Chapter 30 The Triple Contradictions Caused by Gu Chujun

Everything seems to have settled down. On the evening of September 16, 2005, after Gu Chujun was arrested, Kelon's "caretaker cabinet" was disbanded on the spot. Dozens of marketing and financial executives headed by Hisense Group General Manager Yu Shumin began to take over Kelon. At this moment, "Gu's Kelon" has officially become a historical anecdote. Although Gu Chujun in prison is still the holder of 26.43% of Kelon Electric’s shares, for the important and urgent matter of Kelon’s reorganization, for the first time in more than four years, Gu Chujun’s opinions or ideas may become irrelevant severity.

It is said that Gu Chujun once lamented to his subordinates more than once: Kelon is the most soulful, brightest and most dazzling company among all companies.With Kelon, he can sit on an equal footing with the boss of Electrolux (Electrolux refrigerators are mainly OEM by Kelon).The Greencool system without Kelon is a soulless system; Gu Chujun without Kelon is just a third-rate entrepreneur. Now, watching "Tianwang Mountain" fall, Gu Chujun's biggest concern is definitely not about how many entrepreneurs he is.Times change, and he doesn't necessarily have the heart to study—on the eve of the Spring Festival, he once told the media that because of the "unfavorable Year of the Monkey", he wanted to buy a copy to read.The two full months of detention, and the certainty of how many people will visit the prison and deliver meals to him within a certain period of unfreedom in the future, are the biggest suspense that will test Gu Chujun's "boss" charm index.

However, it is difficult to make a conclusion on Gu Chujun. Even though the national media paid attention to the news of his criminal detention on July 31, 2005, all kinds of reporters rushed from all directions to the small town of Rongqi in Shunde to see through the gloom of Kelon and Kelon employees, but it was still difficult for Gu Chujun. Simply leave a comment. Yes, the mainstream voice is "Gu Chujun is a liar".For five years, this sound was like a cowhide rope tightly hooked to Gu Chujun's heel.Even in 2003, when he was most proud and proud, he was named "Economic Person of the Year" by CCTV for turning Kelon into a profit, and when he became a guest of strong columns such as "Dialogue", the media headed by "Caijing" It is still the biggest nightmare in Gu Chujun's heart: since the winter of 2001 when Gu Chujun easily won Kelon as a victor, they never gave up questioning and questioning about the myth of Gu Chujun's capital mergers and acquisitions.At one time, Gu Chujun thought that he had settled those good media with the hot interim report and annual report figures. However, it is almost impossible for Gu Chujun, who has a "demon in his heart", to live a peaceful life.

What exactly is the explosive bag hanging above Gu Chujun's head?Is it the professional, dedicated, and stubborn financial media, or the self-proclaimed "Nicholas Tse in the financial industry" Lang Xianping, or the China Securities Regulatory Commission, which is increasingly losing credibility but often "occasionally reveals itself"? In my opinion, neither yet. In fact, if Gu Chujun really wants to run Kelon well and clear himself up by the fact that Kelon has returned to the top position in the industry, then he has done a good job.Under Gu's leadership, regardless of refrigerators or air conditioners, Kelon's standard is the industry standard, and Gu Chujun's vision is the gap that other business owners cannot overcome.Since this is the case, will there be any media who are particularly upset with Gu Chujun?If he really contributed taxes, labor opportunities, and GDP share to this society without cheating and stealing, I believe he did not.

Lang Xianping was not the only criticizing Gu Chujun.Before the recklessly rising Gu Chujun, Zhang Ruimin and Li Dongsheng, whose business qualifications and prestige were ten times greater than his, had already become the targets of Lang Xianping's criticism.However, when Gu Chujun should not be in a hurry, he jumped higher than anyone else, and his voice was louder than anyone else, and he even threw out a few gangster-like threats. And the China Securities Regulatory Commission should not be Gu Chujun's Achilles' heel.Because when Gu Chujun entered Kelong, the China Securities Regulatory Commission had expected him to be capable.During this period, when problems such as Kelon’s embezzlement of funds by the original major shareholder were exposed, the China Securities Regulatory Commission condemned almost all former members of the board of directors, including Pan Ning, the founder of Kelon, but for Gu Chujun, those were just historical issues.As long as I don't feel that there is a problem for a day, all problems will be fine.This is Gu Chujun's logic, in fact, it is also the common logic of the big bosses who galloped in the capital world before Gu Chujun, but suddenly fell from the horse.However, the China Securities Regulatory Commission does not know the truth that the rivers and lakes are muddled, but it also needs to timely launch a benchmark, a benchmark of evil, to declare the dignity of its own existence and the wisdom to uphold justice.Interestingly, Gu Chujun not only looked down on Zhang Ruimin and others for being old-fashioned, but also looked down on Tang Wanxin, Zhang Hai and others' nonsense. In his opinion, if there are still one or two companies in China that really know how to integrate with the world trend If it is family, that person can only be surnamed Gu.

Gu Chujun looked down on too many people. Some people in the government.People in some industry associations.Some people in the medium.Some academics.And almost all peers.The vast majority of subordinates.Earlier, it included his teachers and classmates. And Gu Chujun wanted to get the whole world. He is like a child who has been spoiled by his ego complex for too long, and he is also a child who has a particularly strong desire for revenge. All the injustices, insults he suffered before, and even just a frustrated feeling of not being respected enough, when he When he stood up, the unease in his heart that was about to rot suddenly turned into a skyrocketing hostility, and poured out in a paranoid manner, flaunting it everywhere.For some people who play capital, secretiveness is the best way to protect themselves, but Gu Chujun, who is extremely conceited, does the opposite. He mobilizes the power of public opinion with a high profile, and passes on the object of suspicion to those who were originally interested in him. Doubtful people, let those psychological criminals mutter: Have we misjudged ourselves?Or do you have to see Gu Chujun as a monster with partial eyes?

Therefore, if one must search for the rope that finally tripped Gu Chujun, it can only be said to be his "ambition + conceit + publicity".The first two words are often inseparable, but only those who are ambitious, conceited and good at winning people's hearts and keeping a low profile can achieve great things. If this is not a historical law, at least it has been demonstrated by many successful cases. Of course, it can also be said that Gu Chujun is a sinner (it is said that Gu Chujun in prison still considered himself a hero who benefited the society and was furious when he was detained). In mid-September, he was formally arrested by the Secretary.Falsely increasing profits, inflating costs, embezzling listed company funds, etc., it can be said that he has the common problems of men who are dazzled by victory and arrogance in this position, and the problems are even bigger.

So, is it concluded that Gu Chujun is a loser? The seemingly huge Gu's Empire will collapse at any moment?The cronies are scattered, and you are also in jail?The identity of a bully is accompanied by his life, and it is difficult to recover? Hard to say. Around June, when Gu Chujun knew that the situation was over and he was doomed, he was still encouraging himself at a small backbone meeting.He told a marketing minister surnamed Ji, if I go to Jiangxi and invest 100 million yuan, within two years I will definitely achieve sales of 5 million refrigerators.Are you coming with me?It's a pity that what Gu Chujun's burning eyes greeted was a long silence.

Gu Qiangren, who is used to yelling and calling the wind and rain, also has a tiring moment.There is a story circulating among Kelon people that Gu returned from Beijing PR in mid-July and took the elevator with a senior executive under him.Gu stared at him and said, I'm going in right away, and everyone else wants to go in together, but you're not on the list.You know, in normal times, Gu Chujun can scold any subordinate of any rank, but when he talks about his going in, he actually loses the mood to question him harshly. Many reporters have written that Zhang Hai, who was in his early 30s, had a meaningful smile on his lips when he was arrested. The 46-year-old Gu Chujun is said to have been intercepted at the airport. It is impossible to know what state of mind he was in or what expression he had at the time.

This is not a bright person.From a painter's point of view, it is certain to say so.The chaotic and ambiguous Gu Chujun has at least three contradictions overlapping him. The heart of the landlord, the eyes of the capitalist. As early as the end of 2001 when he took over Kelon, at the first mobilization meeting, the stern Gu Chujun's judgment on the trend of the international refrigeration industry and analysis of Kelon's coping strategies convinced hundreds of middle-level and above cadres in Kelon. At that time, Gu Chujun talked about the "unwiseness" of Kelon's biggest domestic competitor Haier to set up a factory in the United States.He said in an expert tone that in Europe, it only takes a few hundred euros to acquire a local brand.What the Chinese people have to do is to activate the enthusiasm and confidence of the brand's product distribution channels.

However, over the past four years, although Gu Chujun has traveled abroad many times, he has never purchased any Western brand at a super low price for so-called international expansion.The goal of "high-tech and internationalization" proposed by Gu's predecessor Xu Tiefeng during his tenure fell into the hands of Gu Chujun, who is very responsible and practical: based on the largest and strongest local company, and then do OEM for international brands.He even lobbied Samsung, LG and other companies more than once to hand over all the products of the relevant volume to Kelon for production. The reason is: I can make products with lower production costs and the same quality as your own. Why don't you choose me? Paying attention to Gu Chujun’s corporate management track, it’s not difficult to find that although he looks down on the actions of many old-fashioned Chinese companies going abroad from the perspective of an international businessman. A rotting Thomson brand unceremoniously predicts danger.However, Gu Chujun himself, even when he drank "high" Evian mineral water and spoke freely, he never despised Galanz, which is only 1,000 meters away from Kelon. The boss of Galanz, Liang Qingde, is a typical farmer entrepreneur. However, his business model based on OEM has enabled Galanz to win every step of the way. He has won many times in the competition with international brands, and has become a Chinese company with a greater say in the international microwave oven industry. Liang Qingde's manor complex is very strong.His base is in Shunde, so the scope of his power expansion will stick to the surrounding areas. For example, his air-conditioning production base is located in Zhongshan, which claims to have an enclosure of 3,000 mu. In fact, in Kelon’s 26-year history of development, the most glorious period—the prosperity of Pan Ning’s administration, its successful experience was later “extended” by economist Wei Jie and others, and summarized as a four-character motto: “No However, Pan Ning did not restrain his impulse to expand after financing from the capital market. He successively chose two old state-owned factories in Chengdu and Yingkou, Liaoning for reconstruction. As a result, he was dragged into the quagmire almost immediately and had no way out. .In Chengdu Kelon, employees went on continuous strikes for the unconventional reform of signing labor contracts once a year; in Yingkou, personal safety was once the biggest concern of Kelon’s expatriate management cadres. The Cantonese went to great lengths. Therefore, if we really talk about the master of "if you are not familiar with it, don't do it", Liang Qingde, who is now in his 60s, has done better and more steadily than Pan Ning, who was in his 60s at the time. "Don't do it if you are not familiar with it" not only refers to the investment in the field of industry, but also the vigilance and identification of cultural adaptation problems. Compared with the above two predecessors, the 46-year-old Gu Chujun may not have so many conceits.But his self-confidence also comes from his "familiarity" with the industry.He once argued that he was not playing with capital, saying that if a person sells tofu for ten years, he will definitely make better tofu than others.Another time, he said that for distributors, Kelon always pays for delivery, while for suppliers, they can pay with acceptance bills, and there is a lag period of eight or nine months. Therefore, as a home appliance company like Kelon It's like getting a "long-term meal ticket", why play with capital? ——Yes, the history of Gu Chujun’s home appliance business is not counted from when he dreamed of owning Kelon, but in the early 1990s when he founded Xiaokang Air Conditioning in Huizhou, Guangdong. However, as mentioned above, Gu Chujun’s hostility is too heavy. His unpleasant business experience in Huizhou and the debate on the authenticity and falsehood of “Gu’s Cycle Theory” earlier made him have too deep and too much resentment. He was so angry that he went away to England, and finally became the boss in the UK and Canada successively after "accidentally" and went public in Hong Kong to raise more than 500 million Hong Kong dollars. The feeling of turning over to be the master is too strong and beautiful, and the state of self-confidence is quickly released (expansion) into a state of extreme narcissism, so Gu Chujun, who was originally obsessed with sticking to the manor, was finally broken by a capital mad bull. When he was building his own imperial city wall, every section he built was a suicide that broke his skeleton type of action. In May 2003, Meiling Electric was acquired; in July of the same year, 70% of Sireng's equity was acquired.At the same time, Greencool and Nanjing Sweet Group competed for Little Swan and duckling electrical appliances; in December, Gu Chujun acquired 115.273 million state shares of Yaxing Bus (accounting for 60.67% of the total share capital), entered the automobile industry; then, non-stop acquired Xiangyang Bearing, the first brand of domestic automobile bearings.Although he has controlled 4 A-share companies and 1 Hong Kong GEM company, Gu Chujun's capital operation has not stopped. In August 2004, Greencool acquired Shangqiu Bingxiong Refrigeration Equipment Co., Ltd. at a price of 184 million yuan.It should be noted that Nanchang Greencool Industrial Park and Jilin Jinuoer M&A projects have not been included in the calculation. Generally speaking, the landlord's mentality is to be stable, strive to control everything with experience, and pay attention to winning in stability, while the concept of capitalists is to get rich without profit, and seek wealth and danger. He will not hesitate to walk on the edge of the law, and will never rest until his reputation is ruined. In which M&A decision did Gu Chujun split his rationality between positive and negative poles?unknown.However, judging from the fact that he once said to the media that he entered the auto industry because he could not restrain his loneliness, because at that time, "Midea Gree had nothing to take advantage of, and the home appliance industry had nothing to do in mergers and acquisitions", Gu's obsession with his corporate governance skills has already poisoned him. Not shallow. An expert in chaos, a villain in the workplace. Take Gu’s proud Kelon as an example. Even when he couldn’t find a backer and was most frustrated, Gu still couldn’t forget these successful figures: In the past three years, Kelon’s sales revenue has increased from 4.3 billion to 8.5 billion, and its exports have ranged from US$67 million to US$4.17 billion. million dollars, taxes from 210 million to 560 million, and employees from 20,000 to 35,000. In my opinion, Gu's success in Kelon stems from being "ruthless" and daring to fight. Since a certain morning in the early spring of 2002, after more than three years of "conquering", today's 10,000 Kelon people (Kelon's official figure is 20,000 people, plus nearly 30,000 promoters) call Gu Chujun basically. The above is "Boss Gu", "Dong Gu" or "Mr. Gu", and the salesmen who have always been slippery and sophisticated will use "Old Gu" instead of the one who owns 1/5 of Kelon in any occasion where Gu Chujun is not present. investor.As for Gu Chujun himself, he will call himself "the boss" when he needs to emphasize his own identity; and in some small meetings, when he thinks that some of his subordinates' statements are inappropriate, he will not hesitate to call him. Don't hesitate to use "you farmer" to show education. In any case, the Kelon people who were hostile to the "invader" Gu Chujun at the beginning agreed with the job opportunity given by Gu Chujun and the simplest principle of "equivalent exchange" in commercial transactions. This is exactly what Gu Chujun needs. He has always hoped that employees should be more grateful. As a capital hunter who has been slandered all the time, will Gu Chujun have the patience and ability to manage Kelon and build Kelon for a long time?Now, Gu Chujun proves that although he is not a great master in corporate management, he is also an effective master of governance. Gu Chujun, who was not respected in the scientific community, has always been worried about it, but this kind of academic training has obviously given Gu Chujun a lot of help in his subsequent business experience.For example, the ability to see the essence through phenomena.It is conceivable that at the beginning of the acquisition of Kelon, the prospect of Kelon was chaotic.And how did Gu Chujun perform his chaos control skills? 1. Establish capital raising hands rules. Although Kelon was riddled with holes, Gu Chujun was obviously very satisfied with the acquisition deal which dropped from 560 million to 348 million.At the extraordinary general meeting of Kelon Electric held on December 23, 2001, Gu Chujun, who assumed the post of new chairman, shook hands with his predecessor Xu Tiefeng for a photo. , but the smile hung all over his thick and short neck. Gu Chujun officially went to Kelon to "work" on January 8, 2002.He abandoned the office used by Xu Tiefeng because he had already consulted Hong Kong Daxian, and the luck on the 9th floor was not good.He chose the 10th floor, and his intention is very obvious: to "step on the foot" of the bad fortune. ——Compared to Pan Ning, Kelon's old chairman, Wang Guoduan's second term, and Xu Tiefeng's third term, Gu Chujun's businessman nature is undoubtedly more pure.He told his subordinates in a superstitious way: he came here for money, so he will truly cherish and value money, and be responsible for the company's financial resources. At the same time, he issued the first declaration of entering Kelon at the first time: "I will only get a salary of 1 yuan before the company turns losses into profits." Gu Chujun expressed his sincerity and sense of mission in running Kelon. In private, his confession is undoubtedly more authentic.He said: "I was not a very hardworking person before, and I only worked half a day in Greencool. But when I came to Kelon, I couldn't do things without conscientiousness, and I had to work 100% of the time. If you want to be a shopkeeper in Kelon, you will immediately lose money. Let me show you 200 million, 500 million is also possible.” ——He can’t afford to lose, and he can’t afford to lose. Therefore, on many occasions when he first came into contact with Kelon cadres and employees, Gu Chujun always used a rapid tone (sometimes accompanied by a grunt in his throat), and kept popping out a high-pitched voice from between his teeth: "You guys For every dollar spent, I have my 20 cents. If I think you spent the wrong thing, I have the right to deal with you, or even fire you. Nothing to say! Everyone may sound uncomfortable, but I have Kelon's 20.06% of the shares, you spend a dollar and I get 20 cents, this statement must be very correct." 2. Quickly control the core departments. Gu Chujun entered Kelong with 3 people.Liu Congmeng, who made great contributions in negotiating the acquisition, was appointed as the president of Kelon, in charge of related public relations work of the government, finance, stock market and other institutions; Yan Yousong, who had followed Gu Chujun for many years, was appointed as the vice president in charge of communication; Yuan was appointed as the chief financial officer to fill the vacancy left by Mai Jianguang, the vice president of finance who left shortly after taking office. The main purpose is to strictly control financial expenditures and the selection and audit of external suppliers. For Kelon at that time, the most terrible things were nothing more than the following: first, Kelon’s capital flow could not be interrupted, and several banks had frozen Kelon’s shares, so it was necessary to create a kind of confidence to melt the ice; secondly, Kelon’s reputation Can't fall any further.Huge corporate losses, huge salaries of high-level officials, and being acquired by others, to the image of Kelon, which was once invincible, is like Hiroshima being hit by an atomic bomb; must be truncated.Especially in the financial area, until now, if Jiang Yuan's approval cannot be obtained, a payment of more than 5,000 yuan, even if signed by the vice president, is urgent, but still aborted. Gu Chujun's composure and intelligence can at least be contrasted by Kelon's acquisition of Huabao. In August 1999, overnight, Huabao’s former management personnel were all reassigned as deputies, and the Kelon cadres who appeared in Huabao as “conquerors” and “regime takers” clapped their chests and shouted orders. .Soon, the result of "conquering" turned into what Zhu Jianghong, the boss of Gree, despised, "Kelon only took over Huabao's factory and machinery, but nothing about talents and channels." Gu Chujun mocked himself as an "unrecognized scientist".But his management philosophy and even his philosophy of life are simple.He once said: "I didn't do anything unexpected when I entered Kelon, as long as I carried out the simplest one, it was correct. Simple things can’t be wrong, but something that takes 300 pages to prove can go wrong somewhere.” Gu Chujun's simple management stems from a simple assumption of human nature: "People are lazy and slavish. When there is no way to overcome themselves, the whip is the most effective management tool." Gu Chujun, who is good at using the "whip", often opens As long as Gu Chujun starts speaking, the other meeting members, whether they are the president or the vice president, can only submit to one word of power: that is called "dictatorship". In this regard, take the "rectification movement" as an example. The killing power was started from the most untouchable group of marketing experts. In August 2002, Gu Chujun began to "move" the marketing system.This is because one of the freezing years is coming to an end, and there is no war; the other is because after entering Kelon, it announced a huge loss of 1.56 billion in 2001-has laid the groundwork for turning losses into profits in 2002. After more than half a year of observation , Gu Chujun launched the "rectification movement". Since it is a "rectification movement", of course we refuse to do the daily homework such as judging merits, setting ourselves up, pretending to be pitiful, and asking for resources. Anyone who has ever been a marketing manager knows that if he does not know how to judge merits, set up things well, and flaunt himself, the leaders of the headquarters who are thousands of miles away It is easy to think you are transparent; but if you are not good at "playing poor" and don't understand the principle of "crying children have milk", not only will you not be able to grab the resources of the headquarters, but the problem will be much more serious-it is very likely to be regarded as He was dismissed from class for "not being active and not motivated".Therefore, when a marketing manager who is "knowledgeable" makes a phone report, he usually only talks about two aspects of content. One is to talk about ideas and express his determination; the other is to talk about difficulties, ask for policies, and discuss resources. But Gu Chujun's "rectification movement" never gave these marketing managers the opportunity to rely on the path. To put it bluntly, "rectification" means "doing self-criticism"—many people have bid farewell to the embarrassing thing of "writing self-criticism" since they bid farewell to their teenage years, and now they are doing it again.For ministers and managers with poor performance, dig three feet deep in their souls, and "fight against selfishness and criticize repairs" is not a problem.Bystanders are also happy to pick up some ready-made things to give you a few pointers so that you can "pass" smoothly.Those who are difficult to "pass" are those who have good performance and think they are worthy of "Boss Gu" and their conscience.Zhang X, who was the manager of the Hunan branch at the time, was one of the typical examples of difficult "passing the test".He "reviewed" a total of 5 times before barely "passing" amidst Gu's muttering.The logic of the game between Zhang × Hu and Gu Chujun is: "My qualifications (I won the first Golden Tripod Award, and I was invited to give lectures to others from time to time) and my performance, I will not be guilty of bowing my head in public and demeaning myself." Gu Chujun's game logic is : "No matter how well you do, there is always something bad. If you are bad, you should show it and give the initiative to the boss."—that is, as long as you have lice, even if you are A fierce tiger, when faced with the "rectification movement" of the owner of the garden, you can't say that you are a fierce tiger, but you should "sincerely" see your own shortcomings, for example, like Ah Q who was defeated in fighting with others, saying: "I am an insect. boo?" Previously, some dignified and imposing figures revealed their true colors at the rectification meeting.For example, "weeping", "beating the chest and stamping the feet", saying to oneself "the crime is serious". ——The "judgment" of the marketing staff has disappeared since then.A certain Mr. who once worked as the general manager of an industrial and trading company in Haier and was the youngest sales manager in Kelon's marketing system must have felt the most. When Gu Chujun first inspected the market, he asked him with his head in his pocket: "Where did you graduate from?" ?”, Mr. A said: “Tsinghua University”.Gu Chujun suddenly raised his face and said loudly: "What's so great about Tsinghua University? The refrigerator can't be sold, so the get out of class is still dismissed!" ——Objectively speaking, it is difficult to define how beneficial Gu Chujun's rectification of marketing system personnel will ultimately be to the increase in "actual sales".But it is true that "the official position is not big, and the airs are not small", and the princes from all walks of life who are used to bargaining with the headquarters and fighting against courtesy have corrected their attitudes since then. ——After all, not every manager can walk out of Kelon without worrying about the future without thinking.Of course Gu Chujun could see this, so he could lift the whip with ease.When the person who was rectified "bowed his head" day and night for self-criticism, Gu Chujun sent "Evian" mineral water down his throat without delay. And what kind of word-of-mouth has Kelon's marketing team left behind? ——The industry catchphrase: "No gambling, no whoring, no Kelon air conditioner", "No chaos, no cheating, no Rongsheng refrigerator". ——A sales manager from the headquarters went to the province for "inspection".The branch manager entertained him to find girls in a high-end nightclub. Because he was very enthusiastic and worried that he was unfamiliar with the place, he ordered the branch manager to "stand guard" all night, waiting for the end of the job, and paying for him. ——The manager of a certain branch found out that Wang Guoduan (former president of Kelon) saw that the market would come to his jurisdiction the next day, so he organized migrant workers to decorate the office overnight, and deceived Wang Guoduan to praise him for his "good spirit". ——The after-sales director of a branch company scrapped Class A products for a long time, then colluded with local sellers to ship them at Class B prices, and personally profited 3 million from it.However, the penalty order issued by the sales boss could not be implemented because the director had a high-level death insurance at the group headquarters.In the end, the person left Kelong and settled down. —— After Xu Tiefeng joined the enterprise from the officialdom, he first ordered to buy two Santanas for each sales branch, one refrigerator and one air conditioner. However, there were more than 50 Santanas in total, and soon became more than 50 sales managers The special-purpose car, traveling and picking up girls, has a lot of style.There are not a few vehicles that are scrapped due to accident warranty. ——When Midea, a rival in the same city, launched the refrigerator project, it aggressively recruited Kelon's technical talents, but its executives declared to the outside world that Midea would not want any of Kelon's marketing personnel. Of course, everything has a degree.When Gu Chujun repeatedly emphasizes the professionalization process of employees as a boss, the way employees treat the company and the boss will naturally become more and more professional. "I'll do it for whoever pays me! I'll do what my boss tells me to do!" If you get close enough to a Kelong man, he'll tell you that's what they really mean. It is true that Gu Chujun has solved the employment problem in the community, and the tax payment to the local government is also considerable, but he pays attention to the employees who are somewhat "professional" from Gu Chujun, and forced Gu Chujun to sell refrigerants to Kelon, and cashed out his selfish behavior. In fact, we have been vigilant and resistant to the practice of two brands and one team in Kelon branch and Greencool branch in some areas. In 2002, the former Kelon executives who resolutely refused to sign for the purchase of refrigerants chose to resign one after another. In 2005, when Gu’s control of Kelon was in turmoil, some Kelon employees finally rose up and wrote the discussion of "Eight Questions Gu Chujun". Gu Xiwen was posted on the Internet, and it was widely circulated. A merit is a merit, and a fault is a fault. A person who values ​​personal fame and fortune too much, no matter how he conceals it, will reveal the word "evil" from under his robe.Wicked, hateful. Regarding the national conditions and the business operation under the existing system, Gu Chujun hopes to get rid of the bad factors, but in fact he is most obsessed with the bad factors, such as relationship marketing. He once expressed his principles like this: I am not a politician, I only do business.Home appliances are an industry with meager profits, and you need to put in 100% of your efforts to do it well. If you spend 50% of your energy on other things to prevent risks that should not be prevented by me, then you will Can't do this business well. Is this really true? For example, after Gu Chujun acquired Yangzhou Yaxing, the people in his hometown (Gu Chujun is from Yangzhou) did not give him face, because they had objections to Gu Chujun's management methods, and the employees of Yaxing made riots twice, which made Gu Chujun feel very annoyed.And the main officials of the Yangzhou Municipal Government missed the press conference, making Gu Chujun even more angry. As for the acquisition of Meiling, although it was a step later than Midea, it was Gu Chujun who succeeded in the end.According to anecdotal reports, the reason was that the officials from Anhui Province that Gu visited had higher authority than Midea's interviewees, so they pried their feet temporarily. According to the latest disclosure of the 21st Century Business Herald, Gu Chujun returned to China and the first cornerstone of his climbing career——Hainan Greencool was successful. Potential to monopolize the Hainan market. From Haikou to Sanya, from government agencies to enterprises and institutions, from taxi companies to hotels and restaurants, from commercial refrigeration equipment to air conditioners, a fluorine-free substitution project is in full swing when Hainan Greencool plays the leading role. It is going on.” What is the direct result of this kind of government support to form a monopoly operation? According to relevant announcements, Greencool, which is listed on the Growth Enterprise Market of the Hong Kong Stock Exchange, had a turnover of 364 million yuan in 2000 (replacement of chlorofluorocarbon CFC refrigerant project revenue of 318 million yuan, sales of refrigerants of 45.85 million yuan), and a net profit of 269 million yuan. , In 2001, the operating income was 516 million, the gross profit was 410 million, and the net profit was 340 million.However, in the following years, due to the forced refrigerant burning out of many taxi engines, Greencool’s replacement business continued to decrease. From 2002 to 2004, the turnover dropped to 3.21% respectively. 100 million yuan, 107 million yuan and 184.8 million yuan, and the net profit dropped to 82.96 million, 8.62 million and 16.62 million yuan respectively. The report said that now, Greencool has faded out of the sight of Hainanese. "In the hearts of many Hainanese, it seems like a dream. When they woke up, they let it drift away." Gu Chujun may really dislike having dinner with government officials, but the reason is definitely not what he emphasized, "Because I am a successful enterprise, they should invite me to dinner", but that he has found other alternatives, and the "devil" is more detailed , such as playing mahjong with the official's wife, shopping, and even helping the official's wife pick up and drop off the child to school.These traditional ways of building relationships and taking the upper-level route are compulsory courses for every Greencool salesperson when they start their jobs. As Lang Xianping noticed, the companies that Gu Chujun acquired were all companies that the local government was eager to sell and had difficulties in operating.But there are at least three meanings here: ①The local government is eager to make a move, which generally means that the local government is the major shareholder, and the good time for the golden rooster to catch the eggs has passed. ②The premise of making a move is that since the enterprise basically has no chance to implement MBO, the entrepreneurial driving force problem of the original management layer of the enterprise cannot be resolved, and the foundation for the sustainable operation of the enterprise basically depends on morality and conscience, so it is normal for the enterprise to close down or decline Yes, it is accidental that they can survive without restructuring (monopolistic industries are not included).Therefore, the local government now has the glory of responding to the policy of "retreating from the country and advancing the people", and can also get rid of the relevant burdens and get benefits. Why not do it? ③For now, Chinese enterprises compete in the domestic market, and no one has a special weapon to win.Therefore, as long as a certain detail in the business chain is better than others, it is possible to obtain the right to survive.For example, Haier's service, Vanke's attention to detail, Galanz's cost control, TCL's extraordinary integrity, NetEase's game and SMS services, and Pan Shiyi's self-criticism.In fact, as long as enterprises with better production conditions and market foundations are likely to obtain a long board through improvement, and this long board is often the bargaining chip for capital hunters. From this point of view, Gu Chujun's insight into China's national conditions, his courage to take a chance, and his skill in interpersonal communication through "money can pass through the gods" are the main reasons why he once became popular in the domestic business circle.Take a look at the "Seminar on Kelon's 20-year Development and the Reform Path of Chinese Enterprises" held in October 2004. Several institutions with the prefix "Guo" of the sponsor, more than a dozen celebrities in the economic circles such as Zhang Weiying and Zhang Wenkui, and finally the consultants You may wish to imagine how amazing Gu Chujun's energy is in conquering thoughtful people, influential people, and opinion leaders!On the contrary, you might as well imagine how naive and superstitious the standpoint and vision of those so-called thoughtful people, influential people, and opinion leaders are!Economists are undoubtedly the people who are the best at calculating accounts, especially some celebrities in economics who are eager to talk business. Do you dare to say that he will not be deceived by profits, but will become the most foolish person who can not calculate accounts for himself and laugh for the world? people? You can fool all the people some of the time, and some of the people all of the time, but you cannot fool all the people all the time.As far as Gu Chujun is concerned, he may still be able to complain about his exit from the game of "the monk can move, why can't I move", but once you are struggling to become a public figure, you must let yourself be exposed to the sun for more time .As long as you have a lingering shadow, you don't have to feel the injustice of your fate when you are pulled out of the queue.Even if you are Gu Chujun, or someone who is better and crazier than Gu Chujun.