One reason why this investment has attracted much attention is that Haitian Group is a well-deserved invisible champion in the industry. Its injection molding machine business ranks first in the world, and its products are applied to many well-known enterprises at home and abroad, and it is a behind-the-scenes hero of many automobile and home appliance enterprises. Haitian investment in Shunde is another major layout in the Pearl River Delta after the previous Guangzhou production base.
Qin Shuo, an observer of humanities and finance, once said when commenting on Haitian that the rare place of this enterprise is that an industry will definitely not be the second industry unless it is the first; Moreover, it is not enough to achieve scale first, but also to achieve quality first.
1966, Jiangnan Agricultural Machinery Factory, the predecessor of Haitian Group, was established. At that time, Haitian was just a small workshop producing farm tools such as sickles, hoes and pumps. Later, Zhang, the founder of Haitian, saw that it was not easy for farmers to wear plastic shoes and wondered how plastic was made. 1972, Haitian's first injection molding machine came out, which opened the road to "attack" in the injection molding machine industry.
"At that time, many domestic plastic products were very expensive, because the equipment depended on imports, and the enterprises spent a lot of money. We see that the big machine market is monopolized by foreign countries, and we have the determination and goal to enter equipment manufacturing. " Shi Huajun, head of internal control department and general manager of investment relations department of Haitian Group, said that his peers were not optimistic about Haitian's decision at that time and thought it was difficult to succeed. However, after research and development, they have been learning from domestic and foreign enterprises for cooperation. The rapid development of the household appliance industry has driven the demand for plastics, and Haitian has succeeded.
From 65438 to 0994, the output of Haitian plastic machine has been ranked first in the world, and has maintained this position for many years. At present, Haitian has an annual output of more than 30,000 injection molding machines, accounting for more than 30% of the global market share and more than 40% of the domestic market share. 20 17 Haitian Plastic Machine Group Co., Ltd., a subsidiary of Haitian Group, became the first batch of single champion demonstration enterprises in manufacturing industry in China.
Haitian, which has reached its peak in the molding machine industry, has not stopped. In 2002, Haitian entered the seiko industry and established Haitian Seiko, leading large-scale, high-speed and precision CNC machine tools.
At that time, many domestic enterprises bought machine tools and other equipment from abroad, and once something went wrong, they had to wait for foreign personnel to repair it. During this period, the machine shutdown can not produce benefits. Zhang Shen felt sorry to see that China's machine tool industry was monopolized by foreign countries. So he is determined to advance into the precision machine tool industry, and his goal is to be a leader in the seiko industry, just like the molding machine. Despite peer competition and technical blockade, Haitian insists on the innovation of continuous improvement according to customer needs every year and launches a new product every five years.
"Recently, only Haitian has continuously introduced new injection molding machines at major exhibitions." Shi Huajun said. At present, Haitian Group has four businesses: injection molding machine, seiko, R&D-centered drive industry, AC servo drive system production, servo manipulator and metal forming industry. In the hydraulic press and other fields, Haitian new products are launched even faster than their Japanese counterparts.
But Haitian still has a clear understanding of himself and the industry. Zhang once said in the media, "Although our sales scale is already the first in the world, from a technical point of view, it is not the first." Many people say that the ceiling of an enterprise is the ceiling of the entrepreneur's mind. Through more active open learning and global R&D cooperation, Haitian is moving towards a broader space.
concentrate
The experience of global champion of plastic molding machine causes entrepreneurs in South China Sea to think;
Do a good job in opening up and inheriting.
"I am a loyal user of Haitian. I have been using Haitian equipment, and the experience is very good. I visited Haitian 10 years ago. Looking back today, I feel earth-shaking changes have taken place. Whether it is a square, an office building or a workshop, it is very shocking. The so-called Haitian, the sky is vast, and the company feels very atmospheric. " Wu Yanping, the chairman of Guangdong ruling and opposition technology co., ltd, was deeply impressed by the investigation in Haitian group.
Globes can be seen outside the lobby of Haitian Group, in the lobby and even at the desk of founder Zhang. The reason why Haitian can grow into a leading enterprise in the global industry is inseparable from their "fighting" with the world map all the time.
1989, Haitian exported the first injection molding machine. In the 1990s, Haitian began to expand overseas markets on a large scale, and successively set up marketing centers and subsidiaries overseas. At present, Haitian Group has more than 70 subsidiaries at home and abroad, and its products and customers are distributed in more than 30 countries and regions around the world. At the same time, it is Haitian's long-standing practice to cooperate with enterprises and institutions in different countries.
In the eyes of entrepreneurs in the South China Sea, Haitian's open spirit and open-to-the-end action are especially worth learning from the invisible champion enterprises in the South China Sea.
"Endless learning" completes manufacturing precipitation.
"Entrepreneurs and workers in Cixi are very open-minded and can accept the impact of new things and new ideas from outside. Haitian is a typical example. What they think is that even if I am not as good as you now, I still have to learn from external enterprises and management after learning technology. This is a very open mind. " Liang Weiming, general manager of Foshan Nanhua Instrument Co., Ltd. said.
In the survey, entrepreneurs from the South China Sea kept asking Haitian where its core competitiveness was compared with their peers. And Haitian's answer will point to openness.
"Haitian domestic market share in more than forty percent. Why is our market share so high? The precipitation of technology and manufacturing culture is very important. And many of these deposits come from learning. " Shen Li, general manager of Guangzhou Haitian Machinery Co., Ltd. said.
According to Shen Li, the injection molding machine is "small and complete", involving various technologies and parts such as electricity and hydraulics, which requires strong technical accumulation. After more than 50 years of development and many crises, Haitian has completed technical accumulation in its study.
He told the research group that Haitian began to cooperate with state-owned enterprises in the 1990s and learn their technology. Later, he found that there was a gap between mainland technology and Hong Kong and Taiwan, and began to cooperate with enterprises in Taiwan Province Province to set up joint ventures to learn manufacturing technology. Since then, Haitian has further benchmarked the world's most advanced technology and started to cooperate with German enterprises, which has made great progress. "We have a research and development center in Germany with the most advanced equipment in the world," said Shen Li.
In recent years, Haitian has accelerated the pace of "going global", opening overseas companies and assembly plants in Mexico, Brazil, Italy and Turkey respectively, and radiating to neighboring countries and regions. This exploration can solve the problems of late delivery and difficult after-sales service of mechanical and electrical products in the world.
In addition to opening up, Haitian's emphasis on talents and efforts to retain people have also impressed Nanhai entrepreneurs. "In terms of personnel training, we have a very perfect training system, both materially and spiritually, as well as in life planning." Wang Xiaoli, director of Haitian Plastic Machine Group Office, said.
She said that Haitian will also provide public rental housing for employees in Ningbo. Employees can apply for Haitian public rental housing after living in the dormitory for half a year to one year, and can basically meet the housing demand in five or six years. In addition, employees can also enjoy the interest-free loan car purchase policy and a fair and open career promotion system.
"Haitian's way of treating employees is to gather them as capital, not to' drive them away' as cost." Deng, vice chairman of Guangdong jing xing Health Care Industry Co., Ltd. said.
"Inheritance is a process of mutual assistance"
Since its establishment, Haitian's opening has also been continued in the inheritance of entrepreneurs. The driving force behind this is another topic that has aroused great concern of Nanhai enterprises, that is, taking over the new generation of entrepreneurs.
At present, Haitian is running in the joint efforts of the family to promote the development of the company. The daily management of Haitian has been handed over to the "second generation" and professional managers. The two sons of Zhang, the founder of Haitian, and Zhang Jianfeng are the CEO and senior vice president of Haitian International respectively. Zhang Bin, the grandson of Zhang, the representative of the third generation of collective leadership, also contributed.
For the inheritance of family business, how to promote the integration of intergenerational leaders and management is a difficult problem. Especially for the new successors, how to manage the "old ministers" and interact with them?
"How can old employees help a new group of leaders grow? This is a process of learning and helping each other. " Shi Huajun, head of internal control department of Haitian Group and general manager of investment relations department, said.
In his view, the two sides should constantly strengthen exchanges, and the "old courtiers" themselves should also maintain an open and balanced mentality. Everyone is for the development of the enterprise, and there is no contradiction between individuals, which is also the essence of Haitian's "family culture". In Haitian, a new generation of leaders will accept the experience of "old courtiers" and export new ideas to "old courtiers". At the same time, father and son will fully communicate and persuade each other.
In addition, according to Shi Huajun, the third generation of leaders have entered the leadership decision-making level. They are all tempered from the grass-roots level, and gradually step into the decision-making level, accumulating more first-line experience in decision-making.
This concept of inheritance has also been recognized by many entrepreneurs in the South China Sea. "According to my experience, in my own company, communication with my parents must achieve a high degree of ideological unity." He, a member of the research group and president of Guangdong Xinyi Underwear Group Co., Ltd. said.
In the South China Sea, a large number of family businesses have reached the critical point of succession. Many "second generation" entrepreneurs in the South China Sea are also facing the heavy responsibility and confusion of inheritance. He Wenjun is one of them.
After graduating from Sun Yat-sen University majoring in economics, He Wenjun had some contradictions with the underwear industry where the family business was located, so he did not directly return to the company to take over, but worked in multinational financial institutions and energy industry for a period of time. 20 12 years, shouldering the expectations and sense of responsibility of the previous generation, he finally returned to Xinyi to take over. Starting as an assistant, I spent five years getting familiar with the company's management mechanism, walked through every department of the company, and took over the company's business on 20 17.
"Haitian also inspired me that corporate inheritance is not a simple handover, but depends on the joint efforts of the first generation and the second generation. Only by building a platform for children and parents to respect and interact with each other can the foundation of the enterprise be evergreen. " He said to Wen Jun.