Chapter 33 1994 Adolescent Restlessness

He Boquan broke into the game of snatching the "Majiajun Secret Recipe" by accident.During a business trip, he turned to a popular magazine "Beyond Eight Hours". An article on it said that the reason why the girls of Ma Jiajun were able to perform miracles was because the coach Ma Junren had a very magical ancestral heritage. The secret recipe can increase hemoglobin and enhance physical fitness in a short period of time.He Boquan's eyes lit up. 32-year-old He Boquan is a marketing genius. His Guangzhou Robust Beverage Company was founded in 1989 to produce blended fruit milk for children. After several years of operation, Robust has become a leading enterprise in the domestic industry.Not long ago, he went to Peking University to recruit college graduates. This is the first time that a domestic private enterprise has held a recruitment event in a prestigious university.At this moment, he was looking for more exciting business opportunities like a hunter, and the article in the magazine suddenly inspired him.He immediately decided to go north to look for Ma Junren.

This is almost a business negotiation without suspense.During the conversation, Ma Junren said casually, "I may not necessarily sell my prescription if someone says 10 million yuan." He Boquan asked, "Then if I offer 10 million yuan, will you sell it?" Of course Ma Junren sold it, the money was enough to build a very decent stadium at that time.And 10 million yuan was equivalent to half of Robust's annual profit at that time.According to reports, this is the largest non-governmental intellectual property transaction in China. Once the news was released, it immediately caused a sensation.He Boquan designed the delivery of the prescription as a grand and very ceremonial event: the handover of the prescription and the press conference were held at the five-star China Hotel in Guangzhou. Ma Junren and his mysterious formula were escorted by a police car, whistling However, after He Boquan took the formula covered with red silk, he immediately sent it to the vault of the People's Bank of China.He then announced that the "Life Nuclear Energy" oral liquid developed from this formula will be officially launched on the market in two months.Many years later, He Boquan said that it was the first time he saw the formula, and he remembered that there were deer tail, ginseng, astragalus, donkey-hide gelatin, red dates, etc. "There is nothing we can't imagine."

Nevertheless, under the continuous reports of hundreds of media, the appetite of the market has already been swayed by this mysterious formula. Distributors in various provinces have asked to act as agents of "Life Nuclear Energy". auction".The first auction was in Hunan, and it was sold for 500,000 yuan, the second auction was in Xi’an, and it was sold for 2 million yuan, and the third auction was in Jiangsu, which raised it to 2.4 million yuan. The income of 17 million yuan has exceeded the formula fee paid to Ma Junren. The battle of "Life Nuclear Energy" made He Boquan and Robust famous, and Robust became one of the companies with the highest brand awareness in China.This hype fully demonstrates the irrational madness of the Chinese market, the vastness of the territory, the uneven level of consumers, and the media's impulse to news events, so that certain products can rise overnight relying on an inspiration or a set of plans.

Enthusiasm over "nuclear energy for life" has been in the air all spring.If it is said that the place where ambition bursts out is the crater of an era, then around 1994, the crater of Chinese business was in the field of health care products, beverages and food, where the most ambitious entrepreneurs in China crowded excitedly. There.In the past 4 years, the number of health care product manufacturers in the country has increased from nearly 100 to more than 3,000, an increase of more than 30 times, with as many as 28,000 varieties, and an astonishing 30 billion yuan in annual sales, an increase of 12 times.The health care product industry has become the fastest growing and most eye-catching "golden land" in the country.

Just last year, the largest health care product company in China, Guangdong Taiyangshen, had a record turnover of 1.3 billion yuan and a profit of 300 million yuan. With an avant-garde and pioneering attitude, Guangdong Taishen ran far and wide in all China. The front of the business. In July 1994, during the World Cup in the United States, Sun God broadcast a 45-second-long image advertisement titled "Awakened by the Sleeping Lion" on CCTV's live broadcast: An oriental lion rises proudly and roars to the sky, "As long as you work hard, your dreams will always come true—when the sun rises, our love will last forever." The slogan of the advertisement and the exquisite and magnificent pictures constitute a A soul-stirring passion impact.For the first time, the sun god shines the light of idealism on a mediocre commercial, which is memorable.

If it is said that the sun god in the south is taking the route of brand image first, then some companies from the north have implemented an advertising strategy of indiscriminate bombing.The first to achieve success is Shenyang Feilong Health Products Company.This company promotes Feilong Yansheng Protecting Liquid, which is said to have a therapeutic effect on men and women with kidney deficiency. It does not pay attention to marketing skills and brand image like Sun God, but blindly uses advertising bombing as the only means.The advertising of Yansheng Hubaoye is enough if you don’t vote. Once you vote, the whole page will be popular, and it will follow up the TV and radio advertisements at the same time for several days. The intensity is unprecedentedly high.This kind of advertising bombardment without placement skills and artistic effects at all can create a suffocating hot atmosphere, which is actually very effective in the emotional market.Jiang Wei, the head of the company, does not build factories, buy assets, and does not even renovate office buildings. He insists on the marketing cycle strategy of "advertising-market-benefit".From 1991, Feilong invested 1.2 million yuan in advertising fees and realized a profit of 4 million yuan; in the second year, he invested 10 million yuan in advertising fees, and the profit soared to 60 million yuan; by 1994, the advertising investment exceeded 100 million yuan, and the profit had already With more than 200 million yuan, it has become the leader of the national health care product industry, and its development speed ranks first in the national pharmaceutical industry.

The success of Jiang Wei's style has attracted great attention in the Chinese business community. Many foreign brands and Hong Kong and Taiwan marketing experts who have been operating in the Chinese market for many years are puzzled by this. But inspired.Another pair of marketing geniuses was born at this moment. In August, Wu Bingxin and Wu Siwei and his son registered and established Sanzhu Industrial Co., Ltd. in Jinan with 300,000 yuan.The three strains of oral liquid they produced are known as high-tech biological preparations, the main ingredient is bifidobacteria, and long-term use can have a health effect on the stomach.In the past few years, a health care company in Shanghai called Onli has launched a similar "Only No. 1". Wu's father and son used to be the regional agents of Onli. The formula and function are basically the same.However, the three independent companies have shown a particularly strong marketing offensive.

The three plants learn from the flying dragon and use "carpet advertising bombing" as the main means to open up the market.At that time, TV advertising was not very developed, and the price of advertising in the morning and after 10 o'clock in the evening was very cheap, and few merchants were willing to launch it.However, Sanzhu purchased a large number of these "non-prime time" from various TV stations in various places, and used them to broadcast the 10-minute series of image films of Sanzhu, which were not exquisite but full of language temptation. The most prominent theme was, "Three Zhuzhou strives to be China's first taxpayer" and "revitalize national industry", especially the slogan in front is very loud and attractive. Everyone who sees it thinks it is such a huge company. In fact, it only has a registration of 300,000 yuan. capital.

On the other hand, Wu's father and son took the idea of ​​"encircling the city from the countryside" as a strategic basis to penetrate into the rural and urban markets.The Chinese market is geographically vast, with tens of thousands of miles from east to west, and a temperature difference of 50 degrees Celsius between the north and the south. The customs and consumption characteristics of different regions are very different.Especially in the rural and urban markets, due to imperfect sales channels and low commercial credit, before that, almost all companies selling goods in China regarded the central cities as the focus of sales, and were at a loss for the rural market. .But Wu Bingxin broke a new world. He carefully designed a four-level marketing system in the rural market, namely prefecture-level subsidiaries, county-level offices, township-level publicity stations, and village-level propagandists. Zhu oral liquid can be widely distributed.At the same time, he took advantage of the low labor cost to carry out the human sea strategy, employing hundreds of thousands of college students to enrich the offices and publicity stations at the county and township levels.What is particularly surprising is that he also invented the "wall-painting and covering-post strategy" without advertising costs. He distributed a bucket of paint and several advertisement templates for Sanzhu oral liquid to every publicity station and village-level propagandists, asking them to Paint the "Three Plants Oral Liquid" on every earth wall, telephone pole, road guardrail, livestock pen and latrine in the village, so that in the following years, all people who come to the Chinese countryside will feel very sad. Surprised to find that in every corner where there are people, you can almost see three wall advertisements.

In terms of advertising communication, Sanzhu has embarked on a road of "letting experts speak and asking patients to witness" very boldly and creatively, and pioneered the marketing model of "specialist free clinic".In central cities, every weekend, Sanzhu will hire doctors from some hospitals to take to the streets to carry out "free clinic activities", the main purpose of which is to promote Sanzhu oral liquid.In the later period, it even spread the trend of free clinics to towns and rural areas. Since the "barefoot doctors" during the Cultural Revolution, there have been no medical institutions in the countryside for more than 20 years.The "white coats" of Sanzhu rushed there enthusiastically, and the villagers, old and young, naturally lined up to see the doctor, and the result after seeing the doctor was often that the whole village, old and young, had gastrointestinal diseases, and the only way to treat them was to pay for them. Buy three oral liquids to drink.According to incomplete statistics, Sanzhu holds at least tens of thousands of similar free consultation activities in various places every year.These unbelievable marketing activities were tried and tested in the Chinese market that year. By the end of the year, the sales of the three plants exceeded 100 million yuan. Sales of beverage brand Jianlibao.

The rapid rise of Feilong and Sanzhu has completely activated China's fast-moving consumer goods market. Their bombardment advertising marketing concept and arbitrary expansion of product functions have also had a long-term and corrosive impact on the Chinese business community.That is to say, since then, unscrupulous and extremely contemptuous advertising concepts have become popular. For many businessmen, as long as they can drive sales, they can try, and the most basic bottom line of integrity is easily abandoned.These advertising and marketing ideas were all the rage at the time: At the beginning, almost all products were covered with the halo of "provincial excellence, ministry excellence, and national excellence". Later, the most fashionable ones were "international gold award" or "best-selling product". At the end of 1993, eight companies in the beer industry in Zhejiang Province claimed to have won gold medals in various international expositions.In the beginning, the media reported it enthusiastically and regarded it as a supreme honor, but later it became a joke because of the flood of honors.Heilongjiang Nehe County Brewery is a small factory with only a hundred people. The factory manager received the "good news" from Malaysia and was told that he had won the "Gold Award at the International Beverage Expo". The winning fee is 10,000 yuan, the lifetime award is 20,000 yuan, and the agency fee is 8,000 yuan.Brand selection with clearly marked prices has become an open secret. Spending tens of thousands or hundreds of thousands of yuan to invite singers, movie stars, and sports stars to speak Mandarin with Hong Kong flavor and swear: "I only use..." "I only drink..." "I only wear..." If you can't get out From the celebrity appearance fee, some people have come up with more ingenious ways.A sports shoe manufacturer in Guangdong launched an ad: a young monkey, wearing a tight-fitting space suit, moonwalking, whistling in the fog, looked from a distance as if Michael Jackson was endorsing the ad. There was a secret in the advertising industry at that time, "The less the advertisement is shot, the better the effect."Letting ordinary consumers "educate" consumers has become a very popular and effective "empirical advertisement".For example, find a "Wang Dali" in Beijing, a "Zhang Meili" in Shanghai, and a "Ma Xiaoxiao" in Guangzhou, and then use different dialects to applaud your products together.A milk powder company even broadcast an advertisement: a big-name host sat in front of the studio and read out solemnly, "According to reports from Xinhua News Agency and People's Daily, so-and-so baby milk powder is becoming a new-generation product that is popular all over the country. ’ – 800 million out of 1 billion people saw this ad as a news feed. When Ma Junren's "Majiajun" was very popular, a health care product company in Hangzhou immediately registered the trademark of "Majiajun", and then advertised it.Later, Ma Junren sued the court. The reason given by the general manager of the company was: Several leaders of our company are either surnamed Ma or belong to Ma, or they look like horses. Why can't they be called "Ma Jiajun"? In 1994, a research company in Beijing found that giving a product a foreign name would increase the effectiveness of advertising by four times.Therefore, it proposed, "If it is a township enterprise, the name of the factory should also be changed to a Sino-foreign joint venture or something."This method is very popular in the clothing industry. Many enterprises in Wenzhou, Jinjiang and other places have changed their brands into "European and American names" that are hard to pronounce.Smarter people go to Europe to find some small family businesses that are on the verge of bankruptcy, buy their brands at a low price, and then return to China to vigorously show off their "century-old heritage, authentic blood". Arbitrary exaggeration of product features became the inspiration for all advertising.If you drink a certain fruit milk, you will get 100 points in the test; if you give a gift box of a certain brand, you will get a big project; if you wear a tie of a certain brand, your girlfriend who has changed her mind will change her mind immediately—anyway, the advertisement is originally "Say it or not". It's up to me, believe it or not." One of the best ways to impress consumers with 30 seconds of TV time is to demonstrate.For example, a person with diarrhea runs back and forth between the toilet and the bedroom, and it will take effect immediately after taking a certain pill; That's another matter. Throwing the watch off the plane, using a steamroller to crush Simmons, running a marathon in leather shoes, giving a mummy a heart-saving pill, and taking a razor to shave a gorilla's face... The market is full of strange products, such as capsules made from thousand-year-old tortoises, granules made from Tianshan snow lotus, and fine wine made from sea grass. Anyway, I have heard of rare things that I have never seen before, and this time I will let everyone taste them all. .No matter how bad it is, you can also find one or two out-of-the-way elements in the periodic table of chemical elements, maybe it is really surprising. When these advertisements were placed on the market in overwhelming force, people who lacked immunity and judgment on commercial promotions were tempted by them again and again, and the market invested in these "genius entrepreneurs" with an enthusiasm beyond expectation. In one of the director's marketing dramas.What no one expected, however, was that in later years it would retaliate against all froth and dishonesty with almost equally energetic ruthlessness. However, at that time, the market performance achieved by these companies was so dazzling that it made the entrepreneurs who had succeeded in the previous few years envious and uneasy.Li Jingwei, the "Chinese beverage king" in Sanshui, Guangdong, was the one who was most disturbed.At this moment, Li Jingwei has brought Jianlibao into its tenth year, and its development has been very stable, without wind or waves.As early as 1991, Li Jingwei whimsically planned a promotional idea of ​​"pull the ring with prizes". Consumers who buy Jianlibao can get a bonus of 50,000 yuan as long as they pull the pull ring with a special pattern printed on it.Li Jingwei claimed to invest millions of yuan in bonuses every year—from 2 million yuan at the beginning to 8 million yuan later.This activity has achieved unexpected success in urban and rural areas of China. What is particularly surprising is that the "Jianlibao Pull Ring" has become a prop for many rural swindlers.They sat on the long-distance bus, and then exclaimed that they had pulled a can of Jianlibao with a huge prize of 50,000 yuan, and then resold it to those innocent passengers who were greedy for petty.This fraud game was still being played stupidly and dangerously in urban and rural areas around the year 2000. Relying on the promotional incentives of the pull ring and the continuous influence of the brand, the sales of Jianlibao have soared.The smug Li Jingwei went to New York to open his own office. He spent 5 million US dollars to buy an office building in the Empire State Building in New York.He declared to American reporters that the sales volume of Jianlibao in China was the sum of Coca-Cola and Pepsi, and now he wanted to use this can of "Oriental Magic Water" to conquer American consumers.In fact, in the domestic market, Jianlibao is facing enemies from all sides: in major cities, multinational corporations and Robust, which has a good brand image, have plundered a large market; in urban markets; Relying on its strong channel capabilities, it is quite difficult to compete in the competition; even the health care concept it has always relied on has been robbed of the limelight by the more daring Feilong and Sanzhu. Under the aggressive advertising campaign of Sanzhu and Feilong, even Jianlibao, which has always been very confident, was a little confused.Its marketing personnel began to fabricate the advertising copy of the three companies. It claimed that it had received "thank you letters" from consumers, and some old people who were bedridden all the year round were "miraculously" cured after drinking Jianlibao.It also sent the drink to the Guangdong Provincial People's Hospital for clinical observation, and concluded that "after taking Jianlibao, it can improve the internal environment, restore the spirit, eliminate fatigue, improve appetite, promote electrolyte balance in the body, and improve energy, physical strength, and digestion. There are obvious benefits in force and uterine contraction.”In this way, the "Oriental Magic Water", which was successful in sports marketing, became a pot of "jianghu potion" that can cure all diseases.Fortunately, Li Jingwei discovered the dangers of such advertisements in time. Although his subordinates complained, "If we don't do this, no dealer will be willing to sell Jianlibao", he still stopped such dangerous advertisements.It is precisely because of this sober persistence that Jianlibao was able to survive the collapse of the health care product market three years later.In the market at that time, there were very few entrepreneurs like Li Jingwei who dared to persist. Obviously, under the bombardment of all kinds of advertisements, the market was becoming muddy. If the dust in the health care product market made Li Jingwei feel a little at a loss, then it made Shi Yuzhu, who is not in the industry, very excited.His life was like a smooth and happy river before, but now he suddenly bumped into an unpredictable cliff. In the past two years, Shi Yuzhu has been the darling of the media and the government.In a media survey of 10,000 young people in ten major cities including Beijing and Shanghai, when asked about "the young person you admire most", Bill Gates from Microsoft ranked first, and Bill Gates from Microsoft ranked second. It was Shi Yuzhu.The giant 6403 Hanka he developed was very popular in the market. In 1993, the sales volume increased by 300% compared with the previous year, bringing a profit return of 30 million yuan to the giant company.However, during this period, with the disbandment of the Paris Coordination Committee formed by the Western Group of 16 countries, the ban on computer exports from Western countries to China became invalid. Compaq, Hewlett-Packard, IBM and other internationally renowned computer companies entered the country in large numbers. Silicon Valley's Zhongguancun in Beijing was jittery.The fledgling computer industry is facing a reshuffle.Surrounded by powerful enemies, Shi Yuzhu saw the emergence of a crisis.At a meeting, he put forward the overall goal of "Second Entrepreneurship": jumping out of the computer industry, taking the road of diversified expansion, and seeking a way out to solve contradictions through development. Many years later, people regarded Shi Yuzhu's decision as the root cause of the collapse of the giant.However, it is really difficult to repeat business history with conventional logic. With the technical reserves and manufacturing capabilities of the Giant Group at that time, whether it can gain a foothold in the tragic computer price war is still an unpredictable proposition. Shi Yuzhu dared to abandon the existing Industrial achievements and the implementation of industrial strategic transfer also require great courage and determination.This is a man who looks frail and reticent, but his heart seems to be piled up with a mountain of dry firewood. As long as there is a little spark, he can ignite a passion that soars to the sky.In his view, in the rapidly growing domestic market, there are too many profit-making industries with more commercial value than the computer industry that are tempting him. First, he has already tasted the sweetness in real estate.Since it was proposed two years ago to build the Giant Building, the "tallest building in the country", the Zhuhai Municipal Government has been very supportive of this. The land expropriated for the building has dropped from 1,600 yuan per square meter to 350 yuan, which has almost become a "symbolic price".Shi Yuzhu's think tanks also came up with a financing method that seemed better than loans, selling off-plan properties in Hong Kong.At this time, the Giant Group was the most well-known high-tech enterprise in China, and "planned to go public in 1995." The company also provided the public with a "zero risk, high return" risk-free guarantee: "The People's Insurance Company of China provides this Gold insurance and 100% return insurance, Zhuhai Foreign Economic Law Firm conducts legal witnesses all the year round.”With such a halo all over his head, the pre-sale of the Giant Building was very popular in Hong Kong, and it was sold for more than 10,000 Hong Kong dollars per square meter, so Shi Yuzhu suddenly made 120 million yuan.From his point of view, it was much easier and quicker to get the money than selling Chinese cards. It was also at this time that Shi Yuzhu took aim at the extremely hot health care product market.This young entrepreneur, born with a superhuman sensitivity to business opportunities, undoubtedly smelled the strong smell of profiteering. This is a piece of cake that is expanding, and in his opinion, a group of reckless men are currently galloping in it. Its competitive intensity is much lower than that of the computer industry, which is full of multinational companies.It was based on this judgment that Shi Yuzhu made a major decision in the summer: he targeted the giant group's "second venture" in the health care and pharmaceutical industries, and announced that he would spend 500 million yuan to launch hundreds of new products within a year. Shi Yuzhu embarked on a road of aggressive advancement in which wars were fought on multiple fronts and all were lost.He personally took command and set up the three major campaign headquarters - he wanted to establish the giant's dominance in the health care product industry through three major product promotion activities - under the East China, Central China, South China, North China, Northeast, Southwest, Northwest and Of the eight overseas front armies, more than 30 independent branches have been changed to armies and divisions, and the general managers at all levels have been changed to "front army commanders" or "army commanders" and "division commanders".In a sensational mobilization order, he wrote: "The three major campaigns will invest hundreds of millions of yuan, with hundreds of thousands of people participating directly and indirectly. The profit is in the unit of 100 million yuan. The long-term goal of building a marketing team of 10,000 people is to train a cadre team through battles, so that young people can grow into army commanders and division commanders within two to three months, and can lead tens of thousands of people to fight .” Anyone who reads such a mobilization order can smell the fanaticism and gunpowder in it.This is a passionate business movement, which was ignited by a 32-year-old youth.In this unprecedented fire, either the building will last forever, or the stone will be destroyed. In 1994, the Chinese business world was filled with the madness of Sanzhu and Feilong and the passion of Shi Yuzhu.As the economy continues to grow, people's spending power is increasing day by day, and almost all consumer industries are showing prosperity.The high-speed growth of the enterprise has made the entrepreneurs full of confidence. What they see is a large market that is expanding rapidly and extending infinitely. The impulse of "expansion and expansion" has given birth to the first wave of diversification in the history of enterprises. On July 1, the long-awaited "Company Law" was officially promulgated, and Chinese enterprises finally entered a period of standardized management in line with international practices. A new reform model called "modern enterprise system" began to be implemented in state-owned enterprises.Its core content is to require factory directors and managers to manage enterprises and establish a new management system in accordance with the "Company Law". A report by the Development Research Center of the State Council shows that more than 40% of state-owned enterprises are losing money.In contrast, the expansion of private enterprises, "Economic Daily" said that "township enterprises have become the largest growth sector of China's economy", accounting for 75% of the total rural social output value, 38% of the national total social output value, and the national industrial output value. 50% of the total output value, 1/4 of the national tax revenue, and half of the value of foreign trade exports (prohibited) come from township enterprises. Those enterprises that started their businesses in the early stage of reform and opening up have entered the adolescence of growth from the start-up period, especially those companies founded in 1984, which have reached their tenth year of symbolic significance.Adolescence is such a stage, the enterprise is like a restless young man, full of longing for the world, and inexplicable inferiority and self-confidence intertwined with the cognition of one's own ability, it yearns for regeneration every day, and lacks continuity in decision-making and actions.Entrepreneurs in adolescence realize that they must transition professionally.Before that, they tended to be those who are naturally risk-takers and practical results-oriented people, creative without scruples, and now they are facing change.With the expansion of enterprise scale, system and management have become a new bottleneck. In this regard, Haier's Zhang Ruimin is the most prominent one.This studious and hard-thinking entrepreneur is obsessed with the management philosophy of Matsushita Konosuke. He is well versed in the secrets of manufacturing profits. the way to success".He wrote so in a management essay.In the past few years, he has been committed to the standardization of Haier's production, and he has introduced many management models from Japan's Panasonic and Toyota.In 1994, he first proposed the novel management term "Nissin Nidaka". Nissin refers to the achievement of the goal of the day, but there is a higher goal after Nissin, which is Hidaka.Its connotation is to require every worker and manager to learn to manage their own time and goals.Haier's researchers call it "OEC management method" (Overall Every Control and Clear), which means to clean up and control every day, everyone and everything in an all-round way.In terms of talent management, Zhang Ruimin pointed out that "everyone is a talent, and horse racing is not about horses".It was under such unremitting efforts that Haier became one of the manufacturing plants with the highest management level in China at that time. In February, in order to commemorate the 10th anniversary of its establishment, Zhang Ruimin wrote an essay titled "Haier is the Sea" with passion, which was later widely circulated and inscribed into stone. "Haier should be like the sea. Only the sea can accommodate all rivers with a broad mind and never dislike the trickle; it can tolerate filth and can purify it into clear water. Just like this, there are the rolling Yangtze River, the turbid Yellow River, and trickling streams, which will spare no effort. Returning, scrambling to be the first, fleeing here. Converging into a vast blue wave, endless and incomparable magnificence! "And the sea is most praised by human beings for its endless dedication and selfless heart year after year. It is because it is "born without something, and without relying on it", and does not ask for it, and it itself has obtained Eternal existence. This kind of existence provides the environment and conditions for the survival of everything in the sea. "Haier should be like the sea, because Haier has established a grand goal like the sea, so it should open its mind like the sea. Not only should it recruit useful talents from all corners of the country, but it should also have the self-purification ability like the sea, so that everyone in this atmosphere The quality of people has been improved and sublimated. All Haier people should be capable, and there should be no redundant or mediocre. Because the development of Haier needs all kinds of talents to support and guarantee. "It is necessary to unite all Haier people in order to burst out the power of the sea, which requires a spirit, an enterprise spirit of "serving the country with dedication and pursuing excellence" that we have always advocated. Working together, not you and me; It is more than contribution, not just a diploma. Turn many unbelievable and impossible things into reality and possibility in our hands, then the Haier Giant Wave will be able to overcome all obstacles and roll forward! "Haier is the sea." This is the first time that a Chinese entrepreneur has outlined the company's management philosophy, company mission and spirit in clear and strategic language.His entrepreneurial spirit of "serving the country with dedication and pursuing excellence" has become the concept shared by many Chinese companies for a long time.It is also through these words that people can see that a generation of entrepreneurs with self-awareness and strong vitality has risen.They are very different from the factory directors of state-owned enterprises in the traditional sense: they are more independent, more confident, and have a more international vision.They will also stand the temper of time and mature in countless setbacks. Like Zhang Ruimin of Qingdao, Wang Shi of Shenzhen Vanke is also in the passion of the 10th anniversary of his business. In the summer of 1993, he made a special trip to visit Haier's refrigerator factory. He was deeply impressed by the orderliness of its assembly line, rigorous quality control system and clean environment of Huayuan Chemical Factory.He is a person who likes to chat openly, and Zhang Ruimin only has 30 minutes of chatting time for him.The first 20 minutes basically passed in the midst of exchanging greetings, and the last 10 minutes began to enter into the business topic that both of them were interested in, but the result was still unfinished. Half an hour later, Wang Shi was in the mood, but Zhang Ruimin stopped: "I'm really sorry, It's time, let's talk later." When Wang Shi walked out of the gate, a car drove up to him, and the time was exactly one second.Wang Shi suddenly felt that once he entered Haier, he became a part of Haier's assembly line. "This feeling is terrible. I thought at the time that this Haier would definitely be terrible." At that time, Vanke's company size was no smaller than that of Haier.On the road of diversification, Wang Shi is several years ahead of Huai Hanxin.It is his company ideal to build an all-encompassing general trading company. In his words, "95% of the companies in the special zone were diversified." Around 1993, Vanke had 55 subsidiary companies And associate companies, covering 12 cities across the country.Vanke was approved to issue B-shares in Hong Kong (the official name of B-shares is RMB special stock, which is denominated in RMB, subscribed and traded in foreign currency, and listed and traded on domestic (Shanghai, Shenzhen) stock exchanges. February 1992 On the 21st, Vacuum B shares were listed in Shanghai, which was the first case.) At that time, the "mainland concept" was very popular in Hong Kong, and it was estimated that it could get 450 million Hong Kong dollars.Wang Shi was full of ambition.At the planning meeting, a young fund manager of Standard Chartered Bank in Hong Kong asked Wang Shi with wide eyes, "Mr. Wang, what exactly do you Vanke do?" Wang Shi later said that it was this sentence that woke him up.He went home and took out a calculator to do the math. He added up Vanke's trade losses and profits from 1984 to 1994, and the result was a negative number.Many industries under his umbrella look promising, but in fact they are growing weakly, and he has no ability to integrate them at all. If that young fund manager made Wang Shi start thinking about diversification and specialization, then another person "taught" him in a more extreme way. At 10:30 am on March 30, 1994, Zhang Guoqing, the general manager of Junan Securities, the largest securities company in Shenzhen, came to Wang Shi's office, and he left after sitting for only 5 minutes.Wang Shi was informed that Junan had already contacted some of Vanke's shareholders, preparing to cast a vote of no confidence in Vanke's business strategy, and suggested reorganizing the board of directors. A press conference would be held in two and a half hours. Junan, which was founded only two years ago, is an "unfathomable" securities company with strong background resources. In 1993, it underwrote Vanke's B shares at a cost of 12 yuan per share. As a result, the sales were not effective. The stock was listed at only 9 yuan per share, and it held 10 million shares in its hands.According to Wang Shi's speculation, Zhang Guoqing's attack on Vanke this time was to hype the news of the reorganization, boost the stock price, and then take the opportunity to ship goods to reduce losses. The subject matter that Zhang Guoqing used to attack Vanke was Vanke's diversified model.In the prepared "Letter to All Shareholders of Vanke", Junan accused Vanke's industrial structure of diverting the company's resources and the focus of the management's operations, and that it could no longer adapt to modern market competition.As the underwriter of Vanke's B-shares, Zhang Guoqing had already heard about Vanke's business dynamics and Wanshi's reflection on diversification, and his move hit the nail on the head. This is the first direct confrontation between shareholders and the board of directors in the history of Chinese companies, so it is called the "Junwan Incident".Wang Shi, who was cornered, naturally refused to let it go. He immediately tried every means, first to stabilize some of the shareholders who participated in the initiative, and then made an urgent appeal to the Shenzhen Stock Exchange, requesting the suspension of Vanke on the grounds of "preventing artificial manipulation of stock price fluctuations".In the next few days, Zhang Guoqing and Wang Shi each showed their abilities and fought across the air. The media was boiling for a while, but the stock was suspended for a full 4 days.Wang Shi also found out that the top executives of Junan had secretly built a "mouse warehouse" and bought a total of 20 million yuan of Vanke stock in order to make arbitrage profits through speculation. This finding questioned the legitimacy of Junan's attack.In the end, the China Securities Regulatory Commission sided with Wang Shi, and Zhang Guoqing, who was trying to profit from the attack, saw that the situation was over, so he had to promise to the representative of the China Securities Regulatory Commission: "Since you are the ones who have spoken, let me eat a plate of stinky shit, and I will swallow it." go down." Vanke once again escaped a catastrophe.This matter made Wang Shi unforgettable, and he will never forget it for life.Borrowing the title of a financial book in the United States, he called capital activists "barbarians at the gate", but objectively, this finally forced him to make up his mind to take a professional path.In the next few years, he successively sold the beverage company, the loudspeaker factory and the power supply service company, and put all his thoughts on real estate.He put forward two strategic guidelines for the success of Vanke's business, a "two 70% principles", that is, 70% of Vanke Group's profits must come from real estate, and urban residential projects must account for 70% of the real estate business. It makes the characteristics of Vanke's main business very clear; the second is "the principle of not making profits higher than 25%".在中国市场，房地产从一开始就是暴利行业，几年前，万科只要一拿到土地批文，就有超过100%的利润，当时的房地产更有“低于40%利润不做”的行规，王石的这个原则让万科规避了高风险，加强了公司适应经济周期的能力，培育了公司的竞争力。王石后来的生意搭档、企业家宁高宁评论说，“在成长的道路上，万科几乎犯过所有可能犯过的错误，可是它是幸运的。幸存者的幸运在于，他们在错误还没有把他们毁灭的时候醒悟了。” 在广东顺德的容桂镇，潘宁正雄心万丈地四处攻城略地。珠江冰箱厂当时是中国规模最大、设备最先进、品牌力最为强大的冰箱企业。这时的潘宁已经年届60，按惯例到了退休的年纪，不过没人敢公开地提出这个敏感问题。 除了年龄的敏感外，一个更为关键的话题是，企业的产权归属权到底有没有清晰化的可能。珠江冰箱厂尽管由潘宁创办，但在产权上归属镇政府。不过客观地说，企业的壮大与地方政府的竭力支持是分不开的。《经济日报》记者朱建中在采访顺德时举过一个例子。有一年，潘宁要扩建厂区，但是容桂镇上已无地可征，镇领导摊开地图，仔细盘算，最后决定炸掉镇内的一座小山，将之夷为平地，让潘宁建车间。朱建中对此感慨不已，称，“若其他地方政府都这样替企业着想，哪有经济发展不起来的道理？”他因此用了《可怕的顺德人》为报道的标题。 由于地方政府的开明与倾力支持，当时的顺德的确非常“可怕”，全国家电产量的1∕3在广东，而顺德就占去了半壁江山。它是全国最大的冰箱、空调、热水器和消毒碗柜的生产基地，还是全球最大的电风扇、微波炉和电话煲的制造中心，容声、美的、万家乐和格兰仕并称中国家电四朵金花，在这一年评选的全国十大乡镇企业中，顺德竟赫然占去五席。 地方政府的全力支持成就了顺德企业群，而政府也在企业的经营决策中扮演了十分重要而强势的角色。一个耐人寻味的细节是，珠江三角洲一带的不少企业家在创业时期都具有半官半商的身份，潘宁是顺德容桂镇工交办副主任，创办了全球最大微波炉企业格兰仕的梁庆德在创业前是顺德桂州镇的工交办副主任，乐百氏的何伯权创业前十中山小榄镇的团委书记。乐百氏的产权设计是一个很奇特的案例。1988年，何伯权自筹资金创办企业，当年就实现了盈利。第二年春天，他将40%的股权赠送了小榄镇政府，其余股权则全部清晰到人。日后，乐百氏在土地、用工、公用配套以及税收方面受到政府的倾斜和保护，而另一方面，创业者的权益也得到了清晰地保证。正因此，这家公司没有像珠江三角洲的其他知名公司一样，陷入政府与创业者的产权博弈案。到2006年前后，顺德家电集群已不复当年景象，除了美的集团完成了产权的清晰化改造并成为全国最大的小家电制造商之外，其余企业均出现不同程度的衰落，其中，产权改造的滞后是很重要的因素之一。在后来的十几年里，广东企业的产权改革颇多周折与风波，于此大有干系。 潘宁当时的处境十分典型，珠江冰箱厂日渐壮大，而经营团队无任何股权。潘宁多次或明或暗地提出，希望镇政府能够在这方面给与考虑，可是得到的答复都含糊其辞。另一个让他头痛的事情是，容声冰箱畅销国内后，由于这个品牌的所有权归镇政府所有，一些镇属企业便也乘机用这个牌子生产其他的小家电，严重地干扰和影响了珠江冰箱厂的声誉，而对此潘宁竟无可奈何。 So in 1994, Penning decided to find another way.He transformed the enterprise into the Kelon Group, announced the creation of the Kelon brand, and entered the air-conditioning industry.在他的谋划中，科龙品牌归企业所有，由此可逐渐摆脱政府的强控。His "independence tendencies" of course attracted the attention of the town government.That is, from then on, the fate of Pan Ning and the company became very delicate. 一直拖到12月8日，中关村的联想公司才匆匆举办了创业10周年的庆典会，副总裁李勤对柳传志说，“如果再不办，就没有时间了。”此时的柳传志其实一点也没有办庆典的心思，一些棘手的事情正让他日日烦躁不安。在创业的第十个年头，已经50岁的他陷入了职业生涯最黑暗的低谷，他的企业成长乏力，前途莫测，并肩合作多年的亲密战友反目成仇，而他的身体也令人担忧，三年前处理香港危机时落下的美尼尔氏综合症时常发作，让他痛苦不堪。 这时候的联想用内外交困来形容一点也不为过。跟巨人集团的史玉柱面临的情形一样，联想正陷入电脑业的寒冬之中。国际电脑品牌商猛烈地冲击市场，而受宏观调控的影响，国内机关事业单位的采购能力却不见起色。在过去的几年里，联想一直是各大部委和大型国有企业的主要电脑供应商，这一块的滞销让公司很受打击，此外，人民币的持续贬值也让联想的进口零部件成本大大提高。数据显示，在1989年前后，国产电脑的全国市场占有率为67％，而到1993年猛降到了22％，几乎溃不成军。作为国内品牌的龙头，联想受到的冲击可想而知。 The vicissitudes of life show the true qualities of a hero.在联想史上，1994年被定义为“转折年”，因为，一些决定性的事件都是在这种危难时刻发生的。 先说一件让柳传志终生得意的事情。就是在这种举步维艰的情形中，他灵活斡旋，完成了一件日后看来无比重大的工作，那就是联想股权的清晰化。 其实从几年前开始，柳传志就一直在为联想的股权清晰而努力。柳是一个极其富有谋略的人，他深知在当前的国情下，股权清晰到人是一块“熔化中的黄金”，既诱人又毁人，他不甘心无所作为，但又绝不铤而走险。1988年，他对香港公司的股份设计便很耐人寻味。1992年，他又申请将公司脱离计算所的管辖，而直接纳入中国科学院的名下。1994年2月，联想在香港联交所挂牌上市，柳传志乘机提出了一个“股份制改造的方案”。按此方案的设想，联想资产的55％归国家所有，45％归员工。对于这个方案，中国科学院没有异议，但是却立即被财政部和国有资产管理局打回，毕竟在当时，如此大胆的股权清晰尚无先例，谁也不敢担当“国有资产流失”的罪名。 柳传志当即退而求其次，他提出了红利分配的方案：65％归中科院，35％归员工。在这一部分，中科院有完全的决定权，开明的院长周光召对联想情有独钟，很快同意了这个方案。柳传志进而又将35％的分红权进行了明确的分割：1984年的开创者占35％，1986年之前加入公司的占25％，1986年之后的占40％。 在当时，联想身陷重围，未来混沌而黯淡。这些数字都是“纸上财富”，并无现成利益，因此，从中科院的领导到企业的员工，都没有把它当做一回事。10年后，柳传志说，“今天看来，我们做了一件非常重要而又聪明的事。因为当时大家分的是一张空饼，谁也不会计较，如果在今天，已经形成了一张其实的饼，再来讨论方案就会困难100倍了。”言辞之中，分明是百般的侥幸。2000年，正是在这个方案的基础上，35％的分红权又在柳传志的努力下变成了股权，联想的资产清晰百转千回终于，水到渠成。 股权的清晰事关长远发展，而眼下另一个要命的事情是，联想到底该往何处去。 当时中关村几乎所有的知名电脑公司都放弃了最艰难的自主品牌经营，退而做跨国品牌的代理——长城做的是IBM，方正做DEC，四通做康柏，而业界风头最劲的史玉柱则已经宣布转战保健品，这些对联想高层的决策都有不少的影响。就是在这一点上，公司的两大灵魂人物，柳传志和倪光南发生了致命的分歧。退缩或转行，都不是他们的选择，分歧发生在突围的方向上。 倪光南是联想汉卡的发明人，他一直被视为联想高科技的象征。然而，在1994年前后，由于软件系统的升级，汉卡产品在市场上江河日下，对公司的贡献率已经微不足道。倪光南决心为联想创造新的技术制高点，他选中的方向是“芯片”。当时国际上，芯片技术日新月异，英特尔等公司把持着技术的方向。如果联想能够在这一领域获得突破，将一举确立其在全球电脑产业中的地位。倪光南对自己的发现激动不已，他奔波于上海、香港等地，广揽人才，成立“联海微电子设计中心”，试图毕其功于一役。他的这个设想被称为“中国芯”工程，因其无限的想象空间而得到中科院和电子工业部的热情支持，中科院和电子工业部甚至承诺由联想牵头，组织有实力的计算机企业一起参与，制订一个国家投资计划。 然而，倪光南的方案却出人意料地遭到了柳传志的反对。在柳看来，芯片项目风险巨大，非联想现有实力可支撑，中国公司在技术背景、工业基础、资本实力及管理能力等方面，都还无法改变世界电脑行业的格局。倪光南“真的就是技术至上，并不清楚整个市场是怎么回事”，因此，柳传志在给倪光南的一封信中明确表明，“我本人不同意仓促上马”。按他的想法，联想应该加大自主品牌的打造，发挥成本上的优势，实施产业突围。因此，他任命杨元庆担任新组建的微机事业部总经理，把微机的整个流程都交给了这位30出头的年轻人。在他看来，“有了高科技产品，不一定就能卖得出去，只有卖出去，才能有钱。” 就这样，十年联想走到了一个动荡的岔路口。柳倪关系迅速恶化，倪光南无法克制自己的失望和对柳传志的不理解，很快，联想的每一次工作会议都成了两人的争吵会。这两个都对自己的判断十分自信的领导者根本无法说服对方，柳传志认为倪光南在“胡搅蛮缠”，而倪则说，“我永远和你没完。”他开始向上级控告柳传志作风霸道，进而控告其有严重的经济问题…… 这对亲密无间的“双子星座”走到了你死我活的决裂悬崖上，柳伤感地对友人说，“不把我打入监狱，他绝不罢手。”在关系亲密的时期，“柳倪配”曾被媒体津津乐道，柳传志曾说，“有的人像一颗珍珠，有的人不是珍珠，不能像珍珠一样闪闪发光，但他是一条线，能把那些珍珠串起来，做出一条光彩夺目的项链来。我想，我就是那条线。”这个比喻听上去非常的生动，但是却存在着“形象上的悖论”：当珍珠串成一条光彩夺目的项链时，那条线就会不见了，而事实上，“柳线”比任何一颗珍珠都要光彩夺目。“线与珍珠”的互动与冲突，在柳倪事件上得到了逼真而残酷的演绎。 媒体也观察到了这场平地而起的柳倪风波，它被认为是“市场派”与“技术派”的一次决斗。这场让所有人都很难堪和痛苦的争吵一直持续了整个下半年，中科院派出工作组进行调查，联想内部几乎所有的高层都站到现实的柳传志一边，工作组的报告称，“没有发现材料证明柳传志同志存在个人经济问题”，而为了避嫌，香港商人吕谭平也被劝退所持股份。到1995年初，胜负渐渐清晰起来，6月30日，联想董事会同意“免去倪光南同志联想集团公司总工程师职务”。 对于任何企业战略决策的评估，都让人陷入两难，“结果”往往是唯一可以参考的依据。日后证明，柳传志把联想带到了一个新的成长高峰，然而在后来的很多年里，一直有很多人在固执地争论：如果沿着倪光南的方向走下去，联想乃至中国电脑产业又将是一番怎样的景象？ 在相当长的时间里，中国电脑以及家电产业一直在“贸易”、“制造”与“技术”的发展优先次序上摇摆徘徊。联想跟中关村的所有公司一样，都是靠贸易起家，逐渐形成工业制造能力，进而在技术上寻求进步，而家电业的海尔、长虹及科龙等公司都是从引进生产线起家，然后在市场营销上获得了成功。因此，“贸工技”和“工贸技”是两大成长模式，其中。无一例外的是，技术都是核心能力中最薄弱和滞后的一环。而当这些企业逐渐壮大，与跨国公司在中国市场上展开正面竞争的时候，技术落后的现状便非常清晰地显现出来。在此刻，何去何从，敏感而无比关键。在中国企业史上，柳倪之争带有很强的寓意。它展现了中国企业家在面临国际化竞争和技术发展瓶颈的时候，做出了怎样的思考和选择。 一个无法回避的事实是，在20世纪90年代中后期，几乎所有知名的企业家都选择了柳式道路。