Original · Unique Research · 2025-11-05
Editor’s note: This complete English edition preserves the original report’s commentary and Wang Bihao’s interview statements as of November 5, 2025. User counts, financing milestones, model-performance comparisons and claims about emotional capabilities are source-attributed, not independently audited findings. Xinying Suixing and Doudou are romanizations of the Chinese company and product names; Hakko.AI and LynkSoul VLM retain the source’s spelling. No publication location is inferred.
In an era when everyone is asking, “What else can AI do?”, Xinying Suixing offers a refreshing answer: AI is not an efficiency tool, but a companion. It is not here to take up your time, but to spend that time with you.
From the outset, Wang Bihao and his team never treated AI as an all-purpose machine. What they saw was a gap in human connection, the silhouette of a lonely gamer, and that familiar thought in a game: “It is no fun playing alone.” So they did something that may appear “inefficient” but is deeply human: they gave AI a pair of eyes, enabling it to see you, understand you, and stay with you.
Their product, Doudou AI, is not designed to make AI win games or crush opponents. Instead, it aims to be a presence—a friend with whom you can talk about victory as well as defeat. It adjusts how it speaks according to your gaming habits and emotional shifts. It cheers you on through an all-night dungeon run, offers advice when you are stuck, and chats about life while you wander the map with nothing in particular to do. This is not efficiency. It is resonance—the beginning of understanding.
The AI Industry’s Inflection Point Lies in “Relationships”
Wang Bihao’s view is clear. Today’s AI lacks neither generative capability, computing power, nor conversational ability. Its true inflection point is not whether it “can do something,” but whether it “can keep you company over time.”
He says the most significant breakthrough in generative AI lies in the evolution of contextual understanding and long-term memory. When AI can understand a joke you told yesterday, remember that you prefer melee characters, and even recognize your low mood at three in the morning, it makes the leap from a “tool” to a “relationship.” This is a quiet technological revolution and a gentle reconstruction of the user experience.
Their LynkSoul VLM model was created for precisely this purpose: not to make AI merely smarter, but to make it more considerate. Technology need not be cold; it can be used to build emotional warmth.
Not “Replacement,” but “Co-Creation”
As the entire AI industry races toward agents, Wang Bihao has chosen to slow down. He does not want AI to operate a game on your behalf or become a cheat. That, he says, is not companionship; it is overstepping.
Truly good AI does not remove people from the decision-making loop. It understands, guides, and supports them. His team does not want a teammate who “plays better than you,” but a partner “willing to listen to you ramble.” The agency of future AI should not mean “executing in your place,” but “co-creating the experience.”
This is a remarkably clear-eyed judgment about technology and ethics. While many people are eager to make AI “do more work,” Wang Bihao says their AI must begin by “understanding people.”
Chinese AI Is Moving from “Fast” to “Deep”
Xinying Suixing’s approach to global expansion is also highly representative. The company does not treat AI as a “one-size-fits-all global” template. Instead, it goes deeply into each market and seeks to understand each culture. In Japan, for example, the team refined the subtlety of the product’s language; in North America, it strengthened humor and personality; and in Southeast Asia, it carefully selected locally popular games for adaptation.
This is what Wang Bihao calls a “localized intelligent experience”: allowing AI to truly adapt to local customs rather than trying to conquer the world with a single algorithm. Chinese AI companies, he says, are no longer merely “followers”; they are becoming “scenario innovators.” Their greatest strength is not model parameter counts, but the ability to turn technology into experiences and experiences into connections.
He believes China’s complex and diverse internet environment is becoming the best possible training ground. Chinese companies have built personalized content recommendations and explored integrated product loops spanning social networking, entertainment, and e-commerce. AI now requires exactly that kind of understanding. This may be Chinese AI’s most distinctive competitive advantage: depth, speed, and adaptability.
The “Era of Individual Intelligence” Is Rewriting Entrepreneurship
When asked about the theme “Pioneering Intelligence | The Era of the Individual,” Wang Bihao did not respond with a grand narrative, but with a practical sense of excitement. Entrepreneurship in this era, he says, is no longer about “piling up resources and racing to seize territory,” but about “staying lean, testing quickly, and operating at low cost.” That is AI’s greatest significance: intelligent people no longer need to build value around concentrations of capital, but can build it around insight and creation.
The value of the “individual” is consequently being redefined. The most competitive organizations of the future may not be the largest, but those that can amplify individual capabilities and respond rapidly to change. Small teams that know how to use AI to “amplify themselves” may become the backbone of the next era.
He emphasizes three points in particular: “human-machine collaboration” in skills, “iteration as the norm” in operating rhythm, and “seeing the variables clearly” in cognition. This is not entrepreneurial motivational talk. It is a roadmap from someone who experienced AI’s emergence firsthand—an action plan for becoming a creator at the crest of the wave instead of being swept along by it.
In Closing: AI Is Not Here to Live for You, but to Live Alongside You
Xinying Suixing’s story tells us that AI is not a “technological explosion,” but a “reconstruction of relationships.” It is not here to replace, control, or accelerate you. It is here to accompany, understand, and help you realize your potential.
In the gaming world, an AI companion can do more than tell a funny joke or point out a shortcut on the map. It can join you in the evolution from “passing the time” to “sharing an experience.” In the real world, perhaps we will ultimately accept that the most valuable thing is not how powerful AI becomes, but whether it is genuinely “by your side.”
Wang Bihao’s judgment is not radical, but it is resolute. What he believes in is not the miracle of technology, but the power of understanding. An AI that truly understands you may be like a friend who truly understands you: it may not make every decision for you, but when you need it most, it will understand every word you say.
That is the warmth of AI—and the direction of technological progress most worth anticipating.
Interview Highlights: Q&A
Q1: Could you briefly introduce Xinying Suixing’s background and development, as well as its core positioning in AI?
Wang Bihao: Beijing Xinying Suixing Technology Co., Ltd. was founded in April 2023. It is a leading company focused on consumer-facing, or 2C, applications of artificial intelligence. Our principles are “entrepreneurial passion, user orientation, technological leverage, and continuous progress.” We are committed to using AI to create joy for users worldwide and to building a first-class AI gaming companion.
Core technology and product: Based on our independently developed VLM, or vision-language model, technology, our product Doudou AI provides users with real-time in-game guidance and companionship. We have now accumulated more than 10 million users.
Development milestones:
April 2023: The company was founded.
August 2023: We completed our angel financing round.
October 2023: We launched the beta version of our product, Doudou Game Companion.
2024: We expanded into Japan and completed our Series A financing.
2025: We released the official 1.0 version and entered the North American market under the Hakko.AI brand.
Core positioning: Our positioning has three key elements:
While large models pursue efficiency, we pursue the creation of joy through AI.
While internet products pursue time spent, we pursue a companionship experience that does not compete for users’ time.
While Agent AI gives AI “hands,” we have chosen to give it “eyes”—that is, VLM vision capabilities.
Q2: What pain points does your flagship AI product, Doudou AI, address, and what innovative value does it create?
Wang Bihao: When people hear “AI+ gaming,” they usually think of AI-generated game assets, intelligent NPCs, or a new category of “AI games.” We believe, however, that the ultimate gaming setup is not hardware, but a friend who plays alongside you. That is the core need gamers value most.
Doudou AI 1.0 is designed to create exactly that kind of “AI companion who plays games with you.” Its innovative value lies in:
Shared experiences: It is intended to experience every part of a game alongside you and create memories that belong uniquely to the two of you.
Deepening relationships: As the relationship is established and grows deeper, the AI companion naturally becomes part of your life.
Expanding scenarios: It will expand from gaming into many forms of everyday companionship, ultimately becoming a companion that truly “knows and understands you, and accompanies you through life.”
Q3: As the founder, what was your original motivation and vision? What drives you to continue working deeply in AI?
Wang Bihao:
Original motivation and vision: Our original motivation and vision are to build an industry-leading AI gaming companion and create joy for users worldwide.
Origins: As early as 2022, before ChatGPT appeared, I was extremely excited about Transformer technology, especially text-to-image tools such as DALL-E 2. I realized this represented a new technological breakthrough, but building a company on that alone would be too “thin.” I believed the entire industry would develop rapidly and that domestic large models would soon catch up.
What drives me: Throughout the company-building process, AI itself has continued to surprise me. We began with an AI that could only hold a conversation. Today, through visual recognition and internet search, it can quickly understand games and players’ needs. Beyond our own strategic adjustments, what matters more is that changes in the AI industry have continually reinforced my confidence.
Q4: What do you consider the most significant breakthrough in generative AI today? How does your company incorporate these frontier technologies into its products?
Wang Bihao:
The most significant breakthrough: I believe it is the leap in contextual understanding and long-term memory.
Why it matters: Early AI systems were merely dialogue generators, lacking genuine understanding and continuity. Models can now maintain consistent semantic and emotional logic over much longer contexts, understand users’ preferences, emotions, and intentions, and establish long-term memory across multiple interactions. For the first time, this gives AI the potential for “sustained empathy” and “relationship growth.”
How we incorporate it: This breakthrough is central to our AI gaming companion. Through our independently developed VLM technology and memory system, the AI can not only identify a player’s in-game state and understand their playing style, but also “remember” the user’s behavioral and emotional preferences over sustained interaction. This allows AI to evolve from a “functional tool” into an “emotional presence” and reveals the long-term value of AI companionship.
Q5: How does your company balance technological innovation with commercial implementation? What are your priorities in resource allocation and strategic planning?
Wang Bihao:
How we balance them: Technological innovation and commercial implementation are not a zero-sum game. We invest substantial effort in technology. For example, LynkSoul VLM v1, the vision-language model our team trained specifically for gaming, fully outperforms mainstream models in game understanding.
The closed-loop logic: Technological breakthroughs open new possibilities for the business model, while commercial feedback from the market in turn helps optimize the direction of technological development.
Strategic priorities: Our team’s principles are “entrepreneurial passion, user orientation, technological leverage, and continuous progress.” We therefore require the team to maintain an innovative rhythm of taking small, rapid steps. Strategically, we emphasize “rapid experimentation plus agile implementation,” allowing the market to form the feedback loop for technological evolution.
Q6: How does your company view emerging paradigms such as Agentic AI? Have you begun making investments in this area?
Wang Bihao:
Our work: We are certainly following it, and we have experimented with it in specific workflows—for example, enabling AI to collaborate more naturally and take on part of the workload.
Core principle: We will not build an agent merely to “follow a trend.” The question is whether it can genuinely improve the user experience.
Application boundary—the key point: We are extremely cautious in the gaming-companion context. If AI plays or makes decisions for a player, it effectively becomes a cheat. That would disrupt both the balance of the game experience itself and the balance of the industry.
Our approach: We make AI more like a discerning companion, not a tool that plays the game for you. We want AI’s “agency” to appear more in understanding people and co-creating content than in replacing them.
Q7: What opportunities and challenges has your company encountered in the global expansion of its AI products? How do your market strategies differ across regions?
Wang Bihao:
Opportunities: 1. The transferability of the technology; 2. The universal emotional appeal of the content—users in every country want AI to understand them better. These factors give us the opportunity to serve users across different cultures with the same core capabilities.
Challenges: Global expansion inevitably involves issues such as compliance, privacy, and cultural differences.
Differences in strategy: Our international product is now available in North America, Japan, South Korea, Southeast Asia, and other regions. To meet local needs, we have made localized adaptations. We tailor both the games we prioritize and the characters we emphasize in operations to local users’ needs. We want users worldwide to experience not an AI built from a uniform template, but a “localized intelligent experience” that understands their language, culture, and even sense of humor.
Q8: What role do you believe Chinese AI companies play in the global AI market? How can they improve their global competitiveness in the future?
Wang Bihao:
Role: I believe Chinese AI companies are moving from being “technology followers” to becoming “scenario innovators.”
Core advantages: Over the past several years, our algorithms and computing power have rapidly caught up. The real differentiation now lies in “application creativity” and “user understanding.” The complexity of the Chinese market and the diversity of user needs provide a natural experimental environment, making Chinese AI products particularly strong in “implementation” and “experience innovation.”
How to improve:
Learn to tell your own story instead of learning to tell someone else’s.
Do not work alone; build ecosystems together with local partners.
Maintain a long-term perspective.
Q9: How do you interpret the theme “Pioneering Intelligence | The Era of the Individual”? How will AI technology redefine the value of the “individual”?
Wang Bihao:
Interpretation of the theme: I especially like this theme because it identifies AI’s true significance—not making machines stronger, but making individuals stronger.
Impact on entrepreneurship: I have always believed that AI entrepreneurship must fundamentally be entrepreneurship with low operating costs. It no longer depends on piling up people and resources, but on using intelligent systems and automation to amplify individual value.
The advantage of startups: In this era, lean startups actually have an advantage. Large companies are constrained by organizational structures and path dependence, making it difficult for them to adjust quickly. Startups can validate ideas with smaller teams and at a faster pace.
Redefining organizations: AI is also redefining organizations. They will become flatter and collaboration will become more intelligent. The truly competitive companies of the future may not be the largest, but those that can amplify individual capabilities without limit.
Q10: Looking ahead 1–3 years, where should “individuals” or “small teams” begin preparing in order to capture the opportunities of the AI era?
Wang Bihao: Over the next 3 years, the opportunities created by AI will belong to those who respond fastest and execute with the lightest footprint. Individuals and small teams can prepare in three areas:
Skills: Teams must develop the ability to engage in “human-machine collaboration.” This means not merely knowing how to use AI tools, but knowing how to turn AI into a member of the team—for example through prompt engineering, automated workflows, data literacy, and content planning.
Speed of iteration: The AI industry is still at a very early stage, with too many uncertainties. The only certainty is the need for rapid experimentation and agile response. Small teams have the advantages of being lean and highly responsive, and they should establish an organizational rhythm in which experimentation is the norm.
Cognitive development: The key is whether you can see the “variables” clearly—the variables in social trends, technology, and industry trends. Many people say AI practitioners are anxious. I believe that anxiety is not necessarily a bad thing; it means you are sensing change. You must constantly follow industry developments and keep building your understanding. If you can recognize the changes and prepare in advance, you have a chance to succeed.