Haier Inspirational Entrepreneurship History Zhang Ruimin, a native of Laizhou, Shandong Province, is a world-famous entrepreneur. He founded Haier, the world's first brand of white electricity, and is currently the chairman and CEO of Haier Group. Because of its continuous innovation in management mode, it has attracted the attention and praise of management circles at home and abroad. World-class strategist Gary? Hammer evaluation Zhang Ruimin is the representative of CEO in the Internet age. Zhang Ruimin was elected as alternate member of the 16th, 17th and 18th Central Committee.
Haier is the first brand of large household appliances in the world, and 1984 was founded in Qingdao, China. Zhang Ruimin, the current Chairman and CEO of the Board of Directors, is the main founder of Haier. After 30 years of pioneering and innovation, it has developed from a small collective factory that is insolvent and on the verge of bankruptcy to the first brand of household appliances in the world. 20 1 1 year, Haier Group's global turnover reached150.9 billion yuan, and its brand value was 96.28 billion yuan, ranking first among the most valuable brands in China for 1 1 year.
There are many interesting stories on the entrepreneurial road in Zhang Ruimin, which are especially worth learning and learning from by entrepreneurs, especially young people.
Classic story one: smashing the refrigerator
1985 Some users reported to Haier that the refrigerators produced by this factory have quality problems.
So Zhang Ruimin raided the warehouse and found 76 defective refrigerators in the warehouse! At that time, when studying the solution, the cadres put forward their opinions: treat it as a kind of welfare for the workers in our factory. While many employees were hesitant, Zhang Ruimin did the opposite? Common sense? Our decision: hold a on-site meeting of all staff and smash all 76 refrigerators in public! Moreover, the employees who produce these refrigerators smashed them themselves!
Hearing this, many old workers shed tears on the spot? You know, then stop talking, okay? Things, even the wages of enterprises are very difficult! What's more, in that era when materials were still in short supply, let alone genuine products, even defective products should be purchased by ticket! So what? Spoil? , everyone? Distressed? Ah! At that time, even Haier's superior departments were hard to accept.
But Zhang Ruimin understands that once these products are released, there will be no quality awareness! We can't tell you that we can produce this kind of defective refrigerator by any temporary solution, otherwise it will be 76 today, 760 or 7600 tomorrow. Therefore, it must be enforced and must have a deterrent effect! Therefore, the original intention of Zhang Ruimin's choice is the same!
The result is a sledgehammer, accompanied by that loud noise, which really awakened Haier people's quality consciousness! Since then, in the home appliance industry, the story of Haier people smashing 76 defective refrigerators has spread! As for the famous sledgehammer, it has been included in the National History Museum. Zhang Ruimin has a strict sense of product quality. Only by strict requirements can enterprises move in a formal direction.
Classic story 2: Haier culture activation? Huck fish?
1in July, 1995, Qingdao municipal government decided to put Red Star Electric Appliance Company under Haier Group as a whole. Red Star Electric Appliance was originally a key enterprise in Qingdao like Haier. Later, due to poor management, when Haier became the first famous brand of household appliances in China, Hongxing Electric lost more than 654.38 billion yuan and was insolvent.
At this time, Zhang Ruimin is faced with an arduous task: how to operate? How to develop? So, Zhang Ruimin first raised a question: Where did Red Star fail? Is it a technical problem? Money problem? Employee problems? And he believes that the failure of Red Star is not a lack of technology, nor a lack of funds, nor is it a bad employee. The key is that management is not in place, the cohesion of employees is poor, and the soul of effectively combining existing production factors is lacking. Haier's employees and cadres share the same recognized values and form Haier culture. Therefore, our current urgent task is to introduce Haier culture into Red Star. As long as the thinking and understanding are consistent, everything will be easy. Culture is the soul of an enterprise, intangible assets can revitalize tangible assets, and Red Star is bound to be reborn. ?
Haier has withstood the test of the success or failure of this cultural merger. The next day, Yang Mianmian led the managers of five centers, such as corporate culture and asset management, to enter Red Star and put them into practice? Culture first? The management concept of. Later, Zhang Ruimin attended the Red Star Club for all middle-level and above cadres, and confided in his management experience. I ask everyone to start with me. From now on, the goal is to become the first brand of washing machines in China within 2 ~ 3 years, and finally become an internationally renowned brand.
After three months, the enterprise turned losses into profits. Now, Haier washing machine has become the first brand and the first manufacturer of washing machines in the world.
1March, 998, Haier culture activated Huck fish? The case was written into the case database of Harvard Business School, and Zhang Ruimin was invited to give a speech at Harvard, becoming the first China entrepreneur to attend the Harvard Forum.
When an enterprise develops to a certain stage, it will encounter bottlenecks, but excellent corporate culture can maintain the vitality and vitality of the enterprise and is a well-deserved vane of enterprise development.
Classic story three: building a factory in America
From 65438 to 0999, Zhang Ruimin decided to invest 30 million dollars to establish Haier American Industrial Park in South Carolina, USA, to produce household appliances. A stone stirs up a thousand waves. Many people in China think that Haier is expanding blindly, but they are worried about it, and even many people are obviously critical of it. The basis of people's criticism is that the advantage of the United States lies in its leading technology, and the disadvantage lies in its high labor cost and saturated market. Going to America is tantamount to attacking others with your own shortcomings. A magazine called Remind Zhang Ruimin expressed concern about the future of Haier's American factory.
However, what is the decision-making level of Haier? Open an umbrella when it rains? I think it is a matter of course to set up a factory in America. ? It is risky to build a factory in the United States; But is there no risk if you don't build a factory in America? ! ? Haier people should seize the opportunity in the risk.
Of course, taking risks does not mean that there are no measures to prevent risks. In this regard, Haier has made an adequate budget: in terms of market, what is Haier's philosophy? Have a market first, then build a factory? . At that time, Haier exported 500,000 refrigerators to the United States, actually reaching 290,000, which could reach the breakeven point of the factory.
In terms of cost, the annual salary of American labor force is $25,000, and the wage difference between China and the United States is 8 ~ 10 times. However, after further analysis, Haier believes that the fact is not so simple: First, the advantage of low wages in China is actually completely offset by freight, and the freight will be higher in the future. Second, building a factory in the United States can also collect information and develop technology on the spot. Thirdly, it can save 30 days of container transportation time from China to the United States, and 30 days from receiving orders to production, which is very important for rapid response to production demand. Four is? Made in America? Our label is a selling point, which is very attractive to American retailers and can compete with American enterprises on an equal footing. It has great advantages.
Now in the United States, the younger generation knows that Haier is a good home appliance brand, but they don't know that it is a brand from China. Haier brand is becoming a local brand in the United States.
With China enterprises? Go out? Haier's internationalization has undoubtedly become the leader of China enterprises going to sea.
Classic story four: smashing the warehouse
In 2008, by the United States? Subprime crisis? The global financial turmoil began, but in the China market, it had not spread to the real economy at that time, at least in the home appliance market. However, under the leadership of Zhang Ruimin, Haier is undergoing a very important transformation, from enterprise-centered to user-centered, from manufacturing to service industry.
Haier brand value 2065438+June 22, 2006 Top brand research and evaluation institutions in the world? World Brand Lab released the list of "China 500 Most Valuable Brands" on 20 16 (13th). Haier Group ranked first in the home appliance industry with a brand value of 2.2186.5 billion yuan for three consecutive years, and its brand value increased by 50.4% over the previous year.
20 15165438+1October 19, Baidu Marketing Research Institute released the brand digital assets list for the first half of 2015, * * involving more than a thousand brands in 42 industries, with Haier taking1/kloc-.
20 15, 17, 20 15 (2nd1session) On September 7th, the China 100 brand list was announced, and Haier topped the list with a brand value of1288.6 billion yuan, which. In addition, gooday, an independent sub-brand of Haier Group, is also on the list, ranking 24th. Haier group is the only company with two brands in the top 100.
2015 June 16, the top brand research and evaluation institution in the world? World Brand Lab released the list of "China 500 Most Valuable Brands" on 20 15 (the 1st 12). Haier Group ranked first in the home appliance industry with a brand value of1475.59 billion yuan for 12 years, with a brand value increasing by 42.3% year-on-year, ranking 6 places higher. It is the fastest growing brand among the top 50 brands on the list.
20 15 on may 28th, Interbrand, the world's leading brand consultancy, released the best brand value list of China in 20 15. Haier Group's brand value reached 7.879 billion yuan, an increase of 8% compared with 20 14, ranking first in the home appliance industry for four consecutive years.
2015 065438+1On October 27th, Haier Group won BrandZ again with a brand value of19.2 billion USD. The most valuable brand in China is 100, which is 34% higher than last year. Since 200 1, Haier has been on the list for five consecutive times, and this ranking has increased by seven places compared with last year.
Haier's development concept 1? Everyone is talented, and horse racing is not like a horse?
As many somersaults as you can, you can build as many stages.
What is lacking at present is not talent, but the mechanism to produce talent. The responsibility of managers is to build? Racecourse creates innovative space for each employee and makes each employee an independent SBU.
Specifically, the horse racing mechanism includes three principles: first, fair competition and meritocracy; Second, the position is suitable for its ability, and people do their best; The third is rational flow and dynamic management. In the employment system, it is necessary to implement a set of excellent employees, qualified employees and probation employees. Three jobs coexist and change dynamically? Mechanism. In the cadre system, Haier classifies and assesses middle-level cadres. Each cadre's post is not fixed and will rotate when it expires. The essence of Haier's human resources development and management is to give full play to everyone's potential ability, so that everyone can feel the competitive pressure from the enterprise and the market every day, and can turn the pressure into the driving force of competition. This is the secret of sustainable development of enterprises.
2. Combination of authorization and supervision
Haier group has formulated three regulations: the position should be controlled, the promotion should rely on competition, and the post should be rotated at the expiration.
? Control everything? There are two meanings: first, cadres should be able to self-control, self-discipline and have a sense of self-discipline; Second, the group should establish a control system to control the direction and objectives of work and avoid making directional mistakes; Then there is financial control to avoid breaking the law and discipline. ? Promotion depends on competition? It means that the relevant functional departments should establish a clearer competition system, so that outstanding talents can follow this system, so that everyone can feel the pressure and exert their talents to the extreme, so as not to bury talents.
? Should I be rotated when it expires? It means that the main cadres should have a term of office in a department and rotate the departments after the expiration. This is to prevent cadres from working in a department for a long time, their thinking is rigid, and they lack creativity and vitality, resulting in no new situation in departmental work. The rotation system can also increase the training opportunities of young cadres, become generalists and cultivate more human resources for the future development of enterprises.
3. Talent, talent and wealth
Zhang Ruimin, CEO of the company, analyzed what corporate talents are. He proposed that the company's talents from low to high can be roughly divided into the following three categories:
? Talent-this kind of person wants to work and has some basic qualities, but it needs to be carved, the enterprise needs investment, and he himself has the desire to become a useful person.
? Talent-this kind of person can quickly integrate into the work and get started immediately.
? People and money-these people can bring great wealth to the enterprise through their own efforts.
Who is good for Haier? Talent? .
? Talent? The prototype of, should be? Talent? . This is? Talent? It's blank, right? Raw materials? Enterprises need time to carve. But what day is it today? Life and death speed? In the fierce market competition, we have no time.
? Talent? What is the development of? People and money? . ? Talent? It is easy to use, but easy to use people does not mean that it can bring wealth to enterprises; As a minimum quality, talent? Recognize corporate culture, but with corporate culture, it may not create value for the enterprise immediately. It is not enough to have a corporate culture, but also to create wealth for enterprises, so that people can become? People and money? .
Whether it is carved or used. Talent? , or can you get started right away, easy to use? Talent? Not our ultimate goal; What are we looking for to create wealth and value for enterprises? People and money? !
Only? People and money? Is a top talent! If you come, you can create wealth and value for the enterprise! If our enterprise wants to flourish, it must be fully explored and utilized? People and money? .
Today is a talent, tomorrow is not necessarily a talent.
The definition of talents depends on the size of creating value for society. Every Haier person should be able to become a talent and create greater value for the society.
Talent is a dynamic concept and the market competition is fierce. Today is a talent, tomorrow is not necessarily a talent. Haier people should constantly surpass themselves and improve their own quality.
How to constantly improve their own quality and become eternal talents? You should have your own ideals and goals! Without a firm goal, you will hesitate and waver in the process of improving your own quality and self-challenge. Everyone in Haier has his own dream, which must be combined with Haier's great goal of building a world famous brand.