Shi Yuzhu is both a manager and a manager. Shi Yuzhu has been playing the role of the top manager from the start of his business to the appointment of Lou Long Bin, president of Founder Group of Peking University, as the president of Giant Group. During the transformation of his company from 15 employees to 100 employees, he implemented a militarized management model. But this business model is generally suitable for small start-ups. According to the definition of management, anyone who assumes the responsibility of planning, organizing, coordinating, leading and communicating in an organization is a manager. The manager is just a concrete expression of the manager, and its scope is smaller than that of the manager. It can be understood that the manager is a kind of manager. Since he started his business, he has been the top ruler, making major decisions of the company. At the same time, it can be said that his series of behaviors determine the organizational culture of the company. His responsibilities also include making decisions on giant things, leading and controlling the company and participating in technological product innovation.
2. Question: What is Shi Yuzhu's ability? What was the most important factor for its success in that year? What is the real cause of the group crisis?
Shi Yuzhu has the technical ability, interpersonal ability and conceptual ability that managers must possess. In the development of M series products, Shi Yuzhu developed the M-640 1 desktop typesetting and printing system, then established Giant New Technology Company, and then launched M-640 1 Hanka, achieving a net profit of 35 million yuan. 1993, Giant Group established eight wholly-owned subsidiaries, and successively launched Giant Financial Software. Finally, Giant Group will become a powerful computer enterprise in China. As an effective promotion method, Shi Yuzhu has developed the M-640 1 desktop typesetting and printing system, which uses the computer world to advertise first and then pay, making its products authoritative and practical, and getting the favor of consumers. 1992, the giant company moved from Shenzhen to Zhuhai, and the internal and external environment was more conducive to development. 1993, the national leaders paid great attention to it, which made the giant group resound throughout the country. The causes of the crisis are investment mistakes and capital structure mistakes, management mistakes and corporate culture mistakes, and the most important reason is investment mistakes. Because the planning of the Giant Building of Giant Group has been changed again and again, from the initial 18 floor to the 38th floor and finally to the 70th floor, the Group invested a lot of money in the Giant Building, misjudged the situation, and did not go to the bank for loans, which eventually led to a financial crisis, and the giant fell into the crisis of bankruptcy.
3. Does the giant form his own culture? What effect does it have on the development of giants? How do giants cultivate culture?
No, although the giant put forward the cultural concept of "being an oriental giant", there are still many bad "ethos" in the specific work, exposing many problems. Corporate culture should be an integral part of management. In addition to normal system management, corporate culture should be used to supplement, restrain and guide the bad atmosphere and atmosphere in enterprises to promote the stable, healthy and sustainable development of enterprises. Corporate culture is a very important auxiliary tool for enterprises to implement effective management. Shi Yuzhu pointed out that the "Giant Group" at that time had many defects in the construction of corporate culture: when it failed, it led to a "crisis of trust" within the enterprise, and cadres were afraid to take personal responsibility. If something goes wrong, they pass the buck and can't find the responsible person; Always staring at other people's mistakes and often forgiving their own mistakes, leading to the deterioration of the enterprise's atmosphere; Always emphasize difficulties and so-called "efforts" and ignore the interests of enterprises; Give up the style of "hard struggle" if you have a little achievement, which will lead to the decline of the overall combat effectiveness of the enterprise. Giants should strengthen the rendering of corporate culture from management, first of all, the advocacy of managers, followed by the acceptance of members, not just slogans.
4. How should Shi Yuzhu persuade investors to accept his last two schemes?
First, be honest with investors about the status quo, so that investors feel that he is honest and gives a good image, and this will not happen.
Letting investors have moral doubts will also establish a good corporate image for enterprises, even if enterprises are currently facing difficulties, they will also have a good image.
Second, show the financial status of the enterprise to investors, so that investors have a bottom.
Third, providing investors with good industrial conditions for enterprises to make profits now will reassure investors to invest their money in the company, which will enable enterprises and investors to achieve a win-win situation.
5、? Question: If you want to buy Giant Group, what are you going to do?
The main reason for the analysis of the giant crisis is that 1 Giant Group is weak in internal management while its scale is expanding rapidly. The management foundation is weak, and the leadership system, decision-making mechanism, enterprise organization, financial control, employee management and many other aspects can not meet the needs of the group's development. It is only a matter of time before the enterprise gets into trouble. 2 lack of experience in capital operation, unable to effectively use financial leverage 3 lack of scientific decision-making system and power restraint mechanism. If you want to buy, you must strengthen from these three aspects, and at the same time form your own corporate culture and management philosophy. 6. Question: How should other enterprises learn from the experience of giants?
1 The growth of an enterprise also has a life cycle. Successful enterprises can quickly enter the growth period and continuously extend the maturity period. In the golden age of its rapid growth, some enterprises are keen on "following the tide", setting up stalls and launching projects in the direction of enterprise development, failing to conduct detailed market analysis and investment analysis, failing to proceed from their own advantages and possibilities, lacking calm thinking and overall grasp of future development forms, blindly flocking to high-profit industries, unreasonable decision-making system, and insufficient collection and analysis of technical and economic information on markets and industries, which eventually led enterprises to fall into operational difficulties. 2. Management is an important foundation for the survival and development of enterprises. To some extent, the management level of an enterprise is the embodiment of its comprehensive quality. At this stage, many enterprises have reached a certain scale in capital, personnel and market. However, the management level does not adapt to the development of the enterprise, and the organizational structure, financial management level and human resource allocation of the enterprise cannot meet the needs of the further development of the enterprise, resulting in the phenomenon that the funds and personnel of the enterprise are out of control, and the "short legs" of management lead to the closure of the enterprise. Therefore, in today's increasingly relaxed institutional conditions, attaching importance to management should become the * * * knowledge of China enterprises. 3. A perfect company organizational structure must have a scientific decision-making system and a sound power restraint mechanism. Modern large enterprises generally adopt vertical authorization system and follow scientific decision-making procedures. It is absolutely impossible for one person to have the final say. The behavior of operators must have sound institutional constraints, not only owner constraints and social constraints, but also creditor supervision and democratic supervision from employees within the enterprise. Managers at all levels should have legal procedures, and their responsibilities and authority should be guaranteed by the system. 7. Developing melatonin, the secret of success?
The development of melatonin is not accidental. The success of "Giant is not fat" and the lack of reserve funds in Giant Building make Shi Yuzhu need to find a new product to save the situation, especially when he put forward "the overall idea of the second venture of Giant Group", whose overall goal is to jump out of the computer industry and expand to Zhang Zhilu with diversified industries, so as to seek a contradictory way out through development. At the same time, Shi Yuzhu also dismissed all the cadres of the original group and re-appointed. Giant Group launched more than 30 products in three series of computers, health care products and medicines by cluster bombing, among which health care products launched 12 new products at one time. It can be said that the secret of melatonin success is as follows: 1. Grasping the psychology of consumers, Shi Yuzhu put the product research in Jiangyin City, Jiangsu Province. In the process of chatting with the elderly, Shi Yuzhu not only learned what function and price of health care products are most suitable for the elderly. Second, it is a strategic grasp. At the initial stage of the introduction of melatonin in Shi Yuzhu, there was no advertising as usual. On the contrary, due to the strong dependence on cash flow in the initial stage, Shi Yuzhu continued to choose second-and third-tier cities after the pilot victory. Through short-term advertising in second-and third-tier cities, we can realize timely docking of sales and cash withdrawal as soon as possible. Then start from the second and third tier cities and gradually outflank the first tier cities. Finally, through the accumulation of funds, advertising bombing was carried out throughout the country, which naturally won the first-tier cities and made melatonin a household name. 8. How does Giant Group assume the sense of social responsibility?
Melatonin, melatonin and other useless drugs are very dangerous to the public, which may be fraud or failure to fulfill social responsibilities. Giants should report to the society, including safety and HSE (health, safety and environment), and show actions in social responsibility.