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To introduce myself

Take Yin: Good afternoon, everyone. Now I will start my sharing today. I will talk with you about technology architecture and technology management. I will talk with you about some of my own experiences, namely confused thinking and choices in different stages of work.

First, I would like to introduce myself. I started my internship in Ali Mom Business Division under Alibaba in 2012, and I have been focusing on front-end engineering, middle and background framework and node.js research. I have been responsible for various basic technology construction of Ali Mom, and then I am the founder of Iconfont.cn. This is ali’s library of font ICONS that I created. In 2018, I transferred to The Hema Business Division of Ali and led a team. Then I took charge of the business line of user growth, a team of about five people, mainly responsible for various marketing and interactive activities of Hema. October 19 years (not long) has just joined the byte beating, about two months, are now growing from zero to a form of hangzhou customer of a front research and development team, is currently the customer growth, head of the hangzhou side of the front end, the team probably around eight people, may after the lunar New Year plan to about 15 to 20 people.

The following is a directory I share. I will talk to you first about how to build my own technical chassis, and then after building my own technical chassis, there will be a confused period and a variety of choices. I will tell you whether to go to management or not in the future. When we decide to take the road of management, I will talk to you about how to take the road of technology management, and finally I will have some conclusions and feelings of my own. In fact, the first three pieces of content is basically my heart for so many years.

Basics: How do you build your technical chassis

Technology is the foundation of life, enough strong technical chassis is the basic condition of management.

Let’s talk about the first piece of content, is how to build their own technical chassis, in fact, we are all technical personnel, technology is the foundation of their lives, so we have enough strong technical chassis before we can turn to management, too early to turn to management is actually not a good thing.

So based on my own experience, I will answer the following questions for you:

  • The first is how to build their core competitiveness?
  • How to expand their influence?
  • And more straightforward is how to get promoted faster?

I graduated in July 2013 and entered Ali. It was P6 for two years and P7 for two years, which is an above average level. So how do you become an advanced front end in a year or two?

In fact, we say that we generally look at two aspects of a P6 front-end, one is technical, one is business, technical we will hope that he has precipitation, business we hope that he can take the lead.

The key is to do a couple of things. The first thing we want to do is to have technical output. For example, if you’ve built a component library, you’ve built a Cli command line, you’ve made some engineering changes, you’ve improved some existing processes. And then, in addition to the technical output, we might want you to have some summary sharing, like if you read various source code and did some summary sharing.

We hope that you will be able to understand the business, manage the progress, and then lead several P5 students to develop a requirement with high quality.

In fact, the key words are mainly physical strength, solid, hard work. At this stage, you won’t encounter too many bottlenecks. Most of you will be at P6 level in two to three years or one to two years. What was my case? I was in charge of ali’s mother’s taobao Union business, and then I made a partial refresh library in technology. Maybe Angular had just come out and React had just started to have the Virtual DOM. That combined with Virtual DOM and instructions to make a set of partial refresh template used in my own framework, and then also at this time I used Ruby on Rails to make the first version of iconfont.cn, which you may not see now, the platform is the second set of version I later made.







Ok, what about when we get to the level of P6, how do we become a technologist in year 3 or 4 with hard work and a little bit of luck? In fact, the key word at this time, we actually say brain power, you have to be smart enough to become an expert in a certain field, and you have to be able to see opportunities, and opportunity is what we call a little bit of luck.

In ali, if fast, some people is about 4 years to P7, faster if they can better luck May 3 years, I have seen two years graduate even to P7, but if you don’t have a bit of luck, and then will not take the initiative to find the opportunity, some people May 6 to 7 years, even ten years, It’s not even possible to reach P7 in the future, as P7, what kind of things are we looking at?

First, as a technical personnel, we will see in the study must be technology, a rod to the end, that is to say you as an expert in P7, you in this field, you are absolutely a head, the for example, like I was in ali mother division, in the whole the background frame, which is one of the most understand people, If P6 cannot solve the problem, you can solve it with P7. At the same time, you have the ability to disassemble the technical architecture. For example, if you want to build a Serverless platform, how to disassemble the platform to each task and let P6 students do it?

The second is that in addition to technical research, P7 also needs to have a certain understanding of the business. You may be in charge of a business line, and then take control of all requirements, such as talking with the product about how to realize the schedule of our business.

And the third one, which is actually more important, is what we call generalization, the ability to think systematically. In fact, there are some heights that P7 may not be able to reach, because I may have met some P7 of Ali before, and there are also some that do not have much ability of summarizing and thinking. The most typical example is for example, if you have made a product, a big technical architecture, can you do one, two, three, four… Make a quick list of what you’re doing, say what’s hard about you, how you’re going to solve it, and then have a line, and string it all together in a systematic way.

The fourth point is called the dotted line leader to teach the new recruits. The leader of Ali’s line is usually P8 or a few P7. Besides the leader, P7 is basically the most senior person in the small team, so you also have to assume the responsibility of the dotted line leader to teach the new recruits. Then what was my case at that time? I was responsible for a lot of front-end business with new staff. Maybe I was a backup candidate in the whole business of Taobao Union except our leader. At the same time, I also made a whole wireless terminal solution, component library, Cli tools, construction, packaging and release of the whole line can be connected. It was also at this time, led seven or eight people to do a revision of the whole iconfont. Cn 4.0, which is the online version you see now.

Good, then the majority of people, at this stage of P7 P8 to encounter a big bottleneck, because this time you may come to a technical expert, has already achieve mastery through a comprehensive technology, in a comfort zone, is the confusion about the future, you don’t know where is your growth space, also don’t know how to break through, because before you, There may be many, many paths, and there may be people who say do you want to go management.

At this time, we come to the second part, which is a choice. Where is the future? Should we take the road of management, and how to break the situation when we meet the technical bottleneck?

Decision: Where is the future management

I entered this period of confusion about 17 years ago, and it took me about a year to get out. Based on my experience, I hope to answer the following questions for you.

It is how to deal with the bottleneck, and then what is the future, and then whether we should go to technology management.

In fact, when confused, it is very recommended that you find someone to talk to, find your predecessors, find senior students. At that time, I also talked with a lot of people and asked them, for example, if I wanted to go to the P8 road, where on earth WOULD I go? After a long conversation, I finally came up with three directions:

The first one is actually to continue to deepen the technology, that is, originality, in a certain field you do the best, such as Ant Design, you can improve THE P8.

The second business management is another way, that is, you may not know technology, but you can find some experts who know technology, then this is a pure management route, you need to know your business in depth.

The third one is actually a kind of technology management, which is a kind of golden mean. In fact, it is also the way I follow. We call technology and business, which is to use technology to assist business and achieve better results.

Well, the following three roads are respectively to tell you:

The first approach, which we call deep farming, is to do the utmost in one area, and it actually has some problems.

For example, the first question is called, the ceiling of the front end is actually a little bit lower, although I don’t like to admit it, but to be honest, compared to the back end, like algorithms or infrastructure, they can achieve P8, P9, or even P10 with pure technology, but the top of the front end industry was probably P6 a few years ago. Of course, we see generations of sages, or predecessors, constantly raising the ceiling, but at least in Ali, it is relatively few that can rise to the front of P8 by pure technology, and most of them may still need the strength of the team.

And that’s the second thing that we’re going to talk about is that there’s a limit to the power and the energy of one person, and you’re a technologist, and you’ve taken apart the entire technical architecture, and it’s still not big enough. Team and a person to compare, get the result is certainly not quite the same.

The third is that there are fewer and fewer opportunities for ingenuity, and in fact there are always new technologies coming out of the front end as we say. For example, at first we were jQuery, then we developed React, then we developed the concept of Virtual DOM, and now we start to do Serverless, DevOps, middle and background architecture, etc. After each stage emerges, there will be a group of people who can seize this opportunity. But, he gets the opportunity, you don’t get the opportunity, and it’s hard to get promoted when there are fewer and fewer opportunities for originality. The fourth, it is one of the most fatal problem, there is no way to prove the value of the business, will be the challenge, let’s say you made a Serverless system, what did you do a set of architecture, business students will ask you, what the things about my business value, my business goals may be to more users, and may be more GMV, You can only say that I have made more human efficiency improvements in engineering efficiency, but your value to the business is hard to articulate and measure.

Good, that way below what there is, is the business management, a pure business management route, the route is not recommended to walk, I met such a manager, he really is a pure business management course is a feeling, way of doing things he cannot catch up with the technology updating iteration, a lot of things to do decisions might not be right, will be hard to take, Of course, job-hopping is not very competitive, because you may only know your business, and then development will be limited, limited to your management. The fourth is to leave the familiar business scenario, all the experience will be reset, for example I used in the box of the horse, if I were in charge of the whole box that a horse the user growth, if all my business Lve is clear, but I am not into a new retail department, for example to byte beat now, all the experience may be hard to continue to be reused.

Third way is the technical management, also is a kind of golden mean, I think is most suitable for walk the road, is a technology with the business, when I was walking ali has started internal agitation, is everybody says technology with business counterparts, and auxiliary business success, and then to prove the value of the technology.

Path: How should technology management go

Well, we finally made up our minds and decided to go technology management, then how should we go about technology management? I probably in July 18 years rotated to box the horse do the technical director and lead the team responsible for user growth this road, go all the way down and work out a new road, hope I can give you to answer the following questions, our technical thinking how to change, how to do a good job in management and technology of how to deal with a sense of degradation.

I think as a technical management, to do to sum up a total of three, is the internal and external work and magic, internal work you have to do is to understand technology, understand the business, have a vision, external work is you to communication, management, but also may quarrel, demons is you’ll feel all sorts of be swayed by considerations of gain and loss, heart must be stronger, strong go on.

Because we are technical people, technology is the foundation of our life. In fact, the front end has gone through several stages, from CSS and HTML to backbone. js, then to Angular, React and Vue, and then to Node.js. Nuxt.js ah and then Umi. Js, Weex, and now the latest background construction, Severless, small procedures and so on, I found that our front end to learn things really is too much, really someone will say we can not learn. In fact, we as a manager, we will find it more difficult, we will have less energy, so I used to chat with some managers to say, what should we do in the face of this problem, the conclusion is, there is no shortcut. You just have to spend more energy to do some learning things, of course there will be some skills, for example, we do some CodeReview, when you help others CodeReview, you will also have a technical growth. Then listen to others share, maybe even if it’s you. At the same time, you will do more preparation for the interview, for example, when you are going to interview a person, you find some skills on the resume, maybe you don’t know, you may also need to make up for yourself, and then you need to spend more time to learn,

It besides technology, another internal work is called business, really want to do business this one of the key point is that we want to do a change in thinking, in the past we have a problem, may be obvious we will think, this is a technical problem, but we need to have a change just feel it is not only a technical problem. If we think it is a technical problem, our first idea is to say, we should design a complete architecture, to find a few more people do this architecture is large enough, then research the industry a variety of technical solution, but if you are not from a technology of thinking to think about this question, you might think, how it is for this business to the technology, Where is the technology in the business, what is the business effect it brings, and finally what kind of technology we should use to assist the success of the business.

I will give you some examples. This is the first time I went to Hema to do something called Serverless architecture. What was the problem with hema at that time? Is to do a variety of marketing interactive activities, such as our big wheel, such as our brand, etc., these things used to be done by three teams, my team is the C-side team, specially used to do the activity page.

Then there is the front end of the configuration side, which will make various configuration interfaces and have the Java back end as the interface. Then these three ends will carry out various communication, which will bring various communication costs, and the development cycle is particularly long.

After I went there, the first thing I did was a marketing interactive platform based on Serverless architecture. The platform allows you to go straight up as a front-end, edit node.js scripts online, write the interfaces you use, and encapsulate various modules, such as DB, voucher, security, and so on. These can be referenced directly in your Node.js faAS script and written directly to the business logic. HTML pages can also be published directly on the platform, and the configuration can be configured directly using JSON Schema.

So through this platform can let you to develop a game, play contains your configuration, your interface, your page, of course, behind what data will also do together, we’ll do some basic publishing platform management, then we will have our own Serverless container, our template container, we the configuration of the container, This framework has supported hema’s marketing and interactive activities on November 11 in 18 years. It has been relatively stable without any failure, and the overall human efficiency has been increased by more than one time.

That this time I will think, this architecture makes as well, also let me take back subordinates promoted the P7, but think it is not big enough, or not enough to make you rise 8, that what we think, at this time we want to make it bigger, so I can start planning a set of rights and interests of such a thing.

Ali also made several sets of internal rights center, then in fact box horse inside have no this a set of rights center, the middle one we actually made a Serverless play first, and then do the rights center, and then do a set of task center, after these things the whole finished we have three pieces of the big picture, that is, actually.

Three big platform support, as well as a variety of technology precipitation we do, for example, we solved a variety of tool systems, made the whole wechat login system, universal modules and so on.

This sort of thing when we feel as if we have the technical architecture is big enough, the platform is big enough, the end of the year when I go to take the time of this report, I was particularly impressed, my supervisor asked me a question, he said, the are ok, you do PPT also have technical depth, but where is your business, Do you know what the business goals are for the user growth part you’re responsible for? Do you know how many people the operation, for example, is going to hire this year? To my touches it was particularly big, as if he had contact with a no contact areas, box of horse before r&d is in hangzhou, all of its products, operating in Shanghai, so I started to run every two weeks a Shanghai, dedicated to sit down and chat with students to business, how are we going to do business, my what technology can do for your business.

So, I started to do such a plan, the plan may be said, what is the only one difference, we from goals to start a business, including our user growth is responsible for the new, retained, after purchase, sleeping, erosion, so we will have a variety of style, each stage for this game we have a variety of channels, Different channels may be things we need to do some optimization ah, some channels without channels, and we need to have various product matrix.

In fact, the previous technical architecture is only at the engineering level, making Serverless, task center and rights and interests center. But later, because you start from the business, you can think of more things to do at that time. For example, at that time, we thought of data to really help the business success. What do I mean by that? Let’s say all the engineering stuff THAT I did, solved the engineering efficiency. But the operation people might say, how can I attract more people? Then we created a product called True Vision, which is to analyze all your transaction data on Taobao and figure out if you buy a uniqlo dress, whether you buy it comfortable and cheap. Then these value points can be analyzed, so that when we produce hema products, I will put these points on the label, which can improve more re-purchase, and then bring more raxin.

Then we have a view called internal work third problem, is that we need to be able to see no one else can, as a technical director or P8 position, we really want to have a forward-looking concept, may your subordinates see a cylinder he saw may be a circle, you may see another affiliate is a square, But you have to be the one who can see the truth in a higher dimension, what no one else can see.

For chestnuts, for example, a subordinate said, now we release process is not good, we need to do a release build tools, said another staff, we have no monitor, we need to do a set of monitoring platform, but you want to know, what is the end of this direction, such as the final direction may be a conversation, that you want to say, you can do, You are right to do so, but what is our future direction? You need to control the overall direction and make no mistakes.

That how to improve their vision, to be honest, as a technical management, you will be able to attend to more meetings, there are more information input, your vision can have certain culture itself, at the same time, it is much talk about accumulated more, looking for higher order than you are, looking for more colleagues, more people have ideas, go to have a chat.

After finishing the internal function, let’s talk about the external function. One of the most important aspects of external function is that we need to communicate well. Actually, I met a case before, that is, the operation may be about to go online, and there are all kinds of ideas. Don’t have time to do, can’t do, this demand, the product is a feeling, don’t do this requirement, this hell doing research and development, he will feedback to the boss, the boss the first feeling is this demand, why not do it, you must give me the solution, and then on to leader, leader can only let the people to do it.

It is actually a very vicious circle thing, before I actually had a similar thing, in fact you want to stand with the business, by an indirect way to achieve their own purposes, such as there is an example in the box before the horse is, operating in the online he needs a three kilometres to choose the address of a function, Then I will stand in his point of view and tell him that the business value of this project is not high, and it may bring some new impacts now, and we may not be able to achieve better business indicators. We can save the r&d manpower and do some better things after this release. Then the product will feel that you can talk well, you can think in his perspective, in fact, the core is that you need to understand the business, stand in the business perspective to communicate problems, to indirectly achieve one of their own goals.

One is to manage up and the other is to manage down. A leader is actually a coordinator in the middle, who needs to solve problems up and get results down, so as to reassure the boss and make the people below happy. Up management is mainly to do what, the core is to solve the problem, the boss really don’t understand technology, don’t know what the value of your front end is how, as long as you can give me solve the problem, the boss will have a wide variety of problems, such as a temporary problem, operation feedback problems yesterday, or other existing problems.

In fact, as a leader, you should do three things at the core: the first is to give feedback, the second is to make appropriate requirements, and the third is the most important is to give conclusions. ** means there is a problem, you have to clearly say what is the cause and effect of the problem, how it looks, and how many people I need to solve the problem, how much effect these things can bring, how much business improvement.

Horse, for example, we used box, do have a APP on Saturday, head of the line suddenly out of a fault, the boss might ask is what reason, in group of she would say I tidy it up, it will give you a report on Monday, tell you is what reason, she will tell you the ins and outs, probably need how many time to fix the problem, and after repair, What is the effect like, so that no matter the boss or the head of the department, will be very assured, rest assured to give this matter, the team to you.

The next thing we want to talk about is managing down, making people happy to get results, one is happy, one is to get results. In fact, I think it’s more important to manage down than up, because the people who go with you are your most valuable asset.

  • ** The first thing we call building trust, being in the same boat. * * you may often meet some people who refuses to accept, in fact, I was just to box that a horse, in a sense, is airborne, because at that time the business line has a more senior person may be responsible for, come up to say that I did not say a I want to, how do you like the leadership of the all you have to do things should be with him to solve the problem first, For example, AT that time, I took him with me to build the serverless architecture, and you could teach him what he didn’t know. Then, during the Double Eleven, he also encountered various problems. For some problems he couldn’t solve by himself, you solved them, and you helped him solve them. Finally, he can be promoted to P7 with this thing, so that you and he are the same as a community of interests, together in times of difficulty, and the sense of trust will be established.
  • ** The second and more important point is to create an atmosphere and work happily. ** It’s important to be happy. May be some people, if not open, the same workload will be very resistant, difficult to do, that is: people, can be tired, the heart, can not be tired. If the heart is tired, then the team is easy to fall apart, but if the heart is not tired, the business pressure is relatively large, he will work with you to Cover the difficult point.
  • ** The third thing we call more important is: Clear goals, mission. * * front in this area is difficult to do, since we are going to do a front end a lot of the time of resources, the role of this lack of people need to do a business, as in the past, the lack of people over there and temporary in the past, these things done, feel for what we don’t have the growth also does not have any value, that this time you as a leader, You need on a regular basis to communicate with you, tell you, what is the goal of our team, I should work together in the direction of the door, beating in bytes actually have an advantage is that each of us can have their own OKR bi-monthly, all OKR is visible, is I can clearly know, my boss what is the bi-monthly goal, We all know what my boss’s boss’s goal is, and even what Zhang Yiming’s goal is. When I was in Hema, we made a technical planning every half year, telling everyone clearly which direction our department was going in, which technical products we were going to make, and which direction we could make efforts in.
  • ** The fourth and more important thing is called echelon construction. ** This is also what I said before, a person’s energy is limited, you need to delegate your work to people below you to do, we call: “aptitude. In fact, different cases and cases are different. Do you put all the things apart is the concept of choose and employ persons is clear, every detail to control very well, let him just do, this is not conducive to personal growth, also go against the whole of your relaxation, do you want to do more is to cultivate the people, have a problem, he can solve, then put him in this place, let him to solve, Then you can reach a higher goal.

After we finish the management thing, there is another important thing called the ability to quarrel, although it is a little rusty, but this ability is really important, in fact, I used to do not do such things, but I think there are two points must do, even if you do not want to:

  • The first one is that when planning technology, we must strive for space for the team, that is, there are only so many good opportunities, how can you strive for more space for the team, so that everyone has room to play and grow, if there is no room for growth, the team will not retain talent.
  • Another is to say, out of the question, we produced a fault, said the point is how do we go to jilt pan, if the problem really is our, it must be have the courage to bear, this is no problem, but we have to do is more of a protective role in a classmate, such as the problem is probably doesn’t belong to us, you can’t is you as a leader, Think this thing down, this time will actually hurt the heart of the following people, in fact, you have to be the strongest shield in the whole team, in the front to protect everyone.

In fact, there is another important thing, which we call inner demons. When we just start to change management, we are bound to have all kinds of worries about gains and losses. The more skilled people are, the more difficult it is to walk through this place. When I first went into management, I would say, I don’t like management, I’m going the wrong way. What should I do if my technology degrades? What my subordinates do is not very reassuring, or I will do it myself. Meeting everyday, feel his own time to learn, this is I chat with a more senior predecessors before, he gave me a words: he said that the most difficult is not in front of you those challenges, you can take the challenges in the past, in fact the most difficult is the sand in your blood, are these your all kinds of demons. Then believe in the heart of things to persevere. Keep going. So how do we solve this problem? Actually, I think it’s three:

  • ** The first is to be able to afford to put down. The phrase ** actually has different interpretations in different places. How do we interpret it in this place? As a technical architecture, we probably got a lot of glory and trophies, like I did iconfont. Like, I’ve written a lot of blogs, and people think you’re awesome or something. But when you start to go into management, you start from zero. You start going back to the days when you were a technical nerd, and this thing didn’t work, and that thing didn’t feel right, so at this point, you have to let go of all the glory that you took with the technical architecture.
  • ** # 2: Find a new sense of satisfaction. What does the new satisfaction mean? That is to say, before we got a variety of achievements through technical architecture, but now you have to have a different sense of achievement, like I led the team to success. I trained echelon, and they did a great job. I bring a high incremental value to the business. Lead the team to success, in a sense you can also get a better result, this is a new sense of accomplishment.
  • ** The third point is called face the problem and move on. ** is when you can’t think, my advice is not to think. Face the problem first, this problem is there, I have so many demons, it doesn’t matter, go on, get your sense of achievement, you will come out bit by bit.

In the end, the leader is actually a ceiling of the whole team, and you need continuous self-growth to broaden the path of the whole team. Including the previous said internal and external work and your demons. You have to keep growing so your team can keep growing.

Summary and Perception

Here are some of my conclusions: In fact, IT is very recommended that you communicate more with others at ordinary times, to give a few examples

The first one is called “a lot of the time, technology is not everything, it is often other abilities that determine success. Before give you an example, ali do is stronger in the field of database, there used to be a very senior Daniel, in the field of database may be P9, he to huawei’s bid for a government database solution, he gave the solutions is ali, architecture is especially good, don’t have to consider all sorts of stability problems. Then he said that we can provide you with two P7s and one P8 for technical support, but we have to rest in the evening. But Huawei said, our technical architecture may not be as good as Alibaba, but we provide you with a dozen people, 7*24 hours service, that person finally chose Huawei, why? Your technology is very strong, “he said.” but my entire database data export to me a Excel can be filled with, why do I need you ali this architecture, so I decided to a lot of successful other ability, we don’t give yourself limits, that is the technical architecture is your ability, but the other ability is a part of your ability.

And then we talk about physical and mental force, you know, try to use the word, physical force gets you to P6, you work hard enough, you’re practical enough, and you do a lot of things, and mental force gets you to P7, which is you do all kinds of things to find opportunities, smart enough, to do all kinds of technical architecture dismantling. No matter what we do, others will challenge you. For example, we did BFF layer at the earliest, including Serverless now, back-end and business will challenge you. Can you make it stable? I want you to do it. You have to believe in the power of belief, even if the people on your team don’t believe in it, you have to go ahead and get results.

And then one’s greatest ability is not your technical ability, but the ability to see a problem, to define a problem, to solve a problem, and be able to replicate that. When I went to Hema, I found problems. For example, I found that its RESEARCH and development system was chaotic and needed three parties to work together, which would bring various problems. After finding the problems, we defined the problem. Then lead your team to solve it and get results. But this set of capabilities you need to be able to copy, for example, if I go to Bytedance, I need to put this capability in a new department and take it as it is, and follow this path to get the results.

In the past two years, Scott observed that the front-end industry has completely entered the deep water zone of competition. The front-end TL of companies of various sizes just took office and led the team at the beginning. In view of the front-end engineer group, how to manage the personnel director, take the results from the stage and help them grow, this national front-end technology executive learning exchange group was established. In the selection and education of people to learn and grow each other, please add Scott wechat: Codingdreamer invited into the group, at the same time, the future of the front early chat conference schedule dynamics, information download please scan the following public number to follow up: