what kind of software such that even if your machine doesn't change, by understanding that you want an oven that can automatically choose a program for you when you put in your pizza.

明白吗？你只需说'我要酥脆的'，它甚至已经知道Robbie喜欢酥脆披萨。它会自动为你完成所有操作。通过软件网络更新，未来我们将能让你获得更好的烤箱使用体验或披萨烘焙效果——这些服务升级都不需要你购买或租赁新设备。

Right? So you just have to say, I want it crusty, and it even knows it already because it knows Robbie wants pizza crusty. It will automatically do everything for you. And through the soft web updates, we are able to, in the future, give you your better enjoyment of your oven or your pizza, talking about the service behind without even having you to buy a new one or rent a new one.

特斯拉就是这样的公司——无论你如何看待他们当前的领导层及面临的挑战，我认为他们的一大创新是从软件出发来设计汽车，让车辆能持续获得更新。你不需要等到购买新款车型，就能享受类似电脑或手机那样的升级体验。

Tesla was one of the companies that sort of whatever you may think about about their leadership at this current moment and some of the challenges they're going through, I think one of the big innovations that they had is they kind of started with the software and thought about how do we build the car so that we can continue to update it, that you don't have to wait until then you buy the next model, but there's actually room for the same kind of upgrades that you enjoy on your computer or your phone.

这正是关键所在！所以你之前提到SaaS（软件即服务）模式。虽然他们没有实体产品，但我们可以通过合作极大提升消费者的使用体验。这就是核心要义。

That's exactly the point, and that's why you talked about so SAS. Right? They don't have the physical products, but we could potentially partner up in order to make the experience of the consumers so much more delightful. Right? So that's exactly the point.

对吧？这实现了真正的全生命周期闭环——超越硬件、超越软件，提供完整的体验。我反复强调'服务'这个词，但对消费者而言，我们销售的实质是体验。

Right? So it's truly cradle to cradle, end to end, beyond the hardware, beyond the software, truly holistic as an experience. Right? So I mentioned the word service, service, service, but for the consumer is the experience that we're selling.

确实。你提出了多个关键点：首先你们大部分产品仍通过零售商销售，这其实是制造业常态。而转向服务型或订阅制商业模式，通常需要建立直接消费者触点——无论是学习需求还是直销。这对企业而言是新的能力建设，既要维系现有业务，又要培育未来增长点。

Yeah. I mean, you brought up a bunch of, I think, important points. One of them, you mentioned that you still most of your products, still sell through retailers, through third parties, which is honestly true of most manufacturers of most products. And often changing the business model to an as a service model or to a subscription model requires at least some direct to consumer interaction, whether that's just to learn or whether you're actually selling product directly. It's often a new muscle for the organization, this consumer research, and it's also about balancing the big business from the future business.

你在博世领导过多个创新项目和新部门转型，现在执掌BlueMovement板块。对于那些在传统成功企业里推动战略性创新（不仅关乎营收，更关乎全链路消费者洞察）的领导者，你有什么建议？毕竟这些洞察对整个组织都极具价值，而传统部门往往缺乏这类信息渠道。

And I know you've done a lot of work in innovation, in new products, in new divisions, and turnarounds within Bosch, BlueMovement being the latest part of the company that you're leading. What guidance do you have for others who are in big organizations that have traditions of success doing things the way they've always done them. When you're leading a tiny initiative that could be very strategically important, not just for the revenue, but also I mean, I'm sure you're learning from the consumer from cradle to cradle, knowing her whole journey is valuable for everybody in the organization who historically have not had that same level of access to information.

我常自诩为创业者——开玩笑说只是不敢拿自己的钱冒险罢了。

Yeah. So I always like to call myself as an entrepreneur. Right? So and the joke is that I just don't have the guts to use my own money for the fun. No.

但本质上，创业者和内部创新者所需的能力与思维高度重合。区别在于后者需要论证：无论是产品创新、软件创新还是商业模式创新，如何能强化这艘企业巨轮的长期竞争力？比如我不可能去搞火箭研发——那与家电业务完全脱节。

But, basically, I think there is a lot of overlap in the skill set and mindset between an entrepreneur and an intrapreneur. But an intrapreneur needs to understand how this future proof innovative idea, whether it's a product innovation or a software or a business model innovation, can strengthen the corporate the big company, the big ship in the long run. Right? So the fit because I can't choose something like, oh, rocket science or some other topic which has nothing to do with home appliances, that would be very ill fitting. Right?

创新必须契合企业战略。作为公司人，你要通过SWOT分析清楚自身优势与威胁，明白变革的必要性。但就像操控油轮，既要捍卫现有优势，又要克服大企业常见的敏捷性不足和风险规避心态。

So it's got to pay into the corporate strategy. And being a company person, you would understand the strengths because you do your SWAT, and you know the the threats that you're facing. So you know that you need to change. Right? And yet, you've got your heavy load of the tanker that has all the reason for you to defend your strengths, but also maybe the hurdles of being nimble and daring to fail.

因此组织也需要有不同的关注点、不同的预算和不同的人员配置。因为当你用相同的预算和同一批人既维持现有业务（保障我们的薪资），又尝试那些可能先投入才能产出的新项目时，这本身就是失败的温床。对吧？所以需要不同的团队，也需要不同的思维方式——我们必须不断强调：失败是唯一的学习途径，因为只有尝试过才知道结果如何。

So the organization also has to have different focus points and different budgets and different people. Because the moment you have the same budget and same people doing business as usual that pays our salaries and those that probably need to use money before they can make money, then you have a setup for failure. Right? So different buckets of people, also different mindsets because we need to continuously say, hey. Failure is the only option to learn because you never know what will happen until you try.

这种思维模式、技能体系和工作方式的全面转变至关重要，无论成败。这也意味着如果你真正相信某项创新，就必须获得高层管理者的关注。否则它很难存活——当面临预算限制和优先级排序时，人们很容易选择维持现有业务（保障薪资）而非烧钱的新项目。对吧？确实如此。

And this whole mindset shift, skill set shift, and the whole way of working is very important whether you fail or succeed, which also means that if you truly believe in a certain innovation, then it's gotta have top management attention. If not, it's not gonna live very long. Because the moment it is subjected to budget constraints and prioritization, it's very easy to say whether the business as usual that pays your salary gets the budget or this business that burns money. Right? So yeah.

而且它如何长期支持公司发展，必须始终符合整体战略蓝图。

And how it's gonna support the company in the longer run has to continuously make sense for the bigger picture.

完全同意。说来有趣——我正在更新为领英学习开发的课程《公司内部创业》，这实在是项被低估的重要技能。你刚才谦虚地说不愿冒险动用自己资金，但事实上...

Yes. Absolutely. And it's funny. Side note, I'm just updating a course I developed for LinkedIn Learning on being an entrepreneur entrepreneurship inside the company, which is it's such an important skill, and I think it's sort of understudied and underappreciated. Because, I mean, you were being modest and saying, well, I don't wanna take the risk of my own money.

在大公司内部进行创业尝试可能比独立创业更难，因为你需要应对众多利益相关方。

But the other part of it is trying to do something entrepreneurial within a large company can actually be harder than doing it on your own because you have so many constituents to answer to.

但我不认为独立创业就更轻松。创业者同样需要赢得内部利益相关者的支持。当你推动非惯例业务时——即使已在公司十年——你始终在为非常规事务争取资源。对吧？

But I don't think it's easier as an entrepreneur. Right? So but the entrepreneur needs to know how to win the internal stakeholders as well. And oftentimes, if you are the new topic, right, you may not be the new kid, right, ten years in the company, but you are always fighting for something not business as usual. Right?

关键是如何避免被贴上'干扰者''麻烦制造者'或'资源消耗者'的标签。必须找到双赢方案，至少要——我个人坚信——先制定符合企业整体战略的愿景，然后通过概念验证和小规模试点来证实价值，而非空谈。

And, therefore, how to not be labeled the distractor, the troublemaker, the one taking the resource and attention is super important. Therefore, they need to find the win win, right, or, basically, to at least find I'm a big fan of not just you need to have a vision and strategy first, right, that fits into the bigger picture of the corporate vision and strategy. And then you need to see how it's going to be realized. So you need proof of concepts. You need your little pilots.

你需要通过小型测试和阶段性成功来证明'这确实能为公司创造价值'，从而逐步获得更多支持。比如我的'小快艇'项目（我们自称小快艇），虽然我梦想将其规模扩大十倍，但这意味着需要大量软件开发、运营、销售和营销资源...

You need your little tests and your little successes in order to then show and not just say blah blah, to really show that, hey. It's truly adding value for our big company together. And then gain more and more support along the way. Because without this support, like, for example, if I were to try to make my little speedboat, so we call ourselves a little speedboat, right, 10 times, so, of course, I dream big. Right?

既然博世这艘'巨轮'已在运营和客户触达方面具备强大实力，我们更应该明确在什么情境下该采取什么策略。谈到规模化时，应该善用现有优势——分清哪些领域可以借力，哪些领域适合小规模可控尝试。

So I'm, like, 10 x. Right? So if I were to try to make my little speedboat 10 x, it would mean that I would need so much more resources in software developers, in operationalizing it, in the sales and marketing touch points to reach the consumers. And why should I do that when Bosch, as the tanker, has already so much power in the operations as well as in the touch points, in the sales and marketing, customer service, etcetera? And therefore, in my mind, it's like for us to understand in which context do we do what.

举个例子，假设要修改电商网站上的错别字（说得夸张些）。在'巨轮'体系里，你可能需要提交IT工单排队等待；但在'小快艇'模式下就能快速自主解决。

Right? So when we talk about scaling, then we should use the strength. So to understand which are the strengths you should play with and which are the areas that you better try to do it in a small scale where you have control. For example, if you want to change, just being dramatic, a typo on the webshop. If you were to do it in the big tanker, you would probably have to do an IT ticket and wait for your turn for someone to change it for you.

所以只是夸张一下而已，对吧？非黑即白地看待问题。因此，了解你的内部利益相关者是谁、如何赢得他们、何时与他们联系，我认为这也很重要，还有在哪个时间点需要弥补哪些优势和差距。对吧？

So just being dramatic. Right? So black and white sit. So to understand who are your internal stakeholders, how to win them, when to get in touch with them, I think it's also important, and also which strengths and gaps to fill in at which point of time. Right?

所以我有个问题想问你。我一直在思考公司内部创业的问题，以及在承担一个需要大量支持的重大新项目之前，在该组织中建立可信度有多重要或是否重要。你认为以何种方式（如果有的话），你在不同地区、不同产品线跨部门工作的经历帮助了你？在多大程度上（如果有的话），你在调用那些老同事、老关系来润滑车轮，让你刚起步的业务更容易发展？

So I have a question for you. I've been thinking a lot about entrepreneurship inside the company and how important or whether it's important to have credibility in that organization before you take on a major new initiative that requires a lot of support. In what ways, if at all, do you believe that it's helped you to have worked across the organization in different regions, different product lines? And to what extent, if any, are you calling on those old pals, old relationships to kind of grease the wheels and make it easier for your nascent business to grow?

是的。简单的回答是这真的非常重要。对吧？所以，我的意思是，归根结底，我感到非常幸运，因为我也是从工程出身，在进入商业和创新之前，我曾在技术线、产品线管理、工厂规划等各个领域工作过。对吧？

Yeah. So the simple answer is this is really important. Right? So, I mean, at the end of the day, I feel very blessed that I also come from engineering, and I worked in the technical line, product line management, factory planning, and everything before going into business and innovation. Right?

因为如果我真的需要在产品方面调整什么，他们没法糊弄我。同样，在商业方面，我也见过市场上的实际情况。所以我并不是那种总部的高管。对吧？我亲眼见过在消费者家中真实发生的情况，与客户交谈，建立关系，并与客户、制造商等各方建立合作伙伴关系。

So because if I do need anyone to adjust something on the product side, they can't pull a fast one on me. And similarly, on the business side, I have seen how it is in the market. So I'm not the headquarter lady. Right? So I've seen how it really happens in the real world in the consumer's home and talk to customers and build relationships and partnerships with, yeah, customers, manufacturers, and everything.

所以这种广泛的经验真的非常重要，知道该找谁商量、与谁切磋、争取谁作为支持者，这些都至关重要。所以我非常感激我有可以联系的人，他们总是为我腾出时间。这是不可或缺的部分。因为说到底，无论在大公司还是小公司，说实话，决定成败的不是事实本身。对吧？

So this bandwidth is really very important, and knowing who to call and who to spar with and who to gain as a champion is so important. So I feel very thankful that I do have the people to call, and they always make time for me. So that is part and parcel. Because at the end of the day, in a big company or a small company, to be honest, it's not the facts that win the day. Right?

而是人，是你与谁合作让那些疯狂的梦想和不可能的事情成为现实。对吧？所以

It's the people, and it's who you partner up with to make the crazy dream and the impossible come true. Right? So

是的。我个人认为，在组织内部拥有可信度对创业来说是一个巨大的优势。我见过几个——我们在节目中也讨论过——几个非常有技能、有经验的订阅业务人士去了不同的公司，结果却因为人们不接我的电话、不信任我、忘记你说的话而措手不及，他们认为我是坏人。我认为这是一个问题。你提到的另一个我认为非常重要的问题是，你已经多次提到，你不断将其与公司目标联系起来。

Yeah. I personally think that having credibility in the organization is such an advantage in entrepreneurship. I've seen several we've talked about it on the show, several really skilled, experienced subscription people go to a different company and be blindsided by people don't take my calls, they don't trust me, they forget the words you use, but they think I'm the bad guy. And I think that's one issue. The other one that you brought up that I think is really important is you've said several times now, you keep tying it back to the corporate goals.

你不断展示一切如何协调一致，我们如何朝着同一个方向前进。我认为这可能会让人精疲力尽，就像我刚和一个部门领导交谈时，他说，这不是很明显吗？如果公司设立了这个部门，让我来领导，并给了我资源，那它当然重要。但你不得不不断提醒人们，向他们展示各个部分如何拼合在一起，这可能会让人疲惫不堪。

You keep showing how everything aligns, how we're all going in the same direction. And I think that can be exhausting when you think I just talked to a division leader who was like, isn't that obvious that if the company put this division in place and put me at the top of it and gave me resources that it's important? But you have to keep reminding people and showing them how the pieces fit together, and that can be exhausting.

是的。所以，我的意思是，如果你不够坚韧，你就无法成为一名企业家或内部创业者。对吧？我认为你内心需要有一点受虐倾向，你喜欢痛苦。你如此渴望通过做一些开创性的事情来获得成就感，这些事情对大局有意义。

Yeah. So, I mean, you cannot be an entrepreneur or an intrapreneur if you're not resilient. Right? And I think you need a little bit of a masochistic thing in you that you like pain. You are so driven by the sense of achievement of doing something pioneering that will make sense for the bigger picture.

我认为归根结底，我们都经历过这些。对吧？所以这是一个——我的意思是，还要经历领导层更迭的情况。对吧？管理层变动、部门负责人变动、其他职能部门的利益相关者变动，你必须不断重复这个故事并强化它。

And I think at the end of the day, we have all lived through this. Right? So it's a matter of I mean, living through also when the leadership changes. Right? So the board of management changes, the division head changes, your fellow stakeholders in the other functions change, and you continuously have to repeat the story and strengthen the story.

我不会说重复这个故事，因为我始终认为我们需要调整方向。所以故事会变得更强大，也会与时俱进。始终保持前瞻性，我总是说要领先他人五步，这非常重要，因为如果他们看到你确实言之有理，不仅将其与公司的大局联系起来，还与你的利益相关者——无论是下一个职能部门还是他们的议程——联系起来。如果你做不到这一点，就找不到双赢的局面。对吧？

And I wouldn't say repeat the story because I constantly think that we need to pivot. So the story gets stronger and the story gets adjusted to the time. So constantly being ahead of it, I always say five steps ahead of everyone else, I think that's really important because if they see that you truly make sense, and it's not just tying it to the bigger picture of the corporate, but to also your stakeholder, if it's the next function, your stakeholder's agenda. And if you can't do that, you can't find that win win. Right?

那么你如何才能赢得他呢？就像是，好吧，你可能对可持续发展感兴趣，但对我有什么好处呢？对吧？所以这种连接点的工作，无论是与内部利益相关者合作还是与外部伙伴合作，都是关键。

And how can you win him? So it's like, okay. You may be interesting for sustainability, but what's in it for me? Right? So this connecting the dots, whether it's partnering internal stakeholders or partnering external partners, right, this is key.

对消费者来说也是一样的。对吧？你不是为了从消费者那里赚尽可能多的钱，而是为了让消费者感到愉悦，让她参与到如此美妙的体验中，与你建立这种伙伴关系对她来说是一种快乐。所以无论是内部利益相关者、外部伙伴、消费者还是客户，道理都是一样的，真正理解如何找到双赢的局面。

And that's the same for the consumer. Right? You're not in it to get as much money from the consumer as you can. You're in it to delight the consumer, have her engage in such a wonderful experience that it's a joy for her to be in this partnership with you. So whether it's a internal stakeholder, external partner, or a consumer or a customer, it's all the same, right, to really empathize how to find a win win.

我就是这样看的。你确实需要从中找到乐趣，我也必须学会这一点，Robbie。因为工程师讲究事实和数据。对吧？我一直很喜欢与人打交道，但我总是想，天哪。

So I see it like that. It's definitely you need to find joy in that, and I had to learn it too, Robbie. So because engineer, facts and figures. Right? And I knew I always enjoyed people, but I always thought, oh my god.

那是在浪费时间。我得工作。对吧？像我这样勤奋的亚洲人。对吧？

That's a waste of time. I have to work. Right? So hardworking Asian as I am. Right?

工作狂。但最终，我为什么要剥夺自己与人联系、向他们学习、理解如何合作创造酷炫事物的乐趣呢？所以最终，我允许自己享受这个过程，事实上这也是我认为自己是一个还算成功的企业家的关键因素之一。对吧？这一点非常关键，是成功的关键因素。

Workolic. And then in the end, why do I deprive myself of this joy of connecting with people, learning from them, and understanding how we can partner up and create something cool? So this is in the end, I allow myself to enjoy it, and it's in fact one of the key factors why I think I'm a reasonable, successfully successful entrepreneur to your point. Right? This is so key, the key success factor.

是的。好吧，我们简单谈谈你的成功。Blue Movement发展得如何？增长情况怎样？有哪些里程碑让你特别自豪？

Yeah. Well, let's talk briefly about your success. How is Blue Movement doing? How has the growth been? What are some of the milestones that you're particularly proud of?

是的。说起来挺有趣的，因为在Blue Movement的早期几个月里，我画了一座山，然后说，好吧，我们想增长10倍、20倍。我们现在在哪里呢？对吧？

Yeah. So, I mean, it was funny because when I was earlier months of my time with Blue Movement, I was asking I was drawing this mountain and then saying, okay. We wanna go up 10 x, 20 x. And where are we now? Right?

我们是处于0.1%的阶段吗？还是已经走了一半？然后想起了Bon Jovi的歌《半途而废》之类的。对吧？但我真心相信我们大概只完成了1%甚至更少。

Are we at the point 1%? Are we halfway there? And then Bon Jovi song halfway there and all that. Right? But I truly believe we are, like, 1% or less.

对吧？因为这是一个全新的世界。对吧？对我来说，这是一件非常令人兴奋的事情。对吧？

Right? Because this is such a new world. Right? And that's, for me, such an exciting thing. Right?

因此即便七年过去了，我们仍是开拓者，因为这对我们的耐用家电领域来说仍属新生事物，但长远来看终将成为常态。对我来说，首要之事就是发现这巨大潜力并非空想，而是确有数据支撑的。对吧？然后你自然会问：我们该如何在现有市场实现它？

So we are still pioneers even seven years down the road because it's still so new, yeah, to our durable goods appliance world, but it will become a norm in the long run. So for me, this whole finding out what great potential is not just a dream, but truly a data founded is really the first thing. Right? And then, of course, you say, okay. How are we going to make it work in the markets that we already are in?

转型部分包括改变商业模式，寻找真正契合的合作伙伴。首先要明确我们的价值主张，目标不仅是消费者，还有转向B2B的销售渠道。这让我深感自豪——当试图变革时，若从商业合作端切入，选择哪些商业伙伴或渠道作为目标群体至关重要，他们甚至能帮我们说服终端消费者，毕竟终端消费者对创新的接受速度往往慢于更具创新力的商业伙伴。对吧？

The turning around part, changing the business model, finding partners that truly are the right ones for us. What is our value proposition to begin with, who are our target consumers, but not only consumers, the sales channel are going b to b. So business to business, and that's also something I'm really proud of because when you want to try to change, if you go to business that comes from the, let's say, business partnering part. And from that viewpoint, your target group of which business partners or which business channels you go to is also very important, and they could potentially help you convince the Robbie Baxter or the Max Miller end consumer because the end consumer is from the innovation, let's say, uptick, is a little bit slower than the more innovative business players. Right?

这些就是里程碑。我们现阶段正开拓B2B领域，厘清参与这场游戏的

So those are the milestones. And where we are right now is basically also opening the b to b space, clarifying who and why we're in this game, not just why for the consumer and the customer, but also why for the company has changed. Right? And then also going forward, which are the new markets to capture, right, and to win. And so the business model part is also another critical factor because if we are not able to do it right in the existing markets, how can we scale?

对吧？我们不想带着错误方案扩张新市场，否则CEO们第一个饶不了我。这些内部利益相关者也是我的共谋伙伴，因此这些关键里程碑让我倍感自豪。但我们才完成不到目标的1%，前路令人振奋。

Right? We don't want to scale and go to new markets with the wrong thing, and the CEOs will just kill me for one. So talking about they are my internal stakeholders as well as partners in crime, and therefore, those are the critical milestones that I'm really proud of so far. But we are really just below 1% of where we wanna be, so it's very exciting.

我想请教：是否有其他采用类似模式的公司可供你们参考交流？比如观察他们的做法，或探索他人已开辟的路径？还是说博世和蓝色运动的每件事都是全新独创，完全从零开始？

So I wanted to ask you, are there other companies that have analogous models that you look at or even talk to to say, let's see how they're doing it, or let's explore different options that we have that other people have already paths other people have forged? Or do you feel like we're so unique that everything for Bosch and everything for Blue Movement is de novo from scratch, starting with a clean slate?

我不喜欢独处，对吧？所以我当然希望在家电行业里有几家企业，比如亚洲的LG就是一大巨头，他们在租赁和订阅模式上做得非常成功且扩张迅猛。但我总是习惯跨行业观察。

I don't like to be alone. Right? So I like if of course, if within the industry of home appliances, there were a couple of plays, and there is a huge play, LG, in Asia that are doing extremely well and aggressively expanding their rental and subscription model. Right? But looking I always look beyond the industry.

对吧？我认为自己更适合蓝海战略。如果你身处红海市场，往往就陷入价格战——降价、降价、再降价，各种价格厮杀，明白吗？

Right? So and I think that when I like to play in blue ocean. So if you are in a red ocean, then you're oftentimes on price, price, price. We have price wars and all that. Right?

比谁动作快一点，比谁价格低一点。但在蓝海新领域，虽然我们在这个行业算是新入局者，可放眼整个市场，你们才是这个领域的长期玩家。所以我们能从其他会员制经济案例中学到很多，就像博世俱乐部那样。

And who's a little bit faster, who's a little bit cheaper. But when we're in Blue Ocean and new space, then we might be new in our industry for this, but just among the few players. But in the end, you have been in this space forever. Yeah. So we can learn a lot about how others are doing membership economy because it's also going like the Bosch Club.

对吧？需要新客户随时找我们，我们会确保你的设备流转给下一位用户。这也是我领悟到的模式——毕竟我们做的是产品即服务，自然优先向同类公司取经。

Right? If you want new clients, you can always get from us. We will make sure that your machine goes to the next person. So it can also be in that way that I learned. So, of course, because ours is a product as a service, I try to learn from product as a service companies first.

最现成的例子就是汽车租赁，这行业都有上百年历史了。早年间人们总觉得买车才是身份象征，对吧？

And the easiest way is car leasing. I mean, they are hundreds of years old. And at the end of the day, earlier on, everybody would say, I buy a car. And that's a status symbol. Right?

我为什么要租车？但现在大家都说，哦，因为我不必担心维修。我能开最新款的车，等等。这实际上几乎是相似的。所以无论是赫兹租车怎么做，他们有那么多不同的车型，还是我们现在讨论的租赁而非单纯租车，以及生产设备制造业如何长久以来一直采用租赁模式。

Why should I lease a car? But now everybody says, oh, because I don't have to worry about repair. I get the latest model, etcetera. And it's actually almost a parallel. So whether it's how six does it, the car rental, they have so many different models, and or whether how even you know, now we're talking about leasing instead of just rental and how production equipment manufacturing is using leasing for the longest time.

对吧？售后回租之类的模式。这些都是不同的商业模式，但他们如何实现客户成功要素，永恒的承诺，以及初始套餐之外还有哪些附加服务可能很有趣，显然无论是亚马逊Prime还是其他。有太多可以学习的东西。我认为我从不同行业和价值链的不同环节中汲取灵感。

Right? Sell and leaseback and stuff like that. So these are the different business models, but also how they do the customer success elements, the forever promise, and what other additional services beyond the initial package that could be interesting is obviously whether it's Amazon Prime or whatever. It's there's so much to be learned. And I think that I take inspiration from various industries and various parts of the value chain.

对吧？所以不仅仅是产品端，还包括整个消费者生命周期价值、客户参与度方面，而且是全球范围的。对吧？所以我认为最终是要看看吸收哪些灵感，看看你能复制并调整以适应自己的用途。对吧？

Right? So not just the product side, but also the whole consumer lifetime value, customer engagement side, and really globally. Right? So I think that in the end, it's about seeing what taking impulses to and see what you can copy and adapt for your use. Right?

这就是我尝试解决问题的方式，这样我就不会感到那么孤独。

So that's how I try to approach it so I don't feel so lonely.

是啊。不，我理解你。我是说这很有趣，因为很多组织都觉得自己很独特，在某种程度上确实如此。产品是不同的。

Yeah. No. I'm with you. I mean, it's so funny because a lot of organizations think they're so unique, and they are to a certain extent. The products are different.

历史背景不同，文化底蕴各异。但归根结底，当你向某人提供订阅服务时，意味着将价值取向从所有权转向使用权，这让你能自由地关注结果而非仅仅是交易瞬间——那次销售本身的价值。汽车、电脑，甚至如今的可穿戴设备（我指着自己老式手表说），各种能追踪健康的设备，都是产品即服务的体现。比如我戴着Oura戒指，这些都在以不同理念诠释着：如何拥有实体产品、如何订阅服务、是否存在附加项等问题。

The history is different. The culture is different. But at the end of the day, when you're offering someone a subscription, it means to move the alignment from ownership to access, and it gives you the freedom to think about outcome rather than just the moment of transaction, the sale, that that's the value, and automotive, computer, even the wearables now, I'm pointing at my old school watch, but the different kinds of devices that can track your health. I, you know, I wear an Oura Ring. I mean, are all product as a service offerings with different ideas about how you own the physical product, how you subscribe to the services, whether there are add ons.

市面上已有许多优秀模式，所以你们能借鉴这些案例并与之对话真的很棒。想想看

There's lots of great models out there, So it's great that you're using those and talking to them. Think

确实如此。罗比，这正是我特别感谢你主动联系的原因——我深信社群的力量，更何况你是专家而我只是新手。这个领域的其他实践者已经建立了一些社群，我努力融入其中，也尝试从我的角度和经验提供价值。当我们分享这些经历时，总会惊叹'天啊，你是怎么解决那个问题的？'

that's Yes. Really And, Robbie, that's why I feel so thankful that you reached out because I really believe in the power of community, not to mention that you are an expert and I'm just a newbie. I'm so grateful that the other practitioners in this area have also built some communities, and I try to latch on and also try to give value from my end and in my experience. And when we share all these experiences, we're like, oh my god. You how did you solve that problem?

对吧？我认为最终我们面临的挑战是相似的，可能只是处于生命周期不同阶段，或者说人生旅程的不同节点，又或是略有差异的背景下。但连接我们所有人的主线是订阅模式，是持续性的关系而非一次性交易。当然，我这方面还额外涉及循环经济概念，但正如你所说，并非总是包含那个要素。

Right? And I think in the end, we face similar challenges, maybe at different phases in our life cycle, if you will, or life or journey, and maybe in a slightly different context. But the general line that joins us all is the subscription, is the continuous relationship and not just transactional. Right? And then, of course, my side is a little bit on the circularity additionally, but to your point, it's not always with that element.

但我想，这种与消费者建立的循环往复关系，正是将我们紧密联结的纽带之一。从线性、重复、持续的模式出发，这个共同点让我们所有人完美地串联在一起。

But that consumer recurring relationship, I think, is one of the things that bond us. And coming from that linear, recurring, continuous mode, I think, is the part that links us all up together quite nicely.

是的。哦，说得太棒了。我还有很多问题，但时间不多了。所以我直接问你是否愿意来个快速问答环节？

Yeah. Oh, beautifully said. I have a lot more questions, but we're running short on time. So I'm going to just ask you if you have a chance. Are you willing to do a speed round?

天啊。我不确定自己是否适合，但咱们试试吧。

Oh my goodness. I don't know whether I'm fit for that, but let's do it.

好的。你记得最早订阅的服务是什么？

Okay. The first subscription you remember having?

噢，老天。是马来西亚老家的送奶服务。

Oh, gosh. Milk in Malaysia back home.

现在除了BlueMovement外，你最喜欢的订阅服务？亚马逊Prime。如果让你选择，增长还是转型？

Your favorite subscription today not including BlueMovement? Amazon Prime. If you're given a choice, growth or turnaround?

都要。我是个胆小鬼。

Both. I'm a coward.

在你工作过的各大洲中，商业文化最令你惊讶的差异是什么？

Most surprising difference in business culture across the many continents where you've worked.

自上而下的控制与民主决策。但我在印度学到宝贵一课：点燃愿景后就放手。否则你会早生华发却难以达成目标。这让我彻底摆脱了过度管理——如果事无巨细，团队最多只能达到你的预期水平。

So top down control and, yeah, so democracy. Yeah. But I loved India because I learned there that you need to spark the vision and then just let it go. If not, you will have a lot of white hair and love to just reach the goal. And in the end, it really released me of any, like, too close management because if you do micromanagement, the best thing that the team can reach is where you wanted them to.

但如果你激发他们对愿景的热情并放手，他们能达到甚至超越你作为领导者的设想。这对我而言是惊人的领悟。

But if you inspire them for the vision and let go, you can reach even higher than what you as a leader thought. So that was an amazing lesson learned for me.

太精彩了。最后请分享一个在博世学到的生活小窍门。

Amazing. And then a housekeeping hack that you've learned at Bosch.

每周安排一个能直立行走的人过来

Get a weekly person on two feet to come and

让他们使用所有优质设备，对吧？哦，天哪。Elin Town，非常感谢您作为嘉宾参与《订阅故事》节目。这真是莫大的荣幸。

Let them use all the good equipment. Right? Oh, gosh. Elin Town, thank you so much for being a guest on Subscription Stories. It's been a real pleasure.

噢，非常感谢。我享受每一刻的交谈。

Oh, thank you so much. I enjoyed every moment.

刚才对话的是博世蓝动全球负责人Yulin Tan。了解更多蓝动信息，请访问www.bluemovement.com。想获取《订阅故事》更多内容及我与Elin的对话文字稿，请访问robbiekilmanbaxter.com/podcast。另外，有个小请求——若您喜欢本期内容，请花一分钟时间前往苹果播客或苹果iTunes为我们留下评价。

That was Yulin Tan, global head of Blue Movement by Bosch. For more about Blue Movement, go to www.bluemovement.com. And for more about subscription stories as well as a transcript of my conversation with Elin, go to robbiekilmanbaxter.com/podcast. Also, I got a favor to ask. If you like what you heard, please take a minute to go over to Apple Podcasts or Apple iTunes and leave a review.

若您特别欣赏本期节目，请在评价中提及Elin和这期内容。听众们正是通过评价发现我们的播客，我们真心感激每一份反馈。感谢您的支持，也感谢您收听《订阅故事》。

Mention Elin and this episode if you especially enjoyed it. Reviews are how listeners find our podcast, and we really appreciate each and every one. Thanks for your support, and thanks for listening to Subscription Stories.