personal data
Gender: male
Date of birth: 1966
Native place: Wuwei, Anhui
Graduate school: Central South University, majoring in metallurgical physical chemistry (undergraduate), Beijing Institute of Nonferrous Metals (master).
Company headquarters: Shenzhen, Guangdong
Main industries: rechargeable batteries, automobile manufacturing.
Industry status: the first rechargeable battery manufacturer in China and the second rechargeable battery manufacturer in the world.
Listed company: BYD (12 1 1. HK)，
July 2002 IPO
June 5438 +2003 10, BYD, who had no experience in automobile production, bought 77% equity of Qinchuan Automobile for 296 million yuan. After the news was announced, BYD's share price fell for three consecutive days, from HK$ 18 to HK$ 12. However, the goodwill of the fund manager and the general doubts of various media did not make Wang Chuanfu change his decision. In August of the same year, Wang announced that he would invest 2 billion yuan to build a production base with an annual output of 200,000 electric vehicles and 65,438+10,000 sets of spare parts in An. At present, BYD's share price has rebounded to nearly HK$ 30.
[Edit this paragraph] Struggle history
After finishing his master's degree, Wang Chuanfu worked in his own research institute for three years, and then worked as the general manager of a battery company in Shenzhen. 1995, BYD was founded with his cousin Lv Xiangyang (No.48), and now it is replacing the monopoly position of Japanese battery companies and becoming a first-class battery manufacturer. During the Asian financial crisis, BYD's exports shrank extremely. But this summer, it was successfully listed on the main board of Hong Kong. Last year, it achieved sales revenue of 65.438+0.5 billion US dollars (in 2000, it was 65.438+0.5 billion US dollars), paid taxes of 24 million US dollars, and employed 6.5438+0.5 million people.
1990 Wang Chuanfu, graduated from Beijing Institute of Nonferrous Metals with a master's degree, and works in Room 30 1 of the Institute. He served as deputy director, director, senior engineer and associate professor step by step, and also brought out a group of graduate students.
Wang Chuanfu, who has worked in the institute for five years, suddenly found that batteries, as one of his research fields, are facing huge investment opportunities. At that time, it took 20,000-30,000 yuan to buy a "mobile phone", and buyers had a strong desire to buy. Wang realized that with the development of mobile phones, the demand for rechargeable batteries will increase. In his view, technology is not a problem, as long as it can be scaled up, it can make a big difference. 1February, 1995, Wang Chuanfu resolutely went into business and registered BYD Industry in Shenzhen.
Wang Chuanfu's project also has his uniqueness. Compared with many domestic enterprises who blindly pursue modernization and often unrealistically spend a lot of money to introduce international leading production lines, Wang Chuanfu has been developing products independently from beginning to end. Not only that, Wang Chuanfu also invested a lot of energy in technology, raw materials and quality control, and cost reduction.
In addition, Wang Chuanfu directly participated in the supplier's material development, and made use of BYD's powerful scientific research ability to make a plan to reduce costs. For example, a nickel-cadmium battery needs a lot of cobalt, which is a negative electrode manufacturing material. If cobalt with good performance is imported from abroad, the cost is extremely high. BYD cooperated with a company in Shenzhen. After clarifying the quality gap between domestic and foreign cobalt, it formulated detailed measures to improve the quality of domestic cobalt, and finally made domestic cobalt meet the international quality requirements, and the cost was 40% lower than that of foreign products. Due to the wide application of anode materials, BYD can save tens of millions of yuan a year.
1995 In the second half of the year, Wang Chuanfu tried to give BYD's products to Bus Company, the largest cordless telephone manufacturer in Taiwan Province Province, for trial use. Unexpectedly, the excellent quality and low price of BYD products aroused Daba's strong interest. At the end of the year, the dam gave the order of Sanyo to Wang Chuanfu without hesitation.
From 65438 to 0997, BYD grew from an unknown role to a medium-sized enterprise with annual sales of nearly 1 100 million yuan. In the past three years, BYD has achieved an annual growth rate of 100%.
During the period of 1997, the financial turmoil swept through Southeast Asia, and the global battery product prices plummeted by 20% to 40%. Japanese manufacturers were once on the verge of losing money, but BYD's low-cost advantage became more and more comfortable. Philips, Panasonic, Sony and even General Motors have also placed exciting large purchase orders with BYD. In the nickel-cadmium battery market, it took Wang Chuanfu only three years to seize nearly 40% of the global market share, and BYD became a well-deserved leader in nickel-cadmium batteries.
After gaining a firm foothold in the field of nickel-cadmium batteries, Wang Chuanfu immediately seized the second opportunity and began to develop nickel-hydrogen batteries and lithium batteries with core technologies in the battery market. To this end, Wang Chuanfu invested a lot of money, purchased the most advanced equipment, searched for the most cutting-edge talents, and established the Central Research Department. At that time, the lithium-ion battery was dominated by the Japanese, and domestic counterparts did not believe that BYD could make it. It is said that Wang Chuanfu was ridiculed in the industry at that time, but he believed it was an opportunity.
Subsequently, Wang Chuanfu specially established BYD Lithium-ion Battery Company, and this decision has achieved fruitful results today. According to the statistics of Nikkei Electronic News, at present, BYD ranks behind Sanyo, Sony and Panasonic in the field of lithium-ion batteries and nickel-metal hydride batteries, and has become an international battery giant with the same reputation as these three Japanese manufacturers.
At present, BYD's production scale has reached10.5 million nickel-cadmium batteries, 300,000 lithium-ion batteries and 300,000 nickel-hydrogen batteries, and 60% of its products are exported. Customers in the mobile phone field include Motorola, Ericsson, Kyocera, Philips and other international communication giants, as well as new domestic mobile phone forces such as Bird, TCL, Konka, and cordless phone users include VTech, Panasonic, Truly and other industry leaders. BYD has become the second largest battery supplier in the world after Sanyo, accounting for nearly 65,438+05% of the global market.
Wang Chuanfu's Management Philosophy
BYD is extraordinary. Its helm, Wang Chuanfu, is called "technical madman". The Shenzhen company he led started from scratch. In 13, he established high-end manufacturing enterprises with an output value of about 20 billion in the fields of battery manufacturing, mobile phone accessories and automobiles. By grafting rechargeable batteries and electric cars, BYD claims to become the world's largest passenger car manufacturer in 2025.
Buffett certainly won't just pay for "a great ideal." What magic weapon does Wang Chuanfu have to impress this harsh Jewish old man?
This seemingly introverted and simple Anhui native has obtained a bachelor's degree in physical chemistry. 1995, he borrowed 2.5 million yuan from his cousin who made securities, and he plunged into the mobile phone battery industry. From nickel batteries to lithium batteries, BYD has caught up unhurriedly. At one time, Gensonnie, Sanyo and other industries were frightened. Just when people marveled at Wang Chuanfu's aggressive attitude in the battery industry, he traded guns for guns and plunged into the highly competitive automobile industry. Now some people say that BYD is the real rival of Toyota in the future.
The media seems to have found "King Kong of China". Some people say that Wang Chuanfu despises the existing business order and rules of the game. "He trusts young engineers more than senior technical experts in Europe and America. He thinks that everything can be done by himself, and the things made are more useful than those bought at a high price. He believes that technology patents are all' paper tigers'. "
Indeed, Wang Chuanfu changed the image of entrepreneurs in China. Among those who are struggling in the global industrial division of labor chain, constantly lowering their status in order to get a low-end wage earner position, and even killing each other at the expense of blood, a leader of the "technical school" has finally emerged, taking dismantling the technical barriers of multinational companies as his responsibility, enthusiastically pursuing technological innovation, and organizing a localized technology research and development and manufacturing team that can really adapt to the war.
"We are never afraid of core technology. Others have, I dare to do, others don't, I dare to think. When every unit of BYD encounters problems, we will say that you can't solve them, not because you are incapable, but because you lack courage. " A vice president of BYD explained their corporate philosophy like this.
Wang Chuanfu's point of view is more practical. In view of the "technological phobia" that enterprises in China generally face, he said that this fear is only an industrial intimidation made by competitors to latecomers. They keep telling you that you can't do it, you will spend a lot of money, and research and development will be difficult until you give up. Cars? After all, it's just "a pile of steel."
Yes, the nation that can send a spaceship to heaven can only do some low-end processing industries. !
He has a unique solution. It costs tens of millions of yuan to invest in a battery production line. What if I have no money? Do it for yourself. Wang Chuanfu's "indigenous method" seems clumsy: he makes his own production equipment and breaks down the production line into processes that can be completed manually. No money, no one yet?
BYD's "manufacturing secret" is "semi-automation plus labor", and some people call it "millet plus rifle". From battery production line to automobile mold, Wang Chuanfu has explored human resources to the extreme, and twenty engineers will never be able to top a manipulator. In Japan, Europe and America, industrialization is to make big machines and minimize the labor force. After BYD's transformation, "China's characteristic industrial manufacturing" is actually a "sea of people tactics", or it requires engineers to win.
Do it yourself and have plenty of food and clothing. "BYD Manufacturing Model" not only greatly reduces the cost, but also integrates the digestion and absorption of technology and process improvement into all aspects of the manufacturing industry from beginning to end. They found that the accuracy of "semi-automatic labor" was not lower than that of full automation, and the problem of large-scale recall after batch processing errors was avoided. It is both reliable and flexible.
What is more commendable is that BYD pays special attention to the "vertical integration ability" of the industrial chain because of its extreme admiration for human resources and technology research and development. As long as the customer requests, it can provide one-stop service from scheme design to final production. Wang Chuanfu said that OEM is just a service of BYD. Behind it, we are selling parts, not our own technology.
If you want to compete with others, you have to take the road that others have taken, and that is self-destruction. "The way you play is the same as others. Why did you win? " Wang Chuanfu said. So, it must be "you hit yours, I hit mine".
You only treat people as laborers, so they can only work. And you regard man as a creator. He is an engineer. BYD's corporate strategy, in fact, is fundamentally to break the superstition that China's human resources can only take the cheap and low-end route.
In Wang Chuanfu's view, the creativity of engineers in China is the best, because they always put work first and enjoyment behind. "I think China entrepreneurs are very lucky. God has blessed us and put such preferential things on our side. In the past, we only knew how to manage workers and didn't know how to organize engineers. "
He emphasized that the real advantage of "Made in China" is to make good use of senior and junior talents in China, so that they can give full play to their roles.