Entrepreneurial stories are not only about the experience of entrepreneurs, but also about the skills, experiences and ideas in entrepreneurship, so that latecomers can learn from them and combine or learn from them according to their own conditions to achieve entrepreneurial goals. The following is a classic entrepreneurial story compiled by Haier CEO Zhang Ruimin for your reference only. Let's have a look.
Zhang Ruimin, a native of Laizhou, Shandong Province, is a world-renowned 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. Gary Hammer, a world-class strategist, commented that Zhang Ruimin was 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. When many employees were hesitant, Zhang Ruimin made a decision contrary to "common sense": hold a on-site meeting of all employees and smash all 76 refrigerators in public! Moreover, the employees who produce these refrigerators smashed them themselves!
After hearing this, many old workers shed tears on the spot ... You know, it was very difficult for enterprises to pay wages in succession at that time, let alone "destroy" things! 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 "ruined", everyone is very "distressed"! 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 taking temporary measures instead of permanent measures, otherwise it will be 76 today and 760,7600 tomorrow ... so it must be enforced and 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 regular direction.
Classic story 2: Haier culture activates "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? He believes: "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 will inevitably be reborn. "
Haier has withstood the test of the success or failure of this cultural merger. The next day, Yang Mianmian led managers from five centers, including corporate culture and asset management, to Red Star to implement the management concept of "culture first". 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.
1In March, 998, the case of "Haier Culture Activating Huck Fish" 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 board 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 dealing with a man as he deals with you. A magazine called Remind Zhang Ruimin expressed concern about the future of Haier's American factory.
However, Haier's decision-makers take it for granted that setting up a factory in the United States is like an umbrella in the rain. "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, Haier's philosophy is "to have a market first, and 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. Fourth, the label "Made in America" is a selling point, which is very attractive to American retailers and can compete with American enterprises on an equal footing, with 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 "going out", Haier's internationalization has undoubtedly become the leader of China enterprises.
Classic story four: smashing the warehouse
In 2008, the global financial turmoil triggered by the "subprime mortgage crisis" in the United States 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.
On August 28th, 2008, another memorable day in Haier's history, Zhang Ruimin once again raised his "sledgehammer". This time, it was not the refrigerator that he wanted to smash, but the warehouse.
When the decision-makers of Zhang Ruimin and Haier proposed to cancel the DC warehouse (the logistics warehouse set up by Haier in various industry and trade companies), the whole market was blown up. The marketer said directly: this is impossible. Now the market situation is so bad that all warehouses may not meet the needs of customers, let alone cancel them. If the warehouse is cancelled, the sales volume will definitely drop sharply.
The response from customers is also great. One of Haier's oldest customers reported to Haier: "You want to cancel the warehouse, and we recognize it in the general direction, but it is a breach of contract for you to do so." Because according to the distribution contract, the customer picks up the goods at the local Haier warehouse. There is no warehouse now, which has caused customers the trouble of late delivery.
Zhang Ruimin and his policymakers resisted the pressure and stopped if they couldn't sell it. What should they do if they stop? Stop and enforce the internal system of enterprises. In order not to let the changing cost affect customers, Haier changed the supply chain process, placed orders every week and next week, and produced according to the order. Although there is no warehouse, Haier put the goods on the road and on the container through the change of order mode and process to realize the demand.
After the National Day, the financial crisis obviously affected the China market, with a sharp drop in retail sales and a sharp rise in industry inventory, while Haier's inventory was handled properly.
Zhang Ruimin is an expert with long-term vision and insight. His grasp of the industry trends prompted him to resist the pressure and smash the position to deal with the subsequent "financial crisis." His determination and courage are beyond the reach of ordinary people.
In 20 14, the global turnover of Haier group was 200.7 billion yuan. According to the global survey data of large household appliances released by Euromonitor Information Consulting, the world's authoritative market research organization, Haier's retail sales of large household appliances ranked first in the world for the sixth time in 20 14, and broke through the double-digit market share growth for the first time. On October 27th, 2065438+05/KLOC-0 100, "BrandZ's Most Valuable China Brand100 Top" was released, and Haier Group ranked first in the household appliance industry. Zhang Ruimin believes that there are no successful enterprises, only enterprises of the times, and the so-called success only keeps pace with the times.
The classic entrepreneurial story behind China's famous brand
Many enterprises want to "say" their own brands to the outside world, which is often impossible to talk about, or blocked by the increasingly expensive "hitchhiking marketing" and "automobile marketing" expenses. We found several local brands, taking stories as the carrier, and achieved good communication results.
First, Li Ning: Seeing the psychological touch of foreign brands
A few years ago, when Li Ning appeared in the media, he was always accompanied by the following words: many years ago, he was a world champion in sports; Now, he is galloping in the more competitive shopping malls and wants to become the world champion of China brand. Then, the camera (or text description) takes you into Li Ning's world.
In 1980s, when gymnast Li Ning won the Olympic gymnastics championship, he didn't become extremely excited, because he found that many athletes in China wore foreign brands of sportswear, which made him feel that China people were still far from the top of the world. As a result, the dream of becoming China people's own sports brand began to sprout.
Twenty years later, Li Ning and the sportswear brand named after this name competed with Nike and Adidas in China and won many markets and reputations.
Li ning industry serves the country, and the plot coefficient is ☆ ☆ ☆ ☆.
Historical depth: ☆☆☆
Familiarity: ☆☆.
Second, Haier: the reputation of smashing refrigerators
Haier white goods have become the most famous brand in China-this is a popular saying. A little more professional is: the brand with the highest brand value, the largest annual sales volume and the first market share, and so on. In the process of Haier's growth, the mid-to-late 1990s was a period of strategic significance. During this period, Haier's original stories were often seen in major newspapers all over the country.
1984 Haier Refrigerator Factory, which was invented, lost millions due to poor management. At the critical moment, a new director Zhang Ruimin was appointed, which opened the curtain of innovation. Just when all the difficulties began, something quite controversial happened. Due to problems in the production process, dozens of defective refrigerators fell off the production line. Of course, such products can't be thrown into shopping malls, so some employees suggest giving them as public relations products, while others suggest giving them as employee benefits. At this time, Zhang Ruimin came up with a strange trick: swinging a hammer to smash all refrigerators with quality defects.
The story of smashing the refrigerator, for a start-up, means quality first, and it also means "eternal sincerity" to users.
Zhang Ruimin slandered Haier's reputation, and the plot coefficient was ☆☆☆.
Historical depth: ☆ ☆ ☆.
Familiarity: ☆.
Third, the giant group: the inspirational effect of lying on the table and making a comeback
In the 1990s, there was a man named Shi Yuzhu. He became famous not only because he sold a brain-nourishing nutrient solution which was widely known by Chinese people through TV advertisements, but also because when he was in his heyday, two unfinished buildings made this "giant" fall down. The fall of the giant is more striking than its birth, and Shi Yuzhu retired under the eyes of the public until entering the new century.
Around 2002, many young adults found that a person named Shi Yuzhu and a health care product named Golden Partner quickly became popular in China. They were later told that this was a giant who had been defeated and now stands tall. Then they play Shi Yuzhu's games with elders of the same age, comment on his remarks, judge his right and wrong, or admire his legend.
Shi Yuzhu personally wrote a modern version of the story of a comeback. The story goes on and the giant is still growing.
Plot coefficient: ☆☆☆
Historical depth: ☆ ☆ ☆.
Familiarity: ☆☆.
Four, Tianfu sauce elbow
Speaking of Tianfu, Beijingers all know that Cixi Lafayette loves to eat, and some people will tell its story-
After three years of Qianlong, Fengxiang Liu, a native of Yexian County, Shandong Province, took his grandson to Beijing to make a living. In partnership with a Shanxi businessman, he opened a sauce meat shop in the east corner of Xidan archway, dealing in sauce elbow, sauce meat and sauce belly. But the store is small and nameless, so it has been very depressed. One day, Fengxiang Liu went to the market to buy goods, and saw an old plaque on the second-hand goods stall, which read three characters of "Tianfu" in regular script, and it was vigorous and powerful with a pen. Fengxiang Liu thought this plaque meant God's blessing, so he bought it and hung it on his lintel.
Once, Liu, a descendant of yours, was on duty at night, only to fall asleep and burn his elbow. He was very worried, so he had to repeatedly process and sort out this pot of boiled elbow and reluctantly sell it. It happened that an old gentleman in the punishment department bought it, tasted it on the spot and said, "Today's elbow sauce is good, crisp and tender, not greasy, not stuffing, delicious." A little later, another eunuch in the palace came to buy elbows. After the eunuch left, Liu came to Ming for fear of catastrophe, but he was once again blessed by God. Since then, Liu Deming has carefully studied and summarized a unique production method, which has become more and more strict in material selection and processing, and the quality of sauce elbow is getting better and better.
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