小猪：探索民宿共享平台的生存空间（B）

This case describes Xiaozhu's nine-year entrepreneurial story in the house-sharing field and presents typical operations for Chinese internet start-ups along with the problems and challenges they caused. Case A shows the process of Xiaozhu's seven years before the business was started: as a Chinese pioneer in C2C house sharing, Xiaozhu maintained rapid growth driven by capital. However, it still failed to resist competition from internet giant platforms and fell into a passive situation of being surrounded and blocked by competitors in 2019. At that time, Wang Liantao, one of the founders, reflected on their past practices, including whether co-management of the two founders was beneficial to the company's decision-making and response. Is it good to be a capital 'darling'? He tried to find internal reasons for Xiaozhu’s passivity and think about a strategy to get out of it. Case B shows Wang's actions to rid its passivity: he took office as CEO and replaced the previous co-management; Negated the "family" culture and established a performance-oriented culture. He also promoted strategic transformation to become a house-sharing agency. However, from the second half of 2020, the house-sharing agency track also started attracting more competitors. By July 2021, Wang faced another choice: either grow up independently or join up with larger Internet companies.