-The first China entrepreneur to win the respect of the world-
Born in 1949, China University of Science and Technology holds an MBA and is a senior economist. 1984 as the director of Qingdao refrigerator general factory, the enterprise turned losses into profits, with an average annual growth rate of 8 1.6%. Zhang Ruimin was awarded the title of "China Management Master". From 65438 to 0999, Zhang Ruimin was selected by the Financial Times as the most respected entrepreneur in the world. He is currently Chairman of the Board of Directors of Haier Group, Secretary of the Party Committee of Haier Group and CEO of Haier Group. Zhang Ruimin has brought Haier into the top 500 in the world.
Senior economist, 1995, MBA from China University of Science and Technology, and now Party Secretary, Chairman and CEO of Haier Group. Zhang Ruimin is the representative of the 14th, 15th and 16th CPC National Congress. 200 1 was awarded the title of Excellent party member of the Communist Party of China and alternate member of the 16th CPC Central Committee.
Since 1998, it has been invited to the forums of world-class universities such as Harvard University, Swiss Institute of International Management, Columbia University and Wharton Business School. 1997 was awarded the "1997 Entrepreneur Achievement Award" by Asia Weekly, and 1999 was named 26th among the "30 most prestigious entrepreneurs in the world" by the Financial Times. On September 6th, 2002, he won the "Outstanding Global Business Leader Award" and "Best Donor Award" established by United Way International, and was the only entrepreneur in China who won this honor. On February 14, 2003, he became the only entrepreneur who won this honor in the selection activity of "Touching China's Person of the Year in 2002" held by China CCTV.
On February 26th, at the 65438+ held in Qingdao, Zhang Ruimin, CEO of Haier Group, said, "This topic accurately expresses Haier's past, present and future. 20 years is the road that Haier has traveled, 654.38+00 billion is the level that Haier has reached now, and the world Haier is the goal that Haier must strive for in the future. "
"World Haier" makes Haier stand at a new starting point. Zhang Ruimin said that summing up the past is not an appreciation and nostalgia for the past, because "the past belongs to death and the future belongs to oneself".
Experience: handle three relationships well
"Twenty years is a moment in history, but as far as China, especially China, is concerned, earth-shaking changes have taken place. The entire home appliance industry has grown from scratch, from small to large, from weak to strong. As far as enterprises are concerned, great changes have taken place in these 20 years. " Haier is not a thing of the past. Zhang Ruimin believes that the main experience is to deal with the three relationships at any time and any place.
"The first relationship: the relationship between inaction and promising, not only for enterprises, but also for all departments, is actually very critical. The so-called inaction is the value of the enterprise. It is invisible, but it is very important. If an enterprise is regarded as a person, it is a person's soul. If the enterprise is compared to a ship, it is a compass. "
Zhang Ruimin said that it is not difficult for enterprises to handle this relationship well, but it is very difficult to do it. Because it is very difficult to identify intangible value, it is the most difficult to grasp the essence from the surface phenomenon. But the hardest thing is not here, because after finding the correct values and producing good results, we have to break through ourselves and find new values, which is the hardest thing. Therefore, many home appliance enterprises in China can sometimes grow very fast and develop well, but it will not work in a few years, because they stay on the values that have brought success and fail to find new values.
Haier began to attach importance to quality management from the early days of its business. At that time, Haier put forward a value: defective products are waste products. Now it seems that this is meaningless, but no one can put forward such value at that time, because all products were in short supply at that time, why should we make the quality to the extreme? So no one thought of this, but Haier thought of it at that time, because Haier must ensure the quality of its products if it wants to be a world-class product, and the refrigerator was smashed to support this value. By 1989, many enterprise products were not easy to sell because supply and demand had reached a balance at that time. Haier upgraded the concept of quality: from focusing on the quality of products in a narrow sense to quality in a broad sense, and extending to service. In fact, the product quality from the production line is not complete no matter how good it is. We should extend the product quality to users' homes. At that time, Haier took the lead in proposing star service in China, and this service platform played a very important role in the subsequent diversification process.
When other enterprises also feel that they should pay attention to service, Haier started a new service concept: creating demand for users, meeting their potential needs, and putting forward the concept of "only off-season, no off-season market" and so on. The idea of an enterprise must constantly put forward new ideas according to the changes of the market, and always be a few steps ahead to meet the needs of users.
"The second relationship: the relationship between key breakthroughs and closed-loop optimization. If the first relationship puts forward the accurate development direction and values of the enterprise, then how to do it is a big problem. How to turn values into tangible things? Haier proposed to focus on breaking through closed-loop optimization. "
Zhang Ruimin said that the so-called key breakthrough is to find a breakthrough point that can stimulate the overall development and improve the overall level. It is not enough to improve this point, but also to improve the whole, which depends on closed-loop optimization.
Without a key breakthrough, there can be no development. In addition, if there is no closed-loop optimization after finding the key breakthrough, only one person can go deep or anticlimactic. To solve this problem, we must rely on closed-loop optimization.
For example, in the process of Haier's development, what should I do after proposing that "defective products are waste products"? Is to find the key point, very simple is stuck in the last off-line process, as long as it does not meet the requirements and unqualified products can not be off-line, this card does not matter, the whole line has stopped, with this key point, all the problems are reflected at once, such as the quality of parts, the quality of personnel, technology and so on, so every link of the whole system is optimized.
The same is true of internationalization. Haier's philosophy is "export to create a brand" rather than "export to earn foreign exchange", which is gradually progressive in the process of operation. For example, the strategy of "going out" is divided into three steps: "going out", "going in" and "going up", and "going out" only exports products overseas; However, "going in" must become a locally recognized product, and it must enter the local chain, local design and local user service; "Going up" means becoming a well-known local brand. So when doing it, there are key breakthroughs in each stage. "Going out" depends on columns rather than horizontal lines. In the United States, it was broken by small refrigerators, followed by washing machines and air conditioners, and finally promoted as a whole; The breakthrough of "going in" is to build a factory in the United States. If the factory in the United States is successful, it will not be a problem to build a factory in developed countries. Therefore, there is always a key point, driven by its breakthrough.
"The third relationship: the relationship between the 100-meter sprint and the marathon. If the first relationship between inaction and promising is to make sure that the enterprise has done the right thing, and then do it correctly, that is, find the path to achieve the goal, then how to do it correctly and in time? As a business, it's like running a marathon. If you run at a very slow speed, you will never be able to narrow the gap with international advanced enterprises. But if you run at 100 meters, you don't have that much strength. This is the contradiction between speed and endurance. "
Zhang Ruimin said that when Haier dealt with this problem, it was defined as an annual marathon and a 100-meter sprint every day. For example, in the first year of starting a business, the goal was to introduce foreign advanced equipment to digest advanced technology. In that year, it reached 9,000 products, and this goal was broken down to every day, so there was the "Nissin" working method, and Haier used this spirit to quickly digest foreign advanced technology. Up to now, the "Nissin" work law is still being implemented, which is the characteristic of Haier and is also very critical and important. Since the beginning of this year, the marathon proposed by Haier is big customers, big orders and high growth rate. By the end of the year, Haier has achieved this goal, but in this process, Haier has broken down to everyone and every store every day, striving to be the first in the industry.
Feeling: development is the last word
Looking back on the 20-year pioneering course, Zhang Ruimin has learned a lot. He sincerely believes that if Haier did not catch up with the tide of reform and opening up, it would not exist at this favorable opportunity; Without the support of leaders at all levels and the help and support from all walks of life, there may be Haier, but there is absolutely no Haier today. Because without these supports, Haier may lose many opportunities; Without the dedication of employees and their relatives, without the support of users and shareholders, there would be no sustainable Haier. Because sustainable development needs two words: innovation, and innovation depends on employees' intentions and users' recognition of Haier.
Zhang Ruimin said, "I think this is a good thing. Whether these questions are right or wrong, they are a reminder to Haier. We will think about these problems better. Born in sorrow and died in happiness', enterprises can't survive well in praise. "
Development is the last word. This is Zhang Ruimin's greatest feeling. He believes that if we don't have these developments, we won't have the capital to participate in international competition. If we don't have these developments, we can't repay our supporters. If we don't have these developments, we can't respond well to skeptics. The best response to a query is development.
Zhang Ruimin said that the purpose of summing up the past is to grasp the present and create the future. Twenty years have passed. "In the future, Haier's dedication is to dedicate our nation to the world-class brand of China people with our hands and our hearts." This is Haier's new goal.
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