Chapter 21 1987 The age of entrepreneurs

Ma Shengli, the director of the Shijiazhuang Paper Mill in Hebei, hung a copper sign at the entrance of the factory, engraved with five big characters: "Ma Shengli, the director of the factory", which was an unbelievable thing for a state-owned enterprise at that time, but Because he is "Ma Shengli", no one feels that there is anything inappropriate.Ma Shengli was the most famous factory director in China at that time. Ma Shengli became famous for contracting two years ago. In 1984, Shijiazhuang Paper Mill was as unsustainable as many old local state-owned enterprises. The factory with more than 800 employees had been losing money for three consecutive years. At the beginning of the year, the superior issued a profit target of 170,000 yuan. Dare to promise.Ma Shengli is the head of the business section of the factory. On March 28, he posted a "big-character poster" "Determination to the New Leadership Team" at the gate of the factory, proposing that he should contract the paper mill and hand over 700,000 yuan in profits by the end of the year. Yuan, workers' wages doubled, "failure to reach the target, willing to be punished by law."This dramatic and bold move caused a sensation in Shijiazhuang. Half a month later, the mayor Wang Baohua organized a "defense meeting" with 160 people. After hearing Ma Shengli's speech on contracting, Wang decided on the spot to let him contract the paper mill.

Ma Shengli, who was a business section chief, mainly worked hard on product structure and sales incentives.The paper mill produces toilet paper for household use. According to market demand, Ma Shengli changed the original "big roll" size into six different sizes, and changed the color from one type to three. Scented Perfume Tissue".In order to encourage salesmen to open up the market, Ma Shengli set up a "reward for opening up new customers", which stipulates that if you open up a big customer, you will be rewarded with ten yuan, and you will be rewarded with a small customer. Five yuan.These measures revitalized the stagnant factory.In the first month of the contract, the paper mill realized a profit of 210,000 yuan, which was more than the initial target of 170,000 yuan for the whole year. When the contract expired in the first year, Ma Shengli realized a profit of 1.4 million yuan.After news reports and publicity, "horse contracting" became famous all over the country immediately.At that time, Bu Xinsheng, who had been regarded as a "reform model" four years ago, was in decline. The difficult reform of state-owned enterprises needed a new legend of "one package works". The timely appearance of Ma Shengli undoubtedly made up for it. For this demand, his experiment made people see the charm of enterprise contracting. For a while, "learning from Ma Shengli" became a nationwide craze.His reform ideas were summarized into "Thirty-Six Strategies" and "Seventy-Two Changes", and the contract system became a panacea for state-owned enterprises to get out of trouble.

On July 26, 1985, newspapers across the country published a long newsletter from Xinhua News Agency, titled "Ma Shengli, a good factory director who always thinks about the interests of the country and the people."Like Bu Xinsheng, Ma Shengli soon became a popular news figure. He gave speeches, published books, and won various honors. Some provinces such as Hebei and Shandong even launched a "Learn from Comrade Ma Shengli" campaign by the provincial government.Compared with Bu, Ma Shengli undoubtedly possesses the qualities of a modern entrepreneur. His factory has grown in profit for several consecutive years. In 1985, the profit was 2.8 million yuan, and in 1986 it was 3.2 million yuan. In 1987, the prosperous Ma Shengli announced an exciting decision to the society: he would establish "China Ma Shengli Paper Enterprise Group". From now on, he will successively contract 100 paper-making enterprises in 20 provinces and cities across the country.

His motion became the most explosive company news of the year.This is really an exciting and huge concept. It greatly demonstrates the grandeur of the new generation of reformers and the magic power that the contract system will emit. For many local paper mills that are still alive, it can be attributed to Ma Shengli. Under the banner of the dead, it is undoubtedly the best chance to bring the dead back to life.After Ma Shengli's motion came out, telegrams from all over the country asking Ma to contract and bid came like a snowflake.The first company to sign up was the Heze Paper Mill in Shandong. When Ma Shengli’s contracting team arrived there, thousands of mayors, secretaries, and factory directors from 10 counties and cities in Heze gathered together to listen to Ma Shengli’s sermon. contract report.Ma announced that the contract base is 370,000 yuan, and the profit increase is less than 100,000 yuan. Ma Shengli and the Heze factory will share 28% of the profit increase of more than 100,000 yuan.Ma Shengli's speech was overwhelmed and interrupted by bursts of warm applause. In people's admiring eyes, Ma Shengli standing in the halo seemed to be a fairy who could turn stones into gold. Reporter Ge Hong reported " "Ma Chengbao" New Biography" describes: "Ma Shengli never used manuscripts in his reports, and did not follow the script. He talked and laughed happily, and his words were humorous and funny. There was no sound inside and outside the venue, and people were fascinated by it for three hours. According to reports, no one moved around, and some people refused to go to the toilet even though they were holding their urine."

This scene was repeated again and again in the following six months.Ma Shengli traveled around the country non-stop. Everywhere he went, he became the local headline news. His contracting became a ceremonial reform performance. From the government to the enterprise, from the media to the workers, everyone is eager for change. In the current difficult situation, Ma Shengli seems to have become a magic straw.He gave speeches again and again, contracted one by one, and signed a contract for each venue. By the beginning of 1989, dozens of enterprises had come under his umbrella. They were all small and medium-sized paper mills with small scale and loss of profit. Account for any research and evaluation you do.Once he went to Guizhou Province, a reporter from Xinhua News Agency recorded his whirlwind "work efficiency" with full respect: he arrived in Guiyang on the evening of the 26th; he gave a report to the cadres of enterprises in Guizhou Province all day on the 27th; he went to Guiyang Paper Mill to discuss contracting matters on the 28th. , and look at the factory; signed a contract on the 29th, promising to realize a profit of 1 million yuan in the second year, pay off the loan in three years, and triple the output value. six enterprises. A front-page commentary in the "Guizhou Evening News" praised this, "This whirlwind rhythm is itself an ode to reform, isn't it? If some other comrades are replaced, I don't know how many days or even a year of research will be required." Half a year! However, Comrade Ma Shengli made a decision within 48 hours, which cannot but give us a powerful impact."

No one thinks deeply about the feasibility of this kind of whirlwind contracting and the business risks involved, there is no rigorous field research, the contracting base is full of randomness, there is no resource integration, no management, talent and technology output, and no strategy for group operation Conceptually, Ma Shengli's contracting is a simple merger of "returning to a large pile". In some cases, his contracting even has an inexplicable idealism. "Hangzhou Daily" wrote when reporting the news of Ma Shengli's visit to Zhejiang, "The vast majority of Ma Shengli's inspections are loss-making enterprises. He is very sympathetic and concerned about the situation of these enterprises. He said that the reform should reflect socialism. The superiority, the more difficult, the more loss-making, the more difficult the life of the enterprise, the more we need to help and support." Undoubtedly, such remarks are full of fantasy, and the director of a loss-making paper mill in Lin'an County went to Hangzhou to ask to see Ma Shengli, he also put up a slogan in the factory that read, "Resolutely ask Director Ma Shengli to contract our factory."Ma Shengli's pride also inspired many people's enthusiasm for reform. When he went to Hangzhou to contract an enterprise, a local factory manager published a doggerel in the newspaper: "A white flag is planted on the top of Hangzhou City, and Ma Shengli came from Hebei. Since ancient times, Qiantang Duo Yingjie, you won't be convinced until you have a decisive battle."

From November 1987 to January of the following year, Ma Shengli "Xiao Xing did not stay at night" (his words in his autobiography "Wind and Wind Horse Victory"), and visited 27 paper mills in less than two months. contracted. On January 19, 1988, "China Ma Shengli Paper Enterprise Group" was established amidst the sound of gongs and drums. The Minister of Light Industry in Beijing and the Governor of Hebei Province attended the inaugural meeting together.Four days earlier, the People's Daily published the news that Bu Xinsheng, the director of Haiyan Shirt Factory, had been dismissed from his post.

However, what is unexpected is that the shattering of the Ma family myth is faster than the decline of the predecessors.Only four months later, the Zhejiang media reported that he “failed” to contract the Zhejiang Pujiang Paper Mill; in July, Guizhou reported that “the Guiyang Paper Mill after Ma Shengli’s contract was in difficulty”; in August, the Yantai Penglai Paper Mill was terminated due to losses. Contract; In September, "People's Daily" published a commentary "Thinking of Ma Shengli's Loss", which for the first time compared "Ma Shengli's defeat" with "Bu Xinsheng's ups and downs".A terrible domino effect occurred. By the end of the year, Ma Shengli announced that he would stop absorbing new enterprises and no longer operate across provinces. At this time, 16 paper mills had withdrawn from the group.

In the history of enterprises, Ma Shengli is known as "the first person in enterprise contracting". He was not the first factory director to try the contracting system, but he was the first person to attract national attention for his contracting.Around 1987, the contract system became a panacea for saving state-owned enterprises.In August of this year, the State Economic Commission, the Organization Department of the Central Committee of the Communist Party of China, and the All-China Federation of Trade Unions jointly held a work conference on the full implementation of the factory director responsibility system.The meeting pointed out that all large and medium-sized industrial enterprises in the country should generally implement the factory director responsibility system in 1987, make the factory director responsibility system the basic system of enterprises, and accelerate the pace of reform.According to published data, as of the end of June 1987, industrial enterprises owned by the whole people had practiced factory director responsibility system accounting for 63.9% of the total number of similar enterprises. This reform has entered a new stage of full implementation from the pilot.

It was against such a macro background that Ma Shengli’s contracting whirlwind and dream of conglomeration emerged. This was the most imaginative experiment of state-owned enterprise operators at that time. The power to save hundreds of loss-making enterprises.Although Ma Shengli's Shijiazhuang Paper Mill is a medium-sized state-owned enterprise with less than 1,000 employees, the reform results and ambitions it has demonstrated have inspired everyone.Half of the paper mills that Ma Shengli bought were local collective enterprises, and some were township enterprises. The leading role of state-owned enterprises in the reform movement made the decision-makers feel quite relieved.While he was running non-stop across the country, media reporters followed him all the way, government officials looked forward to it, and economists used various theories to explain the significance of his reform and its promotion value. disappointment.

Later commentators believed that Ma Shengli's defeat was an unexpected and major blow to the reform concept of "one change will work" and "one package will live". Apart from Ma Shengli, the most memorable entrepreneur this year was Li Jingwei, who became famous overnight because of Oriental Magic Water. In November, the Sixth National Games held in Guangzhou saw for the first time that Chinese companies competed with multinational companies.At this time, Guangdong Province has demonstrated its demeanor as a leader in opening up to the outside world. A large number of foreign-funded enterprises and new private companies have sprung up. In the past seven years, Guangdong has directly utilized foreign capital of 4.3 billion US dollars, accounting for 66% of the national total. %, a total of 500,000 units (sets) of equipment were introduced, 700 production lines, and foreign trade exports accounted for 1/7 of the country's total exports.The holding of the Sixth National Games has become the best opportunity for Guangdong enterprises to show their hands and feet in front of the people of the whole country. Jianlibao, which was a blockbuster at the Los Angeles Olympics two years ago, was in the limelight at this time. In order to get the title of "the designated beverage for the Sixth National Games", Jianlibao, which was already the largest beverage company in the country at that time, competed with Coca-Cola. The latter was willing to invest 100 Li Jingwei raised the price to 2.5 million yuan in one breath, and gave an additional 100,000 yuan of drinks. Of course, Jianlibao got his wish, and Coca-Cola only got the right to designate "Coke-type" drinks.This detail was talked about by media reporters at the time for a long time.During the competition, in the newly built Guangzhou Tianhe Sports Center, advertisements of Jianlibao were overwhelmingly printed on walls, spittoons and trash cans.The most exaggerated scene appeared at the closing ceremony. At the entrance of the venue that day, more than 200 staff members were required to wear all-colored sportswear with the Arabian logo printed on it. The person drank a bottle of Jianlibao drink as a gift, looking at the circular sports field, all the dots were Jianlibao beverage cans, it became an orange-red ocean. At the Sixth National Games, the advertising war of various enterprises has already started.American and British Tobacco used 1 million yuan and 3 million cigarettes in exchange for the advertisement on the north side of the game ticket. Fujifilm provided 1,200 reporters with a "space vest" with advertisements printed on it. "Corporate Sponsorship" was taken up, and the convention vehicle pass had "Max's Coffee" and "Xerox Copier" printed on it. Compared with multinational companies and Li Jingwei's wealth and wealth, some other Guangdong beverage factories have used other brains.On the day of the weightlifting finals, He Zhuoqiang, a Guangdong athlete from Goose Boys, broke two world records. In front of the live video camera, He suddenly took out a can of "Asian soda" and shouted - "Asian soda supported me!" And the wonderful advertising behavior was transmitted to the national audience through CCTV.At that time, this did not arouse people's disgust at all. On the contrary, both the public and the media praised the "planning" of the Asian soda factory. The success of Jianlibao has greatly stimulated people's imagination, and a group of ambitious entrepreneurs have entered the field of beverage and food. In 1987, almost at the same time, two health care product factories were born in Guangdong and Zhejiang, and they will together dominate China's health care product market in the next ten years. In August, 36-year-old Huai Hanxin opened the Huangjiang Health Products Factory in Huangjiang Town, Dongguan County. He had worked as a driver for the Guangzhou Sports Commission before. Li Jingwei and the legendary story gave him the urge to start a business in vain.Huai Hanxin's father-in-law works in the Guangdong Provincial Sports Hospital. Not long ago, he developed a tonic solution for the Guangdong Sports Team that mixed extracts of chicken and snake to treat anorexia and insomnia. The effect was very good after trial is good.Huai Hanxin took this formula and 50,000 yuan and ran to Huangjiang Town to set up a small factory. When the product was not mass-produced, Huai Hanxin learned Li Jingwei's original tricks. In January 1988, the National Sports Commission held the special sports drink nutritional supplement selection meeting for the Chinese delegation of the 24th Olympic Games in Guangzhou. He took his "Biohealth" which had not yet appeared on the market to public relations, and the selection results were announced. Won the special sports supplement of the Chinese delegation and the China Sports Nutrition Gold Award.With such an aura, Huai Hanxin started his journey to conquer the Chinese market.In order to make his enterprise more modern, Huai Hanxin unified the factory name, product name and trademark as "Sun God" after winning the award. He also hired an advertising company to design China's first "corporate image recognition system" ( CI), Helios has a refreshing feeling in terms of image and packaging, and it stands out from many mediocre and simple domestic brands just by appearing. Just as Huai Hanxin was popping up in Guangdong, 47-year-old Zong Qinghou opened Wahaha Children's Food Factory in a small, damp alley in Hangzhou.He is an authentic Hangzhou native, with a peaceful appearance and not good at speaking. He is a person that is difficult for Han to remember at a glance.In his early years, he was sent to the countryside, dried salt on Zhoushan Island, and fired kilns in Shaoxing tea farms. In 1979, in order to allow his son to return to the city, he worked in a school-run factory.At that time, many schools had their own "tertiary industry", ranging from textile factories, printing factories, TV factories to bookstores and fishing grounds. Around 1990, there were 680,000 schools and factories across the country, with an annual output value of 8.5 billion yuan.When the worker's mother retired early, she gave up the "job index".Zong Qinghou, who replaced Zong Qinghou who returned to Hangzhou, sold textbooks and bought ice cream in the urban area of ​​Hangzhou. In the scorching sun, he often sold various small commodities by himself on a tricycle at the gate of the primary school. Around 1985, he began to sell pollen oral liquid on behalf of a health care product factory, from which he saw the potential of the health care product market.By chance, he, who has already become the manager of the operation department of the school-run factory, learned that a professor of Zhejiang Medical University had developed a nutrient solution for children. He immediately visited the door and finally got the formula.This is an oral liquid extracted from longan meat, red dates, hawthorn, lotus seeds, etc. Zong Qinghou designed a catchy advertisement for it: drink Wahaha, eat delicious. The careers of Huai Hanxin and Zong Qinghou both started off very smoothly.It was an era when there was a shortage of commodities and the demand was growing day by day. As long as the quality was decent, the packaging was slightly unique, and the marketing methods were slightly innovative, they could quickly gain the favor of the market.Zong Qinghou later recalled that when he opened up the national market, he went to a city, first met with local newspapers and TV stations, signed an advertising contract, and then bombed advertisements in the dark. down."If the sugar and wine company is not interested in the product, we hide in a small hotel, open the local yellow pages phone book, call the local shopping malls, department stores, and district distribution companies one by one, and ask one question: Where are you? Is there any Wahaha nutrient solution for sale?On the third day, people from the sugar and wine company began to look for Wahaha all over the world. This is the common experience of almost all successful companies at that time, and it will be very effective for more than ten years later.By 1990, Wahaha's sales were nearly 100 million yuan, while Helios' sales reached 240 million yuan, accounting for 63% of the national health care products market, setting an amazing record. In September, Ren Zhengfei, who participated in the National Science Conference ten years ago, was in Shenzhen at this time. He founded a "private technology company" called Huawei, but in fact, he still knew nothing about his future.Before that, his life could be described as gray. He was born in a big family with seven brothers and sisters. His father was a "dissident" who once worked in a Kuomintang factory, so his life has been depressed and poor.Ren Zhengfei recalled, "I often saw my mother borrowing three or five yuan from people to help the famine at the end of the month, and I often went to several houses without necessarily borrowing. I didn't wear a shirt until I graduated from high school. My family was two Three people share one quilt, and the old quilt is covered with straw.” During his three years in high school, Ren Zhengfei’s dream was to eat a steamed bun made of white flour.After graduating from university, he joined the Corps of Infrastructure Engineering and was reused because of his outstanding skills. However, due to his father's historical problems, he has not been awarded and has no way to join the party. In 1982, China disarmed and the engineering corps was abolished. Ren Zhengfei retired to the south and worked as a deputy manager of an electronics company. He was accidentally cheated in a business and lost his job. In 1987, he was 43 years old, suffering from severe diabetes and a bad heart, but he still couldn't achieve anything.In autumn, in order to support his family, he and five friends formed a joint stock company, Huawei, with a registered capital of 21,000 yuan. The business was to act as an agent for importing analog switches from Hong Kong Kangli Company. Like all entrepreneurs of that era, Ren Zhengfei had a very humble beginning.More than ten years of desolation have made a generation no longer prosperous. They have been ridiculed by the years, polished by suffering, and experienced in the bottom society and disillusioned. They have an almost cruel sobriety about life. They have the same quality as "wolves". If fate gives them a chance to live, they will use everything and give it a go.Ren Zhengfei is a man of few words. He is usually slovenly and has no spare time. He is an expert in telephone communication. While acting as an agent for a Hong Kong company, he began to quietly develop his own digital switch.The next four years will still be difficult and ordinary. By 1991, Huawei had only about 20 employees, and Ren Zhengfei often traveled around for loans.He later said, "For many years, I have been thinking about failure every day, and I have turned a blind eye to success. I have no sense of honor or pride, but a sense of crisis. Maybe this is how I survived." Until 1992, he developed a large-scale When the digital program-controlled switchboard came out, fate began to show him the first belated smile. Not long after Ren Zhengfei set up his company, on November 26, the Shenzhen Municipal Government where he works set aside a piece of land with an area of ​​8,588 square meters for a 50-year use period for a paid auction.This is the first time that new China has traded land as a commodity.According to media records, 44 companies raised their placards to bid for the auction. The auction started at 2 million yuan. There were more than 20 rounds of bidding. After 17 minutes, the Shenzhen Special Economic Zone Real Estate Company won the bid with 5.25 million yuan.This attempt in Shenzhen received widespread attention. Li Tieying, member of the Political Bureau of the CPC Central Committee and director of the State Restructuring Commission, flew to Shenzhen to watch the auction process.A month later, the People's Congress of Guangdong Province passed the "Shenzhen Special Economic Zone Land Management Regulations", which stipulates that land use rights can be sold or transferred with compensation.Four months later, Beijing passed the "Draft Amendment to the Constitution", which deleted the word "lease" that prohibits the lease of land, and stipulated that "the right to use the land may be transferred in accordance with the law." Wang Shi, who was happily reselling approval documents and foreign exchange indicators in Shenzhen at the time, obviously noticed the news that happened around him.He realized that his company's development method had reached a bottleneck, and he had to find new industries, and the real estate industry after the loosening of the land system might be a promising career.It was at this time that the iconic figure of China's real estate industry in the future began to set foot in the real estate industry. In many cases, "accurate foresight" is an inexplicable talent for entrepreneurs.Just as Wang Shi glimpsed the dawn of real estate in the land auction, in Beijing, Liu Chuanzhi saw the direction of the personal computer amidst the hustle and bustle. In Zhongguancun, some early "birds" seem to be doing well.Those visionary companies all bet their future on the upcoming computer industry, the difference is that they choose products, so they have different fates.At that time, the most well-known company in Zhongguancun was Wanrunnan's Stone Company. At the celebration of its third anniversary, it grandly showed its new product to the guests - the MS-2401 typewriter. Wanrunnan said loudly, "We We can’t miss the computer era.” In his view, electronic typewriters will be the mainstream choice in the Chinese computer market, and “the four-way typewriter is a pioneering work in the history of Chinese culture.” Lenovo Liu Chuanzhi, whose company is much smaller than Sitong Wanrunnan, doesn't think so.At that time, Lenovo sold more than 6,000 sets of Chinese cards and more than 1,000 IBM microcomputers as an agent every year, with an operating income of more than 70 million yuan and more than 100 employees in the company. Not a small sales network.At this time, the number of domestic Chinese card companies is increasing day by day, and various versions and systems are emerging one after another. Lenovo began to fall into a price war.It was at this moment that Liu Chuanzhi sensitively realized that "the computer market in China in the future must be dominated by personal computers, and the company will take this path sooner or later." On this judgment, Liu Chuanzhi and his companions had a fierce dispute. In the quarrel, the scientists inside the company believed that Lenovo, which was already a bit basic, should rely on the scientific research strength of the Institute of Computing Technology, invest in the research and development of large-scale computers, and assume its "historical responsibility" to improve the level of computer research in China.But Liu Chuanzhi insisted, "Lenovo's future direction is not determined by us, but what people need. Therefore, the orientation of market demand is the prerequisite for Lenovo's growth." Later facts have proved that Liu Chuanzhi in reality is correct. His judgment made Lenovo the greatest company in Zhongguancun. In this year, another important decision made by Liu Chuanzhi was to leave IBM—the division and harmony with the blue giant will be a main line of Liu Chuanzhi's career.At that time, IBM, which was the first to enter the microcomputer market, was at its peak. Its stock price exceeded 170 US dollars on August 20, setting a record in the company's history. proud of.Maybe it was tired of the "hichhiking" of its peers, and IBM decided to monopolize the entire market. It launched a new "P/S" series of microcomputers. This machine is completely based on its own operating system and self-made chips. Incompatible, IBM tried to monopolize the microcomputer market through this monopoly strategy.This closed strategy was the most serious mistake IBM made in the 1980s. It directly led to many companies that produced compatible machines to take advantage of the opportunity. The dying Intel Corporation immediately announced an open system platform, and rising stars such as SUN and Microsoft rose immediately. The horizontal monopoly of the PC industry has been crushed, and it has entered the era of vertical division of labor. As the largest agent of IBM in China, Liu Chuanzhi may be the first Chinese businessman to realize this mistake. IBM's strategy makes all Chinese character input systems, including Lenovo Hanka, unable to work on its machines.In autumn, Liu Chuanzhi went south to Shenzhen and brought back a compatible computer called AST. He announced that he would cut off the cooperation with IBM and instead sell AST as an agent.A giant mistake will give birth to another group of people. The mistake IBM made in 1987 made Intel and Microsoft great successes. In China, Lenovo promoted AST as the most successful microcomputer product. Three years later, Liu Chuanzhi launched his own Lenovo microcomputer. Just when Coca-Cola and Jianlibao had a head-on "firefight" at the Guangdong Sixth National Games, some other multinational companies also began to enter China.Although many people have already sniffed out the broad prospects of the Chinese market, many of them will still pay for their stubbornness and unfamiliarity. This year, Danone, the largest French food company, came to China, and it will appear in China's beverage and food field as an "industrial merger" in the future. In August, Danone entered into a joint venture with Guangzhou Milk Company and invested US$5.695 million to establish a Guangzhou Danone yoghurt company. However, it failed miserably at birth.Danone yogurt is fermented with live bacteria and has high nutritional value, but its cost is relatively high. The retail price of each bottle is more than three yuan, which is not acceptable to ordinary consumers at that time. Need to keep refrigerated.One of its sales managers ran to Nanjing Road, Shanghai, the busiest commercial street in China, and ran from the east end to the west end. All the food stores on the entire Nanjing Road had only one freezer. The manager later said that the Danone yogurt The dismal fate was doomed from this detail. Unilever and Nestle came to China one after another in this year. The former chose Shanghai, while the latter opened a Keke factory in Shuangcheng, a remote town in Heilongjiang. At that time, there was no decent road in Shuangcheng. It is difficult to communicate with the outside world with a hand-operated mobile phone, and it takes three weeks to open a bank account.Nestle sent a team of experts from Europe to establish a milk collection network and purchase system to encourage the enthusiasm of dairy farmers, and also taught local farmers the technology of dairy cows and milk collection. It seems to be a patient company.The Chinese liquid milk market will not enter the mature stage until 15 years later, and at that time, two Chinese companies in Inner Mongolia, Yili and Mengniu, were the first to succeed. Compared with Danone and Nestle, Motorola, which also came this year, seems to be more pragmatic.Motorola is a global leader in wireless communications. It can produce and sell many products in China, but it has chosen the humble pager.A radio pager is also called a BP machine, and it is specially used to receive information sent by a radio paging system.Shanghai opened the first analog paging system in 1983. A few years later, pagers were used as communication tools and became the most fashionable equipment for Chinese youths and businessmen. Walking on the streets of Chinese cities at that time, you could hear bursts of paging everywhere. The sound of "beep, beep, beep".Motorola's first factory in Tianjin was mainly engaged in pagers. From this point of entry, it quickly became the first batch of profitable multinational companies in the Chinese market, and it was also the most well-known multinational company.The pager industry was not eliminated by the increasing popularity of mobile phones until 1996, and by then, Motorola had become one of the largest manufacturers of wireless communication products in China. On November 12, KFC's first restaurant in China officially opened in the bustling area of ​​Qianmen in Beijing.It appointed an employee who was born in China, studied in the United States, and worked in KFC for many years as the general manager of the Chinese company. From the beginning, it implemented a smart strategy of fully integrating into Chinese food culture.It entered three years earlier than another American fast food giant, McDonald's.And it took nearly 20 years for McDonald's to catch up with the first-mover advantage of these three years. In 1987 Peter Drucker published his famous book "Innovation and Entrepreneurship".In this epoch-making book, for the first time, he regards innovation and entrepreneurship as the genes of enterprise growth, and systematically expounds the feasible plan of how to introduce innovation into the operation of enterprises.At the same time, Drucker pointed out with great foresight that the United States has entered an era of "entrepreneur economy".He wrote passionately: Enterprises and entrepreneurs are becoming the source of power for the growth of the American economy. The emergence of the "entrepreneur economy" is the most meaningful and hopeful event in the history of the American economy and society. In the future, Japan, Europe, and all modern countries undergoing economic innovation will follow without exception. In China, the term "entrepreneur" appeared for the first time this year—the first time she appeared in "Ci Hai" was in 1989. Before that, they were all referred to as factory directors or managers. At the beginning of the year, the United States "Happiness" magazine selected the world's 50 most eye-catching entrepreneurs, and Rong Yiren of CITIC Corporation was on the list, alongside him were Komatsu Yasushi of Sumitomo Bank of Japan, Jack Welch of General Electric and Jack Welch of the United States. Jin Yuzhong of South Korea's Daewoo Motors, this is the first time a socialist Chinese company operator has entered the international entrepreneur ranking list.The magazine even commented, "70-year-old Rong Yiren is a revived capitalist, and he is leading the overseas investment work formulated by Deng Xiaoping." In April, Song Jian, Director of the National Science and Technology Commission and State Councilor, made a special trip to the quail farm of the four brothers of the Liu family in Xinjin during his inspection in Sichuan. They were already well-known at that time, and the quail preserved eggs they produced were very popular.When Song Jian went, the four brothers raised 200,000 yuan and just established the "Hope" Science and Technology Research Institute. Song Jian's farewell inscription cleverly embedded the name of their research institute: "China's economic revitalization depends on socialist enterprises home.” At the working meeting on the full implementation of the factory director responsibility system in August, the State Economic Commission announced that it would select the first “Outstanding Chinese Entrepreneurs”. The selection method is recommended by local governments and will be officially announced at the beginning of next year.In this year's corporate stories, we have gradually felt more and more business temperament. Whether it is Ma Shengli who failed, Li Jingwei who fought head-on with Coca-Cola, or Liu Chuanzhi who broke up with IBM, etc., they began to truly , Using commercial means and rules to run a business.After nearly ten years of tortuous development, China's consumer market has gradually expanded, and the rising power of the people has begun to show their capabilities, which has also created a good soil for the emergence of modern enterprises. From a macroeconomic perspective, after several years of rapid development, the Chinese economy has reached a crossroads. In October, Zhu Huaxin, Cao Huanrong, and Luo Rongxing, three young journalists from People's Daily, published a lengthy political observation article, "The Historical Position of China's Reform." Thinking with ideal color. In 1847, 140 years ago, Marx and Engels issued the "Communist Manifesto". In 1917, 70 years ago, the gunfire of the Aurora cruiser triggered the Soviet Revolution. huge change.Gorbachev is leading an uncertain reform in the Soviet Union. He published "Reform and New Thinking" this year. This book was translated and introduced to China in the first place. It will lead to an aggravation of the domestic situation in the recent period, which, to put it bluntly, harbors the threat of a serious socioeconomic and political crisis.” Also in this year, Paul Kennedy, a professor at Yale University in the United States, published The Rise and Fall of Great Powers ", after inspecting the history of the rise and fall of great powers in the past 500 years, he predicted that "the process of the rise and fall of great powers has not stopped, and the speeds of power growth and technological progress of major powers are different, which will change the balance of global economic power." Kennedy did not foresee the fall of the Berlin Wall two years later, nor did he speak of the disintegration of the Soviet Union three years later, but the proposition he made made politicians all over the world wake up with horror. It is in this atmosphere full of turbulence and change that Chinese observers are very anxious. In the article "The Historical Position of China's Reform", three young reporters eagerly shouted, "China's sleeping dragon should startled", "speed up the reform! Our time is running out".At the same time, they observed that Chinese society is transitioning from a subsistence type to a well-off type, and the per capita GDP has entered the range of 400-1,000 US dollars. This is a period of social instability. Wang Huning, a 32-year-old associate professor at Fudan University at the time, called it "development". Political instability in China".During this period, people's expectations for reform rose and their desire for consumption swelled, while the social system was relatively backward, and the country's macro-governance capabilities could not keep up with the rapidly evolving industrial situation. 当时的现状却是正是，全民性的心态失衡已经暴露无遗。人们对自己的生活和工作普遍不满，每个人都在打听赚钱的门道和机会，在沿海一带，搞“第二职业”成为一个新的时尚，广东人称之为“炒更大军”，据当时的一份调查称，国家职工从事“炒更”的已达27%。新加坡《联合早报》记者在中国采访时发现，无论是公务员还是国营企业的职员，大家都热衷于用公家的设备赚取外快，没有人对本职工作感兴趣，报道说：“眼下在中国受益的有两种人，勤奋聪明善于钻营的人，和贪污枉法的奸诈小人。” 抱怨和牢骚到处都是，一些顺口溜在民间广为流传，其主要的情绪是对那些搞流通率先富裕起来的人们的不屑和不满，如“手术刀不如剃头刀，造导弹不如卖茶叶蛋”、“老大（工人）靠了边，老二（农民）分了田、老九（知识分子）上了天，不三不四赚了钱”、“工人乐，农民笑，知识分子光着屁股坐花轿”。 很显然，在一个转型时代，所有的价值观都亟待重建。人们似乎仍然对那些率先富起来的人们抱有朴素的幻想。媒体也很想找到一些例子，来说明这些富起来的人是有“良心”的。当年的《广州日报》便报道了一则这样的新闻：当地有一位制鞋的个体户叫何炳，据说他的总资产已经超过了20万元，但却十分的节俭，家里连一台冰箱也舍不得买。有一家国营鞋厂亏损多年，请他去解救，他带了六个人去干了一个月，为鞋厂设计了五六种新样式，是鞋厂走出了困境，何炳却一分钱也不肯收，连带去的六个人的工资也是他支付的。何炳的“事迹”上了报纸，被人津津乐道。这个例子似乎想告诉人们，这些富起来的人是不会走得太远的，他是会回过身来帮助落后的人和陷入困境的国营企业的。 《人民日报》的三位记者提醒说：“改革是一项特别复杂的社会系统工程不可能在事先设计得天衣无缝的情况下进行，改革进程中不同利益群体的摩擦和碰撞是不可避免的。”这样的声音在当时听起来是非常的刺耳，绝大多数的人们仍然沉浸在对改革膜拜中，他们还没有完全意识到这场经济变革对中国社会可能造成的制度冲击、观念颠覆和阶层分野。