This is Baidu Encyclopedia's introduction to him:
As a director of Cai Hua Consulting Group, he has served as an executive of international consulting companies and several group enterprises, and has more than ten years of consulting experience. At present, he is a visiting professor in the presidential classes of Tsinghua, Peking University, Fudan University, Shanghai Jiaotong University, Zhejiang University and other universities, and a management consultant of several provincial and municipal SASAC and Economic and Trade Commission. At the same time, he is also an independent director of several super-large enterprise groups. Cai Hua Consulting Company has successfully held the first China Parent-subsidiary Management Summit Forum, and will hold the second and third forums in Beijing and Shanghai respectively in 2007, and release the list of the top 100 parent-subsidiary companies in China. He led Cai Hua Research Institute, focused on the research of parent-subsidiary management system, and creatively created management systems such as parent-subsidiary management, national management, four-level strategy, organizational IQ, and management-oriented corporate culture.
The consulting team led by him has provided consulting services for nearly 300 group enterprises such as China Petroleum, COFCO, CSSC, Dongfang Automobile, Baosteel Group, CIMC, Shagang Group, Huali Group, Guangsha Holdings, Zijiang Group, etc.
Personal monograph:
Consulting power, CEO manufacturing, organizational IQ, control of parent-subsidiary company 109, state control. Audio-visual teaching materials of management series: parent-subsidiary company control system, parent-subsidiary company control function, president training, organizational IQ, national control, etc.
—— Bai Wangang, Executive Director and President of Shanghai Cai Hua Management Consulting Co., Ltd.
China, chief control expert of parent-subsidiary company.
He is also the strategic consultant of China Oil and Gas Group, COFCO, China Mobile Group, CIMC, China Resources Group, Shagang Group, Huali Group, Guangsha Holdings and Zijiang Group.
And visiting professors from Tsinghua University, Peking University, Fudan University, Shanghai Jiaotong University, Zhejiang University and the President's Class of China Europe Business School.
From 65438 to 0996, Mr. Bai Wangang began to devote himself to management consulting. He led the team to formulate management plans such as parent-subsidiary company management, four-level strategy, organizational IQ and growth management.
Teacher Bai Wangang has provided professional management consulting services for more than 200 enterprises, such as parent-subsidiary company management and control, group company strategy, etc. More than 60% of them are group enterprises with listed companies.
Dispel the fog
Blow rice out of chaff.
Collect eleven years of painstaking research experience.
Collect the practical experience of hundreds of customers.
Dr. Bai Wangang, the first person in charge of China Group, explained in detail the ways to achieve soaring profits
General Electric, Wal-Mart, Siemens, Samsung, Kodak, Toyota, Danone ...
The inside story of the profits of the world's top 500 giants
Fosun Group, Suning Appliance, Gome, Vanke ...
The "Profit" Sword for China National Enterprises to Win the Competition
China's chief parent-subsidiary company management and control experts are dedicated.
Beyond product profits, control company profits, and integrate group profits!
Some enterprises are rushing, the plates are getting bigger and bigger, the profit rate is getting lower and lower, and the rate of return is getting lower and lower. It has become a "curse" that hinders the development of Chinese enterprises. How do group companies get rid of the curse and dig deep into group profits?
This course will be divided into six stages, which will unveil the mystery of group profits step by step and reveal how group companies can tap group profits, lock in profits and maximize the value of group profits.
Ten Problems of Group Management and Control
The management and control of parent-subsidiary companies is the only way to group companies. The main idea of this CD-ROM is to explain the management and control operation mode of parent-subsidiary group companies, and solve the problems faced by enterprise group operations through this effective and mature management and control mechanism. According to the operation of parent-subsidiary control and the classification of core issues, it can be divided into ten major issues.
[syllabus]
What is the key to break through the bottleneck of enterprise development?
The second episode: Why should we establish a perfect group strategic control?
What is the secret of group company's profit?
Why did Toshiba Group quit home appliances, and why did GE quit home appliances?
How to build a strong headquarters and realize the group's value-added?
Importance of strengthening value management to realize smooth information flow
Why do you want to establish a replicable management model?
How to build an interface management platform and reject financial loopholes
How to strengthen performance management to ensure the realization of strategic objectives
What inspiration did Delong Group leave us?
The eleventh episode strengthens the integration of various departments and improves the fighting capacity of the group.
Episode 12 Group Companies Create Mother-child Control Solutions
Training theme
1, the cultivation of the president-the bright road to nirvana rebirth;
2. Strategic management version of decisive battle in shopping malls-developing systematic thinking in fierce competition simulation;
3. The directional accumulation of core value groups-the operation of leaders to reshape corporate culture;
4. I am the master-the design of enterprise management control system;
5. Adapting to changes-implementing the management reform of the whole supply chain management;
6. Use offensive defense-successful change management;
7. The art of balance between destruction and reconstruction-change management mode;
8. Elite teachers-leadership construction of top management;
9. Plan a training camp for decision-making;
10, accurate decision-making-decision quality management;
1 1, the decisive battle is always before the war-the planning of enterprise development strategy;
12, the thinking of strategists-the renewal design of enterprise management system;
13, consulting management-series training;
14, the way of control-the business logic of enterprise leaders;
15, integration of business assumptions-business system theory and business game theory;
16, super-related thinking-strategic thinking of managers;
17, self-breakthrough-psychological obstacle of new leaders;
18, the joy of epiphany-decision-making ability and epiphany training;
19, winning by surprise-collective insight training for management team.