Chapter 12 Chapter VI Cultural Competitiveness
The highest level of corporate competition is the competition of corporate culture.After investigating those successful companies, we will find that although their successful environments, methods, and paths vary widely, their common feature is that they all have their own unique corporate culture, and this corporate culture is not only the source of their competitiveness , is also a manifestation of its competitiveness.
For Suning, corporate culture has more important meaning and value.
Suning, with hundreds of thousands of people, is scattered in hundreds of cities across the country and Japan, with more than 1,300 stores and thousands of workplaces.They have different ages, growth experiences, and a variety of values and hobbies. When they converge on one goal, unite as one, and work together, what kind of overwhelming and invincible power will they burst out?On the contrary, when these hundreds of thousands of people are in a mess, doing their own thing and fighting with each other, what kind of worrisome distraction and consumption will it be?
"Water can carry a boat, but it can also overturn it." If we compare an enterprise to a boat on water, then culture is the water that carries the boat.
Enterprises have personalities just like people, and the most direct manifestation of corporate personality is the individuality of corporate culture, which originates largely from the cultural personality of the founder of the enterprise.
What kind of corporate culture does Suning have?How did Zhang Jindong build Suning's corporate culture competitiveness?
Zhang Jindong attaches great importance to corporate culture. He said: "To be an enterprise is to create culture. Suning pays attention to taste and style. For a large enterprise to make tens of thousands of people work together, in addition to systems, norms, and processes, it also depends on culture. Culturally The identity of the people allows us to have the same values, and the same values allow us to recognize and accept the same goals and rules of behavior. Another important point is that we did not 'create' or 'formulate' the core concept, but 'discovered' The core concept, relying on introspection to find the core concept. The core concept must be tailored to the individual, and cannot be cut to fit. It must be something that comes from the heart and is pursued and defended with the whole life, otherwise it is not the core concept. Finally, the company will clearly tell all employees , What should be done in the enterprise, what should not be done, what behaviors are encouraged, and what behaviors are punished.”
Zhang Jindong further pointed out that, looking at the development history of China's private enterprises, from his practical experience, the original accumulation of entrepreneurial development depends on individual struggle, the formation of large-scale development depends on opportunities and management, and the realization of sustainable large-scale development depends on enterprises culture.
Suning proposed to "be a century-old Suning", but how can Suning's century-old foundation survive?The answer given by Zhang Jindong is: Inheriting culture and inheriting the enterprise.
In October 2000, Suning promulgated its own "Enterprise Basic Law":
Market-oriented, continue to enhance the profitability of the enterprise, diversify, chain, and informatize, and pursue higher corporate value; customer-oriented, continue to enhance corporate control capabilities, focus on goals, execution, and results, and pursue higher Customer satisfaction; unswervingly, persistently, to create the best chain service brand in China.
Why did Suning launch the "Enterprise Basic Law" at this time?What role will it play in the future development of Suning?
Suning's "Enterprise Basic Law" was enacted and promulgated in the context of Suning's 10th anniversary and the company is facing major transformation and development. In 1999, Zhang Jindong made the strategic decision to transform from a single air conditioner wholesale and retail to comprehensive electrical appliance retail, and quickly launched a national chain operation, which opened the curtain for Suning's second venture.
At this critical moment of transformation and development and second entrepreneurship, Zhang Jindong believes that Suning will move towards the development path of a large enterprise from now on. From the perspective of ensuring that the enterprise becomes bigger, stronger, and longer, there are several issues that are fundamental to the development of the enterprise. Issues must be identified and resolved:
First, in the 10 years since Suning started its business for the first time, it has gone through ups and downs and difficult explorations. In this process, it has been proved to be correct, mature or successful. It is Suning's precious wealth, which must be clarified and solidified. Get down and carry on.The value of history lies in perception and inheritance.
Second, entering the new 10 years of the second entrepreneurship, Suning's development direction and goals must be clear and unwavering, and all cadres and employees must know.Under this direction and goal, let the company twist up and down into one rope.The future is uncertain, full of hope, temptation, and many difficulties and risks.The key to the success of Suning's second venture is not external but Suning itself, and first of all, whether it can firmly develop the direction and goals of development.A person with a will sets up a long-term will, and a person without a will often sets up a will.As long as Suning, which has grown rapidly, can stick to the correct direction and goals and choose the correct path and means, no amount of difficulties and obstacles can stop its development.
Thirdly, Suning has been going all the way since starting a business. From small to large, the most important problem in management is how to move from arbitrariness and flexibility to scientific norms; The rapid increase of management complexity and uncontrollability caused by the expansion of enterprise scale.Suning has not only encountered the above problems, but will become more prominent in the future.
It can be said that Suning's second entrepreneurship has a broad space for external development and a promising prospect. Whether the company's internal management can be effectively supported, and what are the means and methods are the issues that urgently need to be considered and clarified.
In-depth thinking on these three major issues made Zhang Jindong feel more and more that there must be a fundamental law similar to the national constitution to determine Suning's future development direction, goals, paths and means, and use this to form Suning's future. The core principle of the problem, it does not change with anyone's personal will or interest.
Thus, Suning's "Enterprise Basic Law" was born.
When we repeatedly read Suning's "Basic Law of Enterprises" with only a few sentences, we can easily find that it has the following characteristics:
One is clear.The direction, goal, path and means of Suning's development are clearly stated and stipulated without any ambiguity.
The second is to closely combine with the reality of Suning's development, which is very pragmatic and operable.For example, to achieve higher corporate value through diversification, chainization, and informatization; to ensure and improve customer satisfaction and enhance corporate control by emphasizing goals, execution, and results are both long-term and realistic issues.
This kind of enterprise basic law breaks through the traditional abstraction and empty preaching, and can actually guide the actual operation and management of enterprises.
The third is to highlight the essence of the enterprise.Such as enhancing corporate profitability and pursuing higher corporate value.
The fourth is to raise enterprise management to a very important height, emphasizing the need to enhance the control of enterprises, emphasizing goals, execution, and results.It should be said that this is a corresponding countermeasure that foresees the major challenges that the company will face in management in the future.
The fifth is to pay special attention to sustainability.Whether it is to "continuously enhance the profitability of the enterprise", "continuously enhance the control ability of the enterprise", or "unswervingly and persistently, to build the best chain service brand in China", it all reflects the good attitude of Suning people as an enterprise: look to the long term And down to earth.
In the blink of an eye, 10 years have passed, and today's Suning has become a leader in the industry, and is accelerating towards the world's top 500.However, looking back at the 10 years of Suning’s second start-up, we will be surprised to find that everything Suning has done and obtained has been stipulated in the design of Suning’s "Enterprise Basic Law", or Already expected.
For example, in the past 10 years, Suning has devoted itself to building chains. The chain network has spread all over the country, and has extended to Japan and Hong Kong in my country, and has penetrated into urban and rural areas; it has invested heavily in informatization construction to form Suning's core competitiveness; based on informatization, Suning has systematically rebuilt the company's organization, process, human resources, procurement, logistics, after-sales service, store management, etc., making Suning, regardless of the rapid and rapid expansion of business scale and types, operating regions and the number of employees, etc., The management of the enterprise not only did not fall apart, or caused the "big enterprise disease" that is prone to occur under normal circumstances, but was more orderly and efficient, and the brand value of the enterprise increased dozens of times.
This shows the significance and value of Suning's "Enterprise Basic Law" to Suning's development.
Corporate values are the consistent value orientation of all employees of the company.The value of the enterprise determines the development direction of the enterprise, affects the behavior orientation of employees, and provides a strong spiritual support for employees.Corporate values give employees a sense of sacredness and mission, and encourage employees to strive for the realization of lofty beliefs and grand goals.
Zhang Jindong has established a distinct corporate value for Suning: "Being a century-old Suning, the country, the company, and employees share benefits; create a family atmosphere, communicate, guide, and assist, and share responsibilities."
As a private enterprise, Zhang Jindong hoped to improve his economic situation and live a better life through his efforts in the early stage of his business.However, with the continuous development of the enterprise, Zhang Jindong deeply realized that when the private enterprise is small, it is personal, and when it is large, it is the employee and the society. The stability and prosperity of the society are directly related to the survival of large enterprises like Suning. And development.
How a company integrates into the society and how to take the initiative to undertake social responsibilities may have been just a kind of thinking or a slogan in the past, but today it has reached the stage where it is obligatory to actually do it.Zhang Jindong said: "Whether it is for Suning as an enterprise or for me personally, fulfilling social responsibilities is indispensable." Suning is a far-sighted enterprise that understands the importance of social responsibility will achieve greater development.
When a gentleman seeks money, he obtains it in a proper way.The Chinese nation has always advocated business ethics and culture, and the way to obtain benefits must be legal, reasonable and appropriate ways and means.At the very beginning of his business, Zhang Jindong established the credo of abiding by laws and regulations and operating with integrity.
Businessmen have a profit-seeking nature, which requires restraint, including self-discipline and external restraint.For example, tax payment is a place where many companies are likely to violate the law and have accidents. Zhang Jindong is particularly vigilant about this, and believes that standardizing tax payment and ensuring people's livelihood are the key points that private enterprises must always pay attention to during the development process.Suning is a major taxpayer in Jiangsu Province, and has been rated as an advanced taxpayer by the province and city for many times. In 1996, Suning's business volume continued to expand, and financial personnel were busy from early to late to issue invoices by hand. Not only was the workload too heavy to keep up with, but it was also prone to errors.Zhang Jindong asked the Finance Department to take the initiative to go to the tax bureau to negotiate, and asked to use a computer to issue invoices.The tax department spoke highly of this kind of enterprise's voluntary request for better tax payment.
According to Suning's 2009 Performance Announcement, in 2009, Suning's annual tax payment was 3.1 billion, a year-on-year increase of 53.7%, which was 1.75 times the increase in corporate profits. Since its listing, the cumulative tax payment has reached nearly 10 billion.
Suning emphasized in its public "2009 Corporate Social Responsibility Report" that in today's increasingly prominent pressure from global climate change, environmental pollution and resource shortages, although Suning is not involved in the generation and discharge of pollutants from related manufacturing enterprises, the company Still firmly undertake this green mission.Suning believes that as a retail enterprise, the rational layout of the chain network, the energy consumption of stores and offices, especially the energy efficiency of the home appliances sold, are increasingly affecting the environment.Suning attaches great importance to strengthening cooperation with suppliers to promote more environmentally friendly and green products to consumers: to inform consumers how to reduce energy consumption during product use; to pay attention to the recycling of waste household appliances and to replace old ones with new ones, forming a comprehensive system including product sales, use, and recycling. Closed loop of environmental protection.In terms of internal management, in response to the national call for energy conservation and emission reduction, Suning has strengthened the management of electricity consumption in chain stores and headquarters; through reasonable chain network layout and information technology means, Suning has achieved fruitful results in energy conservation and emission reduction in logistics and distribution. the results.
At the same time, with the continuous expansion of Suning's development scale and the continuous improvement of its business platform, Zhang Jindong believes that Suning is no longer owned by any one person. Today's Suning is owned by more than 150,000 employees of the company, and is owned by the country and the entire society. , Suning wants to repay the society.
In 2000, Suning invested 300,000 yuan to establish three Hope Primary Schools; in 2001, Suning and the Jiangsu Provincial Department of Education jointly launched the "Suning Hope Star" activity to subsidize poor college students, donating 300,000 yuan to help 140 students from across the province learn The college entrance examination students who are both outstanding and from poor families "send charcoal in the snow" to fulfill their university dreams.
In 2003, "SARS" spread in some parts of the country. On April 29, Suning donated 3 million yuan to the Beijing Municipal People's Government for the prevention and control of "SARS" in Beijing.
In 2008, after the "5.12" Wenchuan Earthquake, Suning Appliance immediately launched the "1+1 Sunshine Tour" reserve fund and donated 5 million yuan to the disaster area. Afterwards, Chairman Zhang Jindong also donated 50 million yuan to the disaster area in his own name. All employees actively participated in donating 6 million yuan.
On April 3, 2010, Suning Appliance donated 10 million yuan to five southwestern provinces and cities for drought relief. On April 15, when an earthquake occurred in Yushu, Qinghai, Suning donated 5 million yuan to the disaster area at the first time, and soon to Yushu An additional 10 million was donated, a total of 15 million was donated, and 5 million was donated to Zhouqu.
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At present, Suning is the only private enterprise in the country that has established a social work service system. Its "1+1 Sunshine Tour - Suning Social Work Volunteer Action" is organized by employees spontaneously. , dedication, and hope" social work spirit, spread advanced culture, and contribute to building a beautiful society of solidarity, mutual assistance, equality, friendship, and common progress.According to the data of Suning social worker volunteers, its service scope includes: sanitation and cleaning services in public places such as communities, schools, parks, and streets; volunteer services for large-scale social events such as sports games, expositions, and art festivals; hospitals, nursing homes, and welfare homes Nursing services for institutions such as orphanages and orphanages; environmental protection activities such as tree planting, river greening, flower protection and grass planting; knowledge popularization activities such as electrical consultation, campus education support, career counseling, etc.; long-term assistance such as helping the elderly, the disabled, and teaching assistants; public welfare literature and art Performances; supporting the army and giving priority to family members; free maintenance and repair services for electrical appliances; disaster relief and rescue.
Suning employees will also voluntarily participate in the activity of "donating one day's salary every year". The donations will be deposited into a special "Suning employee love account". Suning's OA (OfficeAutomation) office automation platform publicity.At the same time, Suning's existing and future employees will receive a Suning love service card, which will register each employee's love service record, which will be a must-have for every Suning employee except for the work number plate. Suning ID card”, Suning will use this as an auxiliary basis for the annual employee evaluation.
In recent years, Suning has donated more than 200 million yuan in charitable acts, which has won wide acclaim from the society.During the national "two sessions", as one of the representatives of private enterprises, Zhang Jindong also submitted a proposal on improving the social fundraising system to show Suning's determination to further assume the responsibility of corporate citizenship and participate in social public welfare undertakings.
In the past, we often said that thanks to the reform and opening up of the country and the party, private enterprises have achieved considerable development.Zhang Jindong believes that, in fact, it is not only gratitude, but also repayment-companies with some accumulation in past development should consider this point.There are many forms of repayment, but no matter which form, only with this kind of grateful heart can the brilliance of humanity shine in the business activities.
In 2008, disasters such as the snow disaster and the Wenchuan Earthquake came one after another. When we bravely fought against these natural disasters, many touching stories emerged.This heroic and exemplary spirit has also quietly taken root in Suning.
As an ordinary delivery master, Zhou Ming has joined the big Suning family since Putian Suning opened. On the afternoon of July 19, due to the impact of the typhoon, heavy rain fell in Putian City, and the weather was very bad. Zhou Ming was delivering.When the delivery vehicle arrived at Beida Village, he saw many onlookers on the side of the road looking into the river, and many villagers were pointing and talking about something.Intuitively, Zhou Ming thought that someone might have fallen into the water. He immediately stopped to check the situation, and saw a teenage child jumping up and down in the water. .
Master Zhou didn't think too much, jumped into the water and swam to the child.The child was finally saved!The parents of the children who came over after hearing the news were infinitely grateful, and immediately took out a stack of RMB to Master Zhou as a token of gratitude.Master Zhou refused with a smile: "No, this is what I should do." Because there are still customers waiting for the goods on the car, Master Zhou drove to continue delivering the goods immediately after explaining the situation.Facing the critical situation, Master Zhou jumped down to save others without hesitation, and understood it as his responsibility and obligation.Master Zhou's simple sentence "No need, this is what I should do" shows the most simple human nature of Suning people.After successfully saving people, what Master Zhou thinks of is not changing the soaked clothes, nor the praise of heroes, nor the reward of money, but the customers who are anxiously waiting for the goods. This is an ordinary Suning person, He always has the belief of serving customers in his heart.
The original driving force of private enterprises is nothing more than to make the owner's personal income more and life better. In the final analysis, it is the pursuit of wealth and social honor.However, when the scale of the enterprise gradually expands, Zhang Jindong believes that it is a dangerous corporate culture to blindly emphasize the role and value of individuals, and it is a nihilistic corporate culture to ignore the personal value of employees.The values of Suning’s corporate culture have three distinctive features: first, personal value is allowed, but personal value must be recognized by the company and the team, and realized through the efforts of the team; second, personal treatment is allowed, but it is not allowed through and The third is to allow the satisfaction of personal interests, but not to satisfy personal interests by harming the interests of the enterprise.
As an enterprise, the priority to repay is the employees who create value for Suning.To provide employees with a better working environment, higher income and treatment, and more room for development prospects is Suning’s responsibility to care for, train, and create value for employees; employees gain higher benefits and returns in the enterprise because of the realization of personal value Concrete performance.
Although it is a national chain enterprise with more than 100,000 employees, Suning's labor and employment are strictly implemented in accordance with the national labor laws and regulations, and the contract system for all employees is implemented.The company has signed a "Labor Contract" with every employee, including migrant workers, and paid various insurances in accordance with the provisions of the "Labor Law".
Taking the migrant worker terminal employees with the largest number of Suning employees as an example, they have always been difficult to sign labor contracts at the earliest. Because of the high mobility of migrant workers, most migrant workers themselves are unwilling to sign contracts with the company. It is necessary to pay social insurance, and I need to bear the personal part, which may lead to a reduction in monthly income.On the one hand, Suning requires the signing of labor contracts, and the company pays social insurance for them; on the other hand, it actively raises their wages.From the company's point of view, Suning's cost will increase, but Suning still thinks of various ways to solve these difficulties, and has handled labor contracts for all of them.After the promulgation of the new "Labor Law", Suning also further extended the labor contract period with employees in accordance with the spirit of the law. The grassroots employees have been signed from one year to three years, and the contract period of middle managers has also been extended. five years.
The Suning spirit embodies the determination of the enterprise and employees to achieve a career together. This is the individual preference of Suning enterprises and the individual characteristics of Suning's corporate culture.
If an enterprise wants to attract and retain talents, there are three measures or methods: one is material treatment, the other is career platform or development opportunities, and the third is corporate culture.In Suning, the first thing to emphasize is corporate culture.
In the book "Company Spirit", Jesper Kund described the famous Starbucks brand as a "coffee religion", and explained how Starbucks uses this "religious culture" to attract the talents it wants.The so-called "coffee religion" is a community composed of people with roughly the same life sentiment and social status.The company's leaders will say in almost every public place: "If people think they have the same values as a company, then they must be loyal to the company's brand." It can be seen that the principle of Starbucks to attract and retain key employees is first It is their high degree of identification with the corporate culture, as well as their enthusiasm and even fanaticism for the "coffee religion".
Suning advocates that "as long as you agree with and integrate into Suning's corporate culture, whether it is an old man, a newcomer who has just joined, or a young man who has just graduated, he will be boldly appointed without sticking to one pattern."On the contrary, Suning will resolutely not use anyone who cannot integrate into Suning culture and does not agree with Suning's values, no matter how capable they are.
Someone once asked Sun Weimin such a question: "At the beginning, I was attracted to Suning because you were outside of Suning. The so-called distance creates beauty. After you entered Suning, whether Mr. Zhang is still very attractive to you, or whether Suning's Is the culture still attractive?” Sun Weimin said: “In China, business owners and founders are the leaders of corporate culture. Suning’s thoughts, character, realm, and pursuit have penetrated into Suning’s corporate culture and values. At the same time as me and after that, many people joined Suning and became senior executives of Suning. This at least shows that Suning’s culture not only attracted me, but also attracted me. It also attracts more people. You only need to look at the working years of Suning's senior management team members in Suning. Most of them have worked for more than 10 years, and it is almost 20 years! It is very stable, and its inner cohesion is Suning's corporate culture."
The current executive president of Suning Appliance, Meng Xiangsheng, was deeply attracted by Suning's development vision, career stage, and corporate culture during the process of consulting for Suning.After the consultation, he joined Suning's executive team.Meng Xiangsheng said: "Integrating into Suning's extensive and profound organization and culture, no matter old people, newcomers or young people, can find platforms and opportunities for self-realization. This is also Suning's greatest charm."
Ren Jun is currently the Vice President of Suning Appliance. After graduating from the Business School of Nanjing University in 1999, he came to Suning full of ambition. After a period of grassroots training, he was fortunate to work as a secretary next to Zhang Jindong, and he was able to observe closely: As a well-known private entrepreneur, worth 100 million yuan Wan's millionaire Zhang Jindong works and lives.
Ren Jun said that, quite different from what he imagined, Zhang is always confident but never arbitrary, diligent and persistent in his career, has a strong sense of responsibility, and pursues perfectionism. He is tireless in his work and almost crazy. It is so high, fast-paced, and intense that it is often unbearable even for young people like myself.He is the founder and major shareholder of Suning, and Suning is his home and his life.But he himself has made it clear in many public occasions: "Suning is not the Suning of Zhang Jindong, but the Suning of Suning people, and the Suning of the society." As Zhang Jindong himself said: "As far as personal wealth is concerned, my three generations It’s enough, I really don’t need to work so hard, but when I think about the hundreds of thousands of Suning employees who follow me, and when I want to create Suning’s magnificent foundation, I have no reason to choose to rest or be idle.”
Working with Zhang Jindong is stressful.This comes not only from the workload itself, but more from his high standards and strict requirements for work. Anyone who does not work well will be severely criticized.Despite this, employees still respect and admire him from the bottom of their hearts, because employees know that this is due to his dedication and enthusiasm for the cause, and this cause belongs to everyone.
After 11 years of experience, Ren Jun is now the vice president of Suning.He said affectionately: "From a college student to a manager, I feel very lucky. Suning has given me such a development platform. Facing the future, the company is facing greater opportunities in the new development, and I also look forward to Together with the enterprise to achieve greater development."
Bu Yang, Executive Vice President of Suning Marketing Headquarters, recalled Zhang Jindong’s guidance on brand building, and was deeply touched: Mr. Zhang cherishes Suning’s brand as much as his life. The reputation and reputation of the company cannot be deviated a bit.
Suning's business activities are all people-oriented, creating a cultural atmosphere of respecting, trusting, caring and understanding within the company, so that every talent is full of enthusiasm, actively and responsibly engages in creative activities .Even the old migrant workers who went to work in the city were deeply attracted by Suning's culture:
Master Wang, an ordinary delivery worker in his 40s in Suning.As an old migrant worker who went to work in the city, 2005 was the third year in a row that he chose to work in Suning.When asked why, Master Wang said: "As a Suning person, every time I deliver the goods to the customer's home, they say, "Your Suning's service is good, I am very proud, and I have a part of the credit here." Suning has stipulated that as long as seasonal workers like us are old employees, their basic salary will be increased by 50 yuan per year. Although it is not a lot, I feel that Suning has feelings for us, so every time the busy farming is over, they come again. gone."
Suning's system is strict, but Suning's culture is warm.If a company's culture can fascinate everyone from the vice president of the company to an ordinary temporary worker, then we have to admit that Suning's culture does have its unique attractions!
The strength of Suning’s sustainable and healthy growth comes from its unique cultural system, and Suning’s corporate culture is the value concept and code of conduct that is gradually formed during the long-term operation of the company and is observed and pursued by all members. For the personality, quality, goals and atmosphere of the enterprise.At an internal meeting, Zhang Jindong said: "Suning is born as a company with distinctive personality and likes to control its own destiny. We like to meet challenges. We are eager to become bigger, stronger and longer. We hope to win the respect of the society. Rather than personal comfort.” In a sense, Zhang Jindong has infused Suning’s corporate culture with a persevering but self-cleaning, introverted, and vigorous soul, making it lifelike, both tangible and “spiritual”!
Every Spring Festival, people all over the country look forward to the "Spring Festival Gala".Every summer, after Suning's air conditioners are "busy", what Suning people look forward to is the grand "Suning Summer" cultural evening.
It's a celebration of harvest and a tribute to success!At the party, the elegant dancing gestures swayed the confidence of Suning people; the hymn of service reflected the social responsibility of Suning people; every note was permeated with the perseverance and sweat of Suning people.They toast to success and dance for joy!All Suning people feel sincere pride and joy!
Why does a company's cultural evening have such a shocking charm?
The origin of "Suning Summer" can be traced back to the 1990s.In the early days of Suning’s establishment, after the peak season of air-conditioning every year, in order to celebrate the “busy” performance of air-conditioning, express sympathy and gratitude to employees, and enhance friendship with partners, Suning will organize activities such as employee tours and manufacturers’ social gatherings. In 1999, at the Suning Mausoleum Music Station in Nanjing, the group invited performing arts stars from all walks of life in the form of a gala, and organized the first "Suning Summer" gala, which was attended by more than 1,000 people at that time.Since then, "Suning Summer" has been fixed as a traditional Suning slogan in order to commend employees who have performed outstandingly in the "busy" season every year, to express gratitude to every dedicated Suning employee, to stimulate the morale of all employees, and to look forward to a bright future for Suning. Annual corporate culture festival.
In 2001, the "Suning Summer" bonfire party was held outdoors in Nanjing Pearl Spring, and the atmosphere was very warm.The biggest feature of this evening is that no matter whether it is rapping or singing and dancing, the "leading actors" of all programs are all from Suning.
In 2003, the "Suning Summer" large-scale entertainment party was organized and prepared for the first time in a more mature party mode. The 14-minute song and dance program of 50 people debuted for the first time, and more than 3,000 spectators at the scene were amazed. Bright.
In 2006, the "Beyond Dreams and Achieve the Future" large-scale cultural evening.For the first time, it called on all parts of the country to select literary and artistic elites to submit literary and artistic programs, and arranged for actors from all over the country to gather at the headquarters for rehearsals.The dances, martial arts, sitcoms and other programs performed that night were all of a very professional standard. The spirit of dedication and unity of all the actors overcame the high temperature shocked the audience.
Ding Wei, General Manager of AO Smith Water Heater China, was invited to attend the party and said: "As a Fortune 500 company, we know the importance of corporate culture with distinctive personality to corporate growth. In China, we chose Suning is our most important partner, because we found that Suning has already possessed the necessary corporate culture of the world's top 500 companies ahead of time, and it is connecting with the international standards at a rapid speed. What I saw in "Suning of Suning" is all about Suning. The positive spirit of the staff."
It was also in this year that the "Suning Summer" began to undergo important changes.Before 2006, "Suning of Suning" was basically just a cultural evening. Whether it was performed by professional actors in the early days or performed by Suning's own internal employees after 2000, its main function was to entertain, celebrate and relax.
The origin of the change was that at the invitation of South Korea's Samsung, Zhang Jindong led some Suning executives to participate in Samsung's new employee training conference.This conference is a large-scale group performance on the last day after Samsung's new employees who have joined the company for a year have undergone group training.Seven to eight thousand people are divided into five or six square formations. During the performance, there are subtitles above the stage that briefly explain the performers, explaining which institution or business unit they belong to, and the operating philosophy of each system.This was originally an internal meeting of Samsung and was not open to the public.Inviting Suning is the first time they have opened up to the outside world.In the process of participating, the culture of Samsung, the vitality and quality of the employees, the spirit conveyed and the form of the party itself brought Zhang Jindong a lot of thought.Zhang Jindong once said that to be an enterprise is to be a culture. What is culture?What does culture really look like in a business?During this Samsung trip, he finally found the answer.Thinking about it carefully, Suning has actually been doing similar cultural activities-a cultural evening after the "busy" every year.It's just that Suning's previous evening parties were too much like ordinary public entertainment evening parties. They were only for temporary lively entertainment, without in-depth thinking or refinement in terms of purpose, theme, content and form.No matter the program or the number of participants, compared with Samsung, "Suning Summer" is not inferior, but it is far inferior to Samsung's program in terms of expressing corporate spirit and cohesion.
After returning to China, Zhang Jindong began to think about how to transform the "Suning Summer", and began to consciously turn it into an important part of corporate culture construction.
In 2007, "Suning of Suning" began to transform. It was no longer purely a song and dance performance, but reflected more on the development and progress of the company and the work and life of employees in terms of content.The change of this year starts with two well-planned ceremonies - the flag-raising ceremony and the torch relay ceremony.This not only demonstrated the spirit of Suning, but also became a traditional ceremony of the evening party. The theme of 2007 is "achieve excellence and lead the industry".The evening party brought together more than 5,000 employees from all over the country and more than 1,000 suppliers, guests from the press and financial circles.
Since the transformation in 2007, "Suning Summer" has been adjusted, and it has truly become a literary entertainment on the outside, but its inner essence is the display of corporate culture and self-education of corporate spirit. what i said. "Suning Summer" has become a sample of corporate culture landing.
The theme of "Suning Summer" in 2008 was "Passion Leads, Brilliant Future".The evening programs are selected and presented by various systems under Suning, including:
Torch Relay (Showing area, industry, headquarters 2007 Commendation Conference oath clip)
Dance "Pilot"
Dance "Random Nine Arrows to Win Kyushu" (Random Headquarters)
Situational drama "Assault Pioneer in the Southern Expedition and the Northern War" (Marketing Headquarters)
"Strategy of the Capital" by Quyi Joint Singing (North China)
Dance "Northeast Drum" (Northeast Region)
Chorus "The Power Behind Success" (Marketing Headquarters)
Poetry recitation "Concentration, Professional Service" (Service Headquarters)
Dance "Flying West" (Northwest Region)
Essay "Journey to the West: Suning's Financial Transformation" (Financial Headquarters)
Dance "Dancing South China" (South China)
Sitcom "Wedding in a Storm" (Central China)
Sketch "Borrowing the East Wind" (East China District 1)
Sitcom "Suning Animation Show" (Nanjing area directly under the jurisdiction)
Stage play "The Joy of the Ordinary" (Administrative Headquarters)
配乐诗朗诵《大灾无情大爱无疆》（西南区）
情景剧《起航》（人力资源管理中心）
歌舞剧（华东二区）
专题片《燃烧激情领跑辉煌》
合唱《苏宁之歌》（全体演员）
光从节目单中的节目名称和选送、表演的单位，我们就会发现，一年中苏宁多方面的发展业绩，已经变成了各节目多姿多彩的内容与表达样式。
其中服务总部《专心专注，专业服务》的多人朗诵，表达了苏宁的服务精神和服务品质——“我们自豪，大服务是苏宁服务的中流砥柱；我们自信，物流配送是苏宁服务的领军先锋；我们骄傲，苏宁售后为千家万户安装温馨；我们快乐，苏宁客服为男女老少传递福音。”营销体系的《南征北战突击先锋》，以郑州二七广场店为蓝本，演绎了突击队队员从接到命令紧急奔赴郑州，到队长带领队员进行宣誓到开业前的忙碌、成功开业那天忙而不乱地销售的故事，让“观众”一睹“销售突击队”队员的风采。此外，这一届晚会因为2008年这个特殊年份变得与众不同，很多节目都将奥运、抗震救灾、执著拼搏等主题表现得淋漓尽致。7000多名员工参加，1300多名演员的阵容也创历史最高纪录。
到2009年，“苏宁之夏”已经全面改造成“围绕苏宁的发展，围绕苏宁的理念，围绕苏宁的风采”三个核心来组织节目和演出，因而2009年度的“苏宁之夏”的主题显得格外有魅力——“超越自我·创新未来”。晚会表演了歌舞《乘风破浪》（连发总部）、曲艺《激情节拍》（东北区）、情景剧《为您不变》（营销总部）、音乐剧《我们的世界》（服务总部）、舞蹈《问鼎华中》（华中区）、歌舞剧《历程》（华北区）、人偶剧《办公室奇妙夜》（财务总部）、舞蹈《领驭华一开启未来》（华东一区）等22个节目。
其中服务总部的音乐剧《我们的世界》，用音乐片段穿插全剧，演员按照音乐的节拍做肢体动作，以生活与工作场景展现苏宁服务人员的世界，表现快乐工作、健康生活的积极主题。财务总部的人偶剧《办公室奇妙之夜》，展现了苏宁人在上信息化中的感受——“SAP成功上线了，财务业务集成了/我是财务新青年，最近兴奋得老失眠/系统的管理更规范，财务的支持更完善（强哎！）/如今管理预算化，费用上线人人夸/财务共享更集中，系统搞定不要用手工/BCS用起来不一般，合并报表变简单/实时报表真准时，BO系统来演示/各类数据真准确，财务分析更科学/业务指标还在手工整理？BW报表都可取/POS的销售更方便，数据的传递都在当天/供应商对接更加简洁，B2B平台翻开新一页/先奔香港查看地形，再跑东京过去两百里/信息化的脚步正在前进，自主研发才是硬道理……”这一年苏宁实现了行业领跑，并成功入主日本Laox，一系列的成就使得那场晚会的演出内容丰富多彩，节目精彩纷呈，第一次以完全成熟的筹备规划模式、节目评选标准进行晚会组织，在强调企业文化的同时也注重了艺术的表达，达到了视觉与内涵的完美结合。
2010年，“苏宁之夏”的主题为“献礼20年腾飞新苏宁”。晚会开场特别设计全场6500多人共同点燃手中的蜡烛，空灵的音乐中，一个可爱的小女孩手捧蜡烛，带领全场人员共同唱响“祝你生日快乐”，一起许下对苏宁、对家人、对自己的愿望，现场非常温馨。晚会生动地总结了苏宁20年的创业历程和辉煌成就，展示了苏宁在2010年的迅猛发展，展望了未来10年国际化、科技化、智慧型新苏宁的美好愿景。
晚会表演了音舞诗画《新跨越，新征程》（行政总部&南京大区）、歌舞《节日欢歌》（西南区）、小品《连发远航，梦想起飞》（连发总部）、歌舞《胡杨颂》（西北区）、舞台剧《荣誉》（华北区）、舞蹈《岁月如歌执著变革》（营销总部）、小品《苏乐乐成长记》（财务总部）、合唱《苏宁之歌》（全体人员）等21个节目。
其中连发总部表演的小品名叫《连发远航，梦想起飞》，舞台大屏上首先出现的是一幅大大的中国地图和苏宁在全国连锁店的拼图。箭头从南京出发，指向中国大地的四面八方。通过表演，将苏宁2010年连发体系的开店计划生动地展现在“观众”面前——“旗舰店、精品店、乡镇店、超越1200店；建标准、抓绩效、强体系、打造开发大平台。”集团版的《苏乐乐成长记》，将苏宁概念店让顾客“在科技的苏宁体会到智慧服务”的理念表现得淋漓尽致。
在节目中可以看到，苏宁概念店在采购环节上依托于智慧B2B平台，达到与供应商的无缝对接；通过JDA，实现系统化的门店布局和商品规划；在销售环节上通过概念店模式的建立，让顾客真正体验到智能化购物的快乐，体现了科技苏宁与众不同。行政总部和南京大区联合演出的歌舞剧《新跨越，新征程》，通过激情活力的丁家桥、奋进的新街口、多元协同的银河及即将入驻的昭示着百年苏宁梦想的徐庄智慧总部，不但对苏宁从宁海路开始创业的20年历程进行了总结与回顾，也展望了苏宁充满希望的未来……2010届“苏宁之夏”晚会第一次实现了全国苏宁同步网络直播，真正成为全体苏宁人的“春晚”。苏宁各大区的员工们在收看节目的同时，也可以通过网络与现场互动。
应邀参加“苏宁之夏”的《广州日报》记者曾发表这样的感言：表演可以与央视春晚相媲美的“苏宁之夏”，给了现场包括我在内的记者一场视觉的盛宴、听觉的轰炸……感慨于苏宁的执行力，晚会的现场衔接是那么的流畅，背后不知得付出多少时间和汗水；感慨于苏宁的团结力，那些激情澎湃的员工，整晚就基本没在凳子上坐过；还感慨于苏宁的号召力，各个大区的表演，不就是另一种形式的工作汇报吗？偌大的场地，似乎只听到一种声音——成功，来自背后的力量。
记者的洞察力道出了晚会成功的关键因素：看得见的是绚丽的舞台，看不见的是背后无数人的默默付出。
“苏宁之夏”准备时间短，任务重，所有演员来自全国苏宁各个体系的员工。各大区、子公司接到总部通知后，纷纷上报节目，挑选文艺精英。经过总部的层层把关，确定文艺节目，各地演员再集中到南京总部，投入到紧张的排练之中，不少大区采取节目组合的方式，充分体现了苏宁人的大协作精神。特别是受南京“秋老虎”的影响，高温持续不下，所有演员发扬苏宁人特别能吃苦的精神，每一个节目都认真排练，有时候为了一个小小的动作，就要反复多次，一丝不苟，体现了苏宁人的执著拼搏精神。
精彩的节目背后倾注了所有编演人员的许多心血与汗水。由于排练场地有限，一般都是每个节目轮流上场排练一次，但是有些大区的演职人员，一练就是两三次，一直到工作人员催促才肯下场。结果两分钟后，工作人员又在走廊上看到了他们的身影。原来，他们自发在没有空调的闷热的楼道走廊上强化训练。虽然看上去有些疲惫，但是他们嘹亮的歌声和真挚的笑容却让大家精神为之一振。
值得一提的是，很多工作人员，更是将个人才能发挥到极致：身兼演员、场务、剧务乃至主持人等，而且演出工作两不误。
背后的力量还有为演出服务的各个工作小组：
秘书组——计划、通知、跟进、会议组织、问题协调……这些是筹备过程中使用频率最高的词汇。2010年7月初筹备工作正式启动，自此，秘书组成员便如先锋一般，开始全力出动。从最初的筹备组织架构的搭建，到各项计划的制订、执行和落实，再到彩排、演出期间各组现场的对接、协调。一个多月的时间里，秘书组凭借坚强的意志、强烈的责任心和协作的精神，一起奋斗，传达筹备信息、跟进各项工作落实情况……
现场组——现场组是“苏宁之夏”的管家，从场地租赁、交通工具选择、嘉宾席和观众席的桌椅摆放到工作人员的就餐，现场组的每个人事无巨细，亲历亲为。
行政组——晚会前，他们最先进入筹备现场，日夜轮流搭建舞台、保障用电。从舞台到贵宾室，从草丛中的配电箱到休息室的空调，一次次细致入微的检查，确保各项设备正常用电。晚会中，当所有观众为精彩的演出欢呼时，他们猫在配电箱旁，监督着晚会每条线路的用电情况；当同事们坐在座位观看演出的时候，他们坚守在晚会现场的各个岗位上，保障晚会现场的安全。晚会后，他们负责疏导所有观众退场和现场物资安全撤场……
接待组——晚会筹备期间，正值公司第三次工作会议，接待组一边负责整个会议期间的会务保障工作，一边要筹备“苏宁之夏”相关工作。为保证两项工作顺利完成，接待组一忙就到凌晨两三点。就是在这样紧张的情况下，接待组也没忘记接待的每一个细节，为使在场嘉宾感受到苏宁服务的品质，接待组为嘉宾定制了精心包装、印有晚会Logo的嘉宾餐，并协调一辆冷藏车对食品进行保鲜。细致的服务得到了与会嘉宾的称赞。
人事组——由于参会人数多次不断增加，人事组制作的方阵布局图也要经过多次修改，一张小小的图上，每个方阵多少人，坐哪个体系的员工，都要经过精密计算。因此，修改起来非常困难，但是想到能有更多的人参加苏宁之夏，他们觉得修改多少次都是值得的。
一台大型晚会，尤其是一台成功的大型晚会，离不开所有筹备人员的辛勤付出。而在“苏宁之夏”，除了踏实严谨和任劳任怨之外，更多的是团队意识的强化、家庭氛围的树立，以及全国苏宁各体系、各产业之间的沟通交流的增强。
如今，“苏宁之夏”已不是一个简单的文艺表演，而是在唱歌、跳舞的同时，用歌舞去展示各个体系的发展、工作、文化、团队。苏宁人演的就是他们想的、做的。通过“苏宁之夏”这个平台，各个部门把自己的目标、业绩和苏宁人的精神风貌表演出来，真正起到了传承文化，传承企业的作用！
当笔者走出演出会场时，突然感到，这会场不就是苏宁企业大学的教室吗？今晚在这里不就是上了一堂激情而生动的苏宁企业文化课吗？
每一家新店的筹建，都有来自四面八方的苏宁人聚在一起，全力以赴。他们不是战士，却有着钢铁战士一样的品质、意志和战斗力。筹建过程中，许多镜头值得永久回味。
镜头一：全力以赴，开辟全新市场
杭州武林门店是苏宁第一次走出江苏，到省外开综合性零售大卖场。2001年12月7日签下门店，浙江公司正式打报告向总部请示，希望将开业时间定在2002年1月1日，这意味着从真正开始筹备到开店营业，仅有23天的时间。
由于时间太紧，经营经验不多，苏宁悉心挑选，从南京总部调集了参与过新街口店开业的精兵强将参与筹建。
虽然开店的队伍有保证了，但筹建过程中，仍然遇到了不少的阻力。武林门店和当时杭州的手机零售商圈隔了一条街，听闻苏宁将要卖手机的消息，当地手机零售经销商大为恐慌，成立了23家零售商手机联盟，每家收取2万元保证金，共同封锁对苏宁的供货，企图从货源上钳制苏宁的进入与销售。这个手机联盟甚至动员媒体拒绝为苏宁做广告，不允许工厂派导购、给货，甚至派人来抢苏宁的机器。当时协助筹建该店的凌国胜将这一情况向张近东作了汇报，张近东要求务必想出解决办法，如果杭州找不到机器卖，就从南京，从其他地方想办法。这一提议提醒了凌国胜，他迅速通过南京的运营商联系了一家供货商。但问题又出来了，只有机器没有运营商的号码，同样不好卖。what to do?那时刚刚实行机卡分离，卖手机实际上卖的是网络，放号相当紧俏。凌国胜四处寻找，最后终于通过运营商的介绍，找到了放号的代理商。
不仅是手机，彩电、冰箱、洗衣机也都出现了类似的供货问题，但在苏宁的努力下，均一一化解。
随着时间一分一秒地过去，还有两三天就要开业了。为了货源顺利入库，许多人连轴转地工作，保证24小时收货。货源一到位，立马在店内布展出样，与此同时，还要投入精力组织开业前的促销宣传活动。每个环节都要经过反复讨论。最后，杭州武林门店冲破重重阻力，于2002年1月1日开业。这一天，四五千市民排队抢购，有的消费者从深夜凌晨两点就开始排队。商场被迫在凌晨提前开门，在电器连锁行业创下“开门最早”的纪录。保安把门打开后，开门的瞬间人如潮水，收银台、展台被顾客围得水泄不通。有名保安被人群挤在了闸门上半天下不来，而在门口收银台的蒋勇被挤得人斜倒向收银台不能动弹，半天才被四五个警察“解救”出来。而当天维持秩序的警察从最初派出的20多个，后来加到了两三百人……
苏宁武林门店开业当天创造了1093万的杭城家电销售奇迹！
镜头二：斗志昂扬，为新店成功开业激动得一夜无眠
从2002年下半年开始，苏宁的连锁店扩张提速。
2002年5、6月份进驻北京，6月22日进驻西安，23日进驻合肥。为连锁店筹建，这半年苏宁元老陈金凤几乎跑了大半个中国，先是在北京协助范志军（时任北京苏宁电器有限公司总经理）在一个月时间完成两家店的开业，之后转战西安，参与西安店筹建后期工作以及开业。10月1日，陈金凤又挥师向西南，同时启动重庆与成都两个市场开店工作。
2002年11月21日，重庆解放碑店成功开业后，陈金凤率部马不停蹄地从重庆再次转战成都。而苏宁电器成都第一店西大街店开业定在2002年12月7日，留给陈金凤的只有短短半个月时间，她怎样才能做到呢？
苏宁人有一句这样的“名言”——开店就是战斗。为了打响成都第一店的战役，陈金凤一行到达成都后，来不及休息，就立刻投入到了筹建工作中，每天和钢筋水泥为伍，吃住在工地现场，从店面线路布置、消防设施改造，到材料的进出和使用，组织工人认真学习。施工现场条件恶劣，加上赶进度，他们经常是饿了啃一包方便面，累了就在椅子上躺一会儿。
与此同时，为了获得当地消费者的认可，陈金凤也再次发扬了苏宁“店门未开，服务先行”的优势。她招聘了一大批维修服务人员，对他们进行短期的强化培训，在开业前开展了一系列的服务进社区活动，免费为当地消费者提供电器保养及维修服务等。
回忆起战功辉煌的往昔，陈金凤说，那些在全国各地跑的开店的日子，说不累是假的，但过后再回想，却又是她一生最难忘的回忆。提到苏宁成都西大街店时，她说：“因为时间紧，那时我们每天都召开筹建会议，全面跟进工作进展，及时协调问题。通常晚上12点营销人员还在宾馆开营销会议，研究营销策略。”
但开业前一天，天公不作美，下起了毛毛细雨。店面的样品崭新、整齐地摆出来了，却很少有人过来观望。这与在别的地方开店的情形很不相同，在别的地方开店，开业前一天，就会有成群结队的人来店门口观望，而且都是急不可待地想冲进店里面去购买的架势。这一对比，让陈金凤的心一下子揪紧了，是不是成都的开店策略出了问题？
晚上，陈金凤召开开业前的工作会议，商量对策。会刚开不久，就有员工兴奋地跑来说：等待购物的顾客已经排到了商场后面的加油站了。听到这个消息，大家都很兴奋，紧张、疲惫顿时一扫而空。当晚，大家都留在店面进行最后的准备。
早上一开门，顾客像潮水般涌进来，电梯被挤停了好几次。回忆起那一刻，陈金凤仍难掩兴奋地说：“当时有一个中央电视台的记者把摄像机架在了二楼电梯上，准备拍下顾客冲进商场的场面，结果摄像机被汹涌而来的顾客冲撞到地上，踩坏了……”
那一天，苏宁开业几乎成了成都的“节日”。
当天晚上，西大街店的销售数字统计出来了：1700万！陈金凤几乎难以相信，半个月来的辛苦努力终于得到这个飘红的历史新高数字，她激动得一夜无眠。
没有上过战场的士兵算不上真正的士兵，在苏宁，没有经历过“大忙”，就不算真正的苏宁人。
“大忙”——这是一个字典里没有的词，来自于苏宁人的劳动与创造。只有苏宁人才真正知道它的深刻含义。
早在创业之初，每年夏季的空调“大忙”，者是苏宁人最紧张、最繁忙的日子。因为夏季是空调销售的高峰期，苏宁安维（安装维修）量日均高达1000多台。为及时有效地协调工作、安排人员作业，网点负责人经常加班至凌晨两三点。相关信息员每日不间断地跟进自有网点、外包网点以及厂家的信息，保证相关信息的及时性、准确性，保证及时为客户服务。安装工程师忙得连喝水吃饭都顾不上，加班加点，尽自己最大的努力为顾客服务，以最快的速度给每一位顾客送去清凉。
那时的“大忙”，没有人能例外，包括张近东本人。
至今，很多创业的老将仍然记得张近东在小店铺中忙活的生动形象：张近东身先士卒，忙里忙外，做事非常执著，任何一件事情都必须要把它做好。旺季旺销的时候，天气很热，张近东就在脖子上裹条毛巾，一边擦汗一边向顾客推销产品，同时还要忙进货，里里外外地张罗。
老将们都被张近东的激情与干劲感染了，“在苏宁，你肯定一心想着工作，全身心投入，可以说到了忘我的境界，因为张总这种忘我的境界深深地感染着我们，有他这样的榜样，我们也会这样做”。
刘晓萌是苏宁资金结算中心的总监，是最早进入苏宁，并随同公司一起发展至今的创业元老之一。回忆起当初的情形，她依然充满感情与怀念：“当时工作非常忙，不像一般的企业比较闲，工作时间也比较长，但大家都没有怨言，反而干得特别开心。”
谈及当时的老板张近东，她说：“他很有魄力，敬业精神强。他忘我地工作，全身心地投入。那时候他都是自己到柜台参与销售，自己去谈业务，亲历亲为。”
陈金凤回忆起1994年夏天那段“大忙”时光，仍然津津乐道：“由于南京的空调零售市场非常火暴，董事长亲临现场指导，向顾客介绍产品。当时，我们还是开手工发票，我一人一天开了28本发票，手上身上都是复写纸的颜色，头顾不得抬，饭顾不上吃，生怕怠慢了排队等待的顾客，一直忙到晚上10点。后来董事长考虑到员工的休息及第二天的正常营业才强行闭店。”
1998年夏季，更是空调销售特别火暴的“大忙”，售后出现了严重的问题，安装师傅人手不够，不能及时为顾客安装空调。张近东立即下令，调集公司所有的人员，共同解决人手不足的难题。那时候很多管理人员白天忙一天，晚上12点以后还要到物流和售后服务那边去协调，帮忙干活，平均每天休息的时间只有两三个小时。
进入二次创业，苏宁人依然保持着“大忙”精神。每年夏季，无论是店面、物流、售后、客服组成的市场第一线，还有大营销、大财务、大连发、大行政等体系都要全面投入，进入“大忙”状态。
“大忙”期间，每一个苏宁人时刻战斗着，抓好每一个管理细节，强化每一个销售环节，优化每一个服务环节，抓销售、拼服务、看结果，从工作精神上进入大忙的状态，从工作氛围上进入大忙的气势，借助空调“大忙”带动全品类销售。
“大忙”不只是每年夏季空调的旺销，还是检验苏宁服务能力的重要时刻，更是锻炼队伍、考验干部、选拔人才的机会。销售的急剧爆发、持续的高温作业，作业的时长、强度都大幅增加，安装量、维修量、送货量、电话及工单量是平时的几倍，工时长、坚守在超负荷、高强度的工作岗位，折