Successful Story 1: Jin Baoqi Jin Baoqi, 42, got an MBA in Germany and lived in the United States for three years. After returning to China from 1996, he worked as the general manager of China North District in British Domino Inkjet Company, and served as the executive deputy general manager of Stone Li Fang Information Technology Co., Ltd. from 1999.
Jin Baoqi, who is full of energy and works like "desperate Saburo", is called "the first professional manager" in the Internet industry by his subordinates and friends. His speech should be confident and firm. This may be the characteristic that a professional manager can grasp his present and future. Behind the maturity and stability is the adventurous spirit of constantly seeking innovation and change.
Looking back on his career, Jin Baoqi said that many people are afraid of failure because they have to take responsibility. This kind of psychology is hard to cheer up and make a comeback. Over the years, he has been to many places and changed jobs. It is very important that he can't afford to lose. This is a kind of tolerance, but also a kind of tempering.
After graduation, Jin Baoqi came to the forefront of China's reform and opening-up. He is not engaged in technical work, but in sales and management. Going to Germany is a very accidental opportunity. At that time, he couldn't speak a word of German. When he walked out of the airport, he had to stay. When he goes to the store to buy things, he always looks at the graphics on the wrapping paper. A friend asked him, "Aren't you afraid?"
Not afraid of failure, he has traveled so many places that it is difficult to start a new place. When he left Germany for America, Jin Baoqi wrote a poem and published it in the newspaper to express his determination. There are two words: sailors should sail and men should face the wind and waves. It was in this heroic state of mind that he crossed the Atlantic and drifted to another strange country.
Jin Baoqi compared his state to climbing a mountain. When you climb a mountain, you still have strength and interest, and you will keep climbing. Whenever he enters the low tide, he will say to himself, "This is God testing me, and my resilience has helped me get out of the low tide and make continuous progress."
After seven years abroad, the days of studying are very hard and tiring. What makes Jin Baoqi have a headache is that he can't master German quickly from one word, and he has to study for a master's degree in German. After studying German for a year, he took the PNBS language exam. At that time, the German professor who presided over the oral examination asked him, "Can you adapt to coming to Germany from China? Don't you think the risk is great? " Jin Baoqi replied that progress can only be made under pressure. If you are afraid of risks, you can't afford to fail, and you will never achieve anything in your career. After several painful choices, Jin Baoqi made an important decision, that is, to give up studying for a German degree and study for an English MBA. In Germany, he began to prepare for TOEFL, then transferred to an American-run school to study for a master's degree, and completed his MBA in 49 months.
After going to America, Jin Baoqi has been working in a small company, which greatly improved his ability and vision. The American market is doing very well, and the food sales market has achieved the same products, the same price and the same management model. This large-scale management reduces the cost, which is actually the large-scale use of comprehensive resources, which has great enlightenment to his work.
Three years later, he resolutely returned to China. China has a lot of space, and he believes that there will be better development when he returns to China.
Story 2 of Successful People: When Li Dongsheng enterprises develop to a certain stage, they should pay more attention to synergy and enjoy internal resources. The "mountainism" of enterprise management will hinder this development. We have always avoided this tendency, but on the other hand, in the growth of TCL, we cannot simply look at the phenomenon of "vassals" of enterprises negatively. From a positive point of view, an important factor supporting TCL's growth is entrepreneurship.
After experiencing the "most difficult year in 2005", it was sunny in Yalong Bay, Sanya in March. Li Dongsheng, Chairman of TCL Group, made a public appearance at the "TCL Golf Classic" with his newly married wife, which was a very relaxing moment for Li Dongsheng. "Many friends haven't seen each other for two years." Li Dongsheng said. In the past two years, he has given the impression of "two years of silence".
The first taste of internationalization was successful, the mobile phone company stepped out of the difficult stage, the establishment of a financial company was approved, and the field of flat-panel TV penetrated smoothly, which was in line with Guangdong's economic strategy &; Mdash& ampmdash In Li Dongsheng's eyes, "the most difficult time has passed".
"Pragmatic and low-key, business is business" has always been Li Dongsheng's overall impression to the outside world. In the past two years, the proposition of "internationalization" has brought unprecedented challenges and difficulties to Li Dongsheng and TCL.
However, with the internationalization of TCL, these are also undergoing subtle changes. In an interview with the reporter of China Business News, Li Dongsheng's newly-married wife, who has rich experience in public relations, has always been with her and occasionally reminded her.
A more international TCL itself needs to change a lot: from combining national development strategy to paying attention to market image; From strengthening the institutionalization of enterprises to opening up larger channels of funds, and so on. Li Dongsheng is also groping.
Overseas sales exceed 50%, and this structure will not change.
China Business News: TCL has made remarkable achievements in internationalization, especially in overseas markets?
What is TCL's performance in overseas regional markets?
Li Dongsheng: Overseas market has two meanings, one is the proportion of overseas business income to total income, and the other is the growth of enterprise product export. Export and overseas sales are not the same thing.
In 2005, TCL's overseas sales revenue increased by more than 50%. Overseas sales accounted for more than 565,438+0% of TCL's total sales revenue, which was the first time in TCL's development history, and it was realized when domestic sales maintained steady growth. Last year, TCL's sales revenue increased by more than 654.38+0 billion yuan, of which overseas growth was even faster, and the export growth reached about 465.438+0%. Overseas factories also promoted the export of spare parts.
The main reason for the rapid overseas growth is the two international mergers and acquisitions last year. As the growth rate of these two markets (Europe and the United States) is relatively large, the growth rate of our overseas market has been significantly improved on the basis of the original relatively large, and a leap has been achieved.
The structural change of sales revenue indicates that TCL has entered an important stage. In the electronics industry, successful enterprises are all international enterprises, and the overseas sales of most enterprises are greater than domestic sales. It took TCL a year to achieve this goal. I believe this basic structure will not change in the future. If there is adjustment, the proportion of overseas sales will continue to grow steadily, and the sales structure of the whole enterprise will not change greatly.
China Business News: Based on this basic structure, how will TCL's market strategy and tactics change? What is the purpose of the company's organizational restructuring in February?
Li Dongsheng: At present, the whole system of our internationalization strategy is relatively complete, including color TV sets and mobile phones, all of which are listed in Hong Kong.
This year, the Group adjusted its organizational structure to improve management efficiency, reduce links, speed up and reduce operating costs. In addition to mobile phones and color TVs, there are less than 20 enterprises or business departments directly managed by the Group. Therefore, there is no need to keep the management level of headquarters, which is also a more efficient management structure summarized by enterprises through a period of operation.
In addition, the cancellation of the business headquarters has little impact on the operation of the whole business. The business headquarters organization under the group is relatively streamlined. After the abolition, the management functions of the headquarters will be merged with those of the Group, and other functions and management responsibilities will be delegated to enterprises and business divisions. In this way, enterprises other than the two listed companies in the group will reduce one management level, which is conducive to improving efficiency and positively helping the internationalization strategy.
After such adjustments, the business objectives of the two international enterprises, mobile phones and color TVs, are clearer and their authorization is more adequate. The corporate governance structure of these two projects is also ready to make some adjustments. The goal is to establish a modern enterprise system, so that the functions of the board of directors and management can be more clearly separated, and a more effective management system can be established within the enterprise, which will also directly help us improve our internationalization ability. For example, TTE is now entrusting a large international company to build a new global ERP system, integrating TTE's original domestic business system with Thomson's original overseas business system to form a truly effective platform to support global operations. We can't simply oppose "princes"
China Business News: TCL has given the outside world a more "subservient" impression by canceling its business headquarters and other adjustments. Is this inconsistent with the institutionalized and powerful management required by internationalization?
Li Dongsheng: When an enterprise develops to a certain stage, it should pay more attention to synergy and enjoy the internal resources of the enterprise, but the "mountainism" of enterprise management will hinder this development. Our corporate culture has always avoided this tendency.
On the other hand, in the growth of TCL, we can't simply look at the phenomenon of "client" of enterprises negatively. From a positive point of view, an important factor supporting TCL's growth is entrepreneurship. The entrepreneurial spirit we emphasize is that the management team of the enterprise can take the initiative to take responsibility and respond to all aspects of competition and challenges with the mentality and spirit of the business owner. In fact, this is a very important point of enterprise competitiveness.
At present, enterprises in China are different from mature large enterprises, and are still in the stage of continuous development. In the past development, what we have done is to seize the development opportunity and strengthen our ability to cope with changes in the market and industrial environment. The speed and efficiency of enterprises to cope with changes have always been the basis of competitiveness. These factors are what we should maintain, and to maintain these factors, enterprise managers must have entrepreneurial spirit.
We must strike a balance in establishing and perfecting corporate philosophy and culture. On the one hand, enterprises need to rely on systems to establish standardized management. Theoretically speaking, the position of any enterprise should not be greatly affected by the flow of personnel, which is the goal pursued by enterprise management. On the other hand, in enterprise management, especially in China enterprises at this stage, we should continue to maintain the entrepreneurial spirit, take the initiative to take responsibility, take the initiative to seize market opportunities, respond quickly to changes in the competitive environment, and take action to treat enterprise affairs as our own business, not as a concept of employing people. This "entrepreneurial spirit" specifically refers to being responsible for the salary and business plan approved by the board of directors.
TCL's enterprise structure determines that we can cultivate this mentality, because most of our management teams are shareholders of the enterprise, and they should also easily maintain this mentality and should actively guide them. Of course, the negative effect of this mentality is that it is easy to breed individual-centered management, and it is easier to form a "small circle", that is, individuals excessively pursue decentralization and freedom in management, are unwilling to accept supervision, and are not used to doing things according to rules.
All these should be overcome in the enterprise culture, but we can't simply oppose the "vassal culture". It is unrealistic to do everything according to the rules of foreign mature large enterprises.
The finance company applied for 6 years.
China Business News: Some time ago, TCL and Bank of East Asia set up a finance company. What is the main purpose?
Li Dongsheng: It has been TCL's goal for many years to establish a financial company with the Bank of East Asia. When an enterprise develops to a certain scale, it needs an organization to manage its internal financial resources and can make better use of various financial tools and means to manage resources.
Before, we mainly managed through the financial settlement center, but at present, the financial settlement center has no clear legal status in China's relevant financial system, while the financial company has a clear legal status, and it has many operational financial tools and means.
However, since the 1960s, the examination and approval of corporate finance companies has been strictly controlled. In fact, we have applied for the establishment of a financial company for six years. We proposed to set up a finance company on 1998. 1999 formally applied and was approved at the end of 2005.
Bank of East Asia's shareholding is also in line with the requirements of the national financial policy. In order to standardize the management of financial companies and improve their ability to resist risks, the CBRC suggested that corporate financial companies should invite investors with financial background to participate. Therefore, we invited the Bank of East Asia. The Bank of East Asia has a lot of business cooperation with us, and he is more optimistic about the future development prospects of our company. As soon as they discussed with the Bank of East Asia, they immediately agreed. Later, the procedure went smoothly. Thank you very much for your support.
China Business News: How much did TCL invest in the project of Shenzhen Julong Optoelectronics?
Li Dongsheng: The growth of flat-panel TVs in Europe, the United States and China was very fast last year, which made our current color TV enterprises face a big problem: challenges and opportunities.
We should all consider the future development, how to seize this opportunity in the tablet business, accelerate our own development, and how to create new competitiveness in the tablet business. In view of this, as a color TV manufacturer, we should actively consider participating in front-end and flat-panel devices.
Several of our manufacturers have formed the focus of Julong Engineering Company. One is to participate in the tablet industry, which can help us develop technology. Many color TV technologies may have to be integrated in the development stage of flat panel display technology and module technology. This technology must be modular, even on the display screen.
The advantage of color TV enterprises is that we have a clear understanding of the requirements of the market and consumers, and can effectively feed back this information to the front end. If interaction can be formed, technology will develop faster and meet the needs of consumers.
In addition, the supply of flat panels is also a big problem. When the supply is sufficient, the price will depreciate quickly. When the supply is relatively short, the price is stable and the supply becomes short and tight. So if you can't control that resource, there will be no deep cooperation &; Mdash& ampmdash may be capital cooperation or strategic alliance &; Mdash& ampmdash; It is difficult to have a stable supply of devices, and it is also difficult to grasp the price changes, which is also a great risk for the operation of color TV factories.
Based on these two points, we will consider whether to participate more actively in the business of front-end flat panel display, a key device.
In addition, another key device is the chip. Another form of tablet requires some very effective chips to drive and decode. This kind of chip is also the core competitiveness of flat-panel color TV. So in these two aspects, TCL continues to intervene.
When selling international electrician, investors will think TCL is rational.
China Business News: Some time ago, you sold two projects, International Electrician and Intelligent Building, and then invested your money in multimedia. I feel that you sold the profitable project and then increased the shares of TTE and related joint ventures, which is actually a loss. Investors also have this view. How did you convince yourself, investors and some original entrepreneurs when you made this decision?
Li Dongsheng: The sale of international electrical business is actually another form of industrial restructuring. As far as TCL is concerned, resources and allocation should be considered according to the current development of enterprises. It has formed strong competitiveness in the fields of multimedia electronics, mobile communication, computers and household appliances represented by color TV. In the future, there will be better interaction between technologies, markets and customers of these products, and perhaps many technologies and products can be derived together, which we can't give up. The enterprise we want to develop in the future needs investment, and this kind of resource is limited. In this case, it is the practice that most enterprises will take when they encounter difficulties to appropriately shrink the front and concentrate resources.
After 10 years of rapid growth, TCL has never experienced serious shrinkage. The sale of international electrical business shows that we have begun to shrink and reorganize the industry seriously. From this point of view, investors will recognize that TCL has reached a new level of rationality and management, and will consider advancing and retreating and relaxing.
Besides, from the point of view of the transaction itself, I think it is a great success. Whether it is the premium of assets or the price-earnings ratio of profits, it sells well. There is nothing wrong with the profit of this industry, but the annual sales of this industry is over 500 million yuan, and the annual profit is about 50 million yuan. Judging from the proportion of TCL's operation, the impact is relatively small. But the price we sell is more than 654.38+600 million, and we receive cash. As far as this selling price is concerned, it has been a very successful case in the international merger and reorganization of China enterprises. Judging from the transaction cases I have seen, it seems that no project can sell at such a good price.
The hard times are over.
China Business News: Please briefly summarize the current status of TCL and its evaluation. What is its development expectation?
Li Dongsheng: I can't predict the development, which is not allowed by law. I won't say what I shouldn't say. TCL has experienced the most difficult stage in the initial stage of international restructuring, and also the most difficult stage in the adjustment of the mobile communication industry. There will be many difficulties in international operation and business development this year. But compared with 2005, I think the difficult time has passed. We must go all out to face new difficulties and challenges. We believe that the overall business situation will rebound from the lows of 2006 and last year.
China Business News: Is the integration of internationalization on the rise?
Li Dongsheng: Including internationalization, including the mobile communication mentioned just now. In fact, we lost a lot last year, and mobile communication accounted for a very important proportion, which was more than the loss brought by internationalization. This year, both businesses will grow.
Small background
Li Dongsheng, Chairman and President of TCL Group, was born in Huizhou, Guangdong Province in 1957, graduated from Radio Department of South China University of Technology in 1985, became the general manager of TCL Communication Equipment Company at the beginning of 1993, and became the general manager of TCL Electronics Company and the chairman and president of TCL Group at the end of 1996.
In terms of corporate culture, Li Dongsheng likes to talk about "there is no skill without skill". The so-called "Tao" is a * * * same goal. It is easy for everyone to work hard around a common vision and goal. This is reflected in the way of digging and retaining people.
Li Dongsheng is also known as the master of capital operation in the home appliance industry.
& gt& gt& gt There are more stories of successful people on the next page.