Zhou Qiren: Where is the question of China's manufacturing industry?

Nowadays, companies are not only to improve technology and products to be improved. The key is that culture and organizations must be improved. The so -called transformation is this type.

01

Occupy consumer mind

Brand influence

More important than origin

The big topic that everyone is concerned about now is where the world's factory goes from and where is the prospect? This is a topic that cares about both internationally and domestic. Let's narrow the topic a little bit, where does Foshan make? Why do private enterprises in Foshan go? This is related to entrepreneurs.

After the reform and opening up, the achievements of Foshan's manufacturing are very significant. But pulling the time scale forward and seeing history a little farther, in fact, Made in China was very powerful as early as ancient times. Although China is an agricultural country, from the perspective of the global market competition today, China's agricultural products are not very famous in the world. In ancient China, the famous one in the world was manufacturing. CHINA means porcelain, as well as sea and land Silk Road. Silk is a very unique industrial manufacturing product, and porcelain is also industrial manufacturing products.

Ancient Foshan was one of the four major cities and four famous towns in China. Others include Suzhou, Hankou, Jingdezhen, etc. There are silk industry in Suzhou, iron smelting industry in Hankou, porcelain in Jingdezhen. , Are all manufacturing. I once visited the No. 1 shipwreck in Nanhai, and the ship was all industrial manufacturers of Made in China.

But as a descendant, we look at the history of the entire Chinese manufacturing, and we have regrets. It is not just outdated in modern times. Before modern times, we looked back, what did we leave? We all know that Foshan is very powerful. This place name is very powerful, Suzhou is very powerful, Hankou is very powerful, and the place names are very powerful. But is there a well -known business name? Is there a well -known company? Is there a well -known brand?

Will consumers buy an Apple mobile phone today, will I care about where Apple mobile phones are produced? Will you care about where Apple is registered? Some people know, but many people don't know and don't care. When we buy a piece of clothing, we will care about which brand it is, but we don't care where it is made.

This matter will attract attention, it will affect our understanding of where the manufacturing industry goes. This is not the willingness of our supplier. It is the willingness of consumers to do this. It is that the market buyer is willing to do this. The customer is willing to do this. We can only adapt to this trend.

Today we ask which company in Chinese porcelain is the most powerful. Many people may answer Jingdezhen, but it is difficult to say which company in Jingdezhen. I once visited the Dutch Royal Blue Porcelain Company with Foshan entrepreneurs. The company's income of 6 million euros a year, our entrepreneurs do business bigger than this. However, it is still very touching after the visit. Although the scale is not large, it has been inherited for more than 300 years and sold products to all parts of the world to provide important places such as the Royal and Russian Kremlin, which is used for many important international diplomacy occasions.

What exactly does it lack in the entire Chinese manufacturing history? There are also good manufacturing. At that time, there were engineers, designers, and craftsmen. All our efforts today have worked hard, but why did we not leave a good brand and failed to leave the influence that will work long in consumers' minds. This matter has to be analyzed.

02

Private enterprise transformation

From the affinity department

Towards the contract constraint

Looking back, we are making industrial products more with traditional interpersonal relationships. Family relationship and relative relationship, this is the earliest organizational way of human beings. The so -called tiger brothers, the father and son soldiers, the entire national organization of our ancient country was organized by the relationship, and its endogenous was unstable.

I am very touched by the chairman of Keda Corporation. Don't think that the relationship between family relationships can be done. Familiar relationship is a family relationship. The affection is indispensable when resting, but it is inappropriate to do things with affection. To maintain a relationship, no one can save it once a relationship with the relationship. In many families in Hong Kong and Macau, we see a lawsuit, so we see how some companies get up and finally collapse. The whole process continued to live and die, and finally achieved the industrial park or industrial belt and industrial circle, which is mainly based on the place names, but not left a good brand.

Therefore, not only the technology must be improved, the product needs to be improved, but the key is to improve culture and organization. The so -called transformation is this type.

How does our private enterprises start? It is not just that brothers, relatives, friends, fellows, and classmates do things with the most ready -made interpersonal relationships. If it was not done that year, then "dead" would be "dead", but it became a problem. How to control wealth? How to use more powerful people, how to play a larger market?

Corida's experience mentioned by Chairman Biancheng should attract great attention. What does not rely on family? He had a word just now that he had to use a common ambition and not necessarily a relative relationship. It is not how the relative relationship can form an organization, relying on contractual relationships, like -mindedness, and contract constraints.

This is the most important change. No matter how you start, you must complete this change. From the trust of relatives to the trust of no relative relationship. In fact, there is no trust in relatives, which can be reliable than relatives. It is restricted by struggling goals, strategies, discipline, and contracts. This is a very important thing I think today.

Secondly, we use family relationships to connect our horizons, and it is easy to set up ourselves. We have learned a word from excellent entrepreneurs in Foshan, doing things with world maps, do not set ourselves. The founding of enterprises in Foshan does not mean that the product can only be sold in Foshan, and it does not mean that the product can only be sold in China. There is no reason. Kodak manufacturing can kill the siege. The first is not to be limited to a small market and continuously expand the market. The chairman of the side shared that the reason why Kodak could come out of the low tide was that Africa was deployed before the low tide, and Africa's strategy was earlier than expected.

03

Industrial transfer will not stop

Enterprise wants to go out

Find a bigger opportunity

I often say that the most modern industry is like the oldest nomadic industry, walking around. The industrial revolution was initiated from the United Kingdom, and it soon spread to Germany. Germany started, and the United States started. After the United States got up, the prices of factors were expensive, and then the industry was transferred to Japan, then to South Korea, and then to Taiwan, China, and the four Asian dragons got up. Then China's reform and opening up, the Pearl River Delta and the Yangtze River Delta got up.

The important thing is that this logic does not stop and it will go. The same is true for Vietnam, India, and Laos. In fact, after the industrial revolution, it was through industrial transfer to benefit all mankind.

There is a piece of attention to everyone's attention. When the industrial transfer, it is a combination of some elements in another place. How did the industrial transfer transfer? In retrospect, we first came here a group of bosses in Hong Kong and Taiwan, China, and a group of Japanese and South Korean companies.

Today, Chinese entrepreneurs kill the siege first, and have the responsibility to bring our industrial manufacturing capabilities and management capabilities to new places to allow the original population to enjoy this product. This is a mission. If there is no entrepreneur, there is a cheap labor force and a cheap land, and the industrial transfer cannot be achieved.

In the past two years, I have repeatedly called for the epidemic to block our views and activities in the narrow space. The more this time, the more you have to go out. Essence

Last month, I visited Shenzhou International, a company in Ningbo, and the knitting industry. It was a row with the knitting industry I saw in Zhangye, Foshan. The boss of Shenzhou International is also a peasant entrepreneur. Family business starts. What extent is it now? The most enviable place is that it does not require the sales department. It is all big customers and well -known brand sends from the world to stare at the factory. This month is given to me. The line next month is given to me. Can't grab it. The degree of business is a realm and the result of hard work.

Ma Jianrong, chairman of Shenzhou International, had an experience. He had a long time ago in Vietnam. When he went, he could not find it. This place could not develop. It was so smooth in the country, and it was not smooth everywhere in a new place, so they all came back in the first wave, but later they were unwilling and stayed again.

It turns out that this step is very important, and their production capacity in Vietnam has exceeded the capacity of Ningbo production area. Affected by the epidemic in January last year, when the Ningbo production area was unable to complete the order on time, the supply was completed by the Vietnamese factories. Therefore, Ma Jianrong said that he had to go out of isolation, and went to Laos to lay out.

I think this matter has attracted great attention from Foshan entrepreneurs. Our tentacles, vision, and information should not be restricted by the epidemic. If our entire industry is not far away, the ears cannot be heard, and many opportunities for future development may be gone.

The chairman of the side talked about the establishment of a factory in Africa and was profitable that year. Why? Because of the local lack, we are significantly excess here. In the past two days, we have developed in Zhang Ye. In fact, when there was no epidemic, it turned out to be 20%of the surplus, which was also insufficient. The industry has "killed" this, what other gross profit, how to invest in gross profit, how to develop, and where will it be tomorrow. It can only be rely on, and the Chinese people are probably world -class. This is also respectable and certain. But you ca n’t get out of your head, you must “kill” some good companies. The user has changed. When consumers do not care about it when they buy things, they care about this thing, whether it is reliable, fresh and not fresh, bright and beautiful, this cannot be changed. Because consumers pay attention to the brand, the industry must produce a good company and a good brand, instead of relying on regions, relatives, relatives, relying on fellows, and administrative divisions to do industries.

04

Enterprises need to practice "normal kung fu"

Decision makers of "key minority"

To practice "very effort"

The chairman of the side talked about the three magic weapons of Koda's development.

The first is strategy. The strategy is not right, but at least it must be more right. Each company has made a variety of investment, and we must summarize the lessons and lessons. It is not surprising to make mistakes, but you cannot repeat the wrongdoing mistakes.

The second is to have a cultural support strategy. If there is no team and no culture can be supported, it is just written on the wall. When you encounter adjustments, the team cannot keep up and trust.

The third is that the "key minority" made in enterprises is very important. Now, who is the parent in the enterprise, how is it the house, and the weight comes out. When the situation is good, the level of the leader is not important. No one knows the next problem now, and leaders are important. What to do next, imagine several situations. If there are still 6 months in the current situation, can you support it? What about one year? What about 3 years? In various cases, how do you prepare to deal with and. Is there a plan? You ca n’t listen to the destiny and where you go, and the human brain decision is known at this time. The prediction is useless now, and many things are not predicted. Therefore, the order of decision -making is upside down. The first must be prepared to prepare for bad things. Do not do too much preparation for good things. Unexpected bad things come. Can you deal with it? The second is the response, no matter how you are preparing, the actual order may be different before and after. The third is prediction and planning. The "key minority" mentioned by Chairman Bian Cheng just now, the chairman and general manager here are the most important at this time.

Not long ago, the Foshan Federation of Industry and Commerce organized a small team to go to the Bulls. We found that the Bulls were learning to learn from a US industrial consulting company called Danah. Danna redefined the lean production created by Toyota and practiced a set of tools. It invested in about 700 manufacturing companies before and after. After the lean method is transformed, the value -added of the stock price is better than Buffett's investment performance.

Many international students in China have employed employment in Dana, and later came out. A industrial consulting company facing the Chinese market has been formed to help Chinese companies do leaning. The first customer is the group of Midea. Now the beauty has cultivated a lot Lean engineer.

What should I do if the price is reduced, the elements increased, what should I do? You can't let the price do not rise who you shout, solving what you manage can help you through the difficulty. We went to see that the Bull Group was very touched. Later, the Bulls and Midea lean experts, as well as experts from industrial consulting companies that helped them as lean -based industrial consulting companies invited Foshan entrepreneurs to introduce lean.

Today I will take this opportunity to repeat this topic. What should the company do when they encounter difficulties? Squeeze out of the "dry towel" from the "dry towel" to increase the effort of workers and reduce the improper investment of the enterprise. This trick is very good.

Still a word: born to death, practice normal kung fu. As long as the enterprise is living every day, the more panicked and uncertain, the more you need to do something. If you say what will be (bad) every day, the spiritual spirit will collapse.

Of course, there is not enough work for President Guang. The decision maker, that is, the "key minority" said by the chairman of the side, also practice "very kung fu" to expand the market and extend the tentacles. No one knows the changes in the future world, and there will be new opportunities when there is a problem. If you don't enter the market, you don't know if this thing is OK. Whenever it is possible, the company must "fight" and extend the tentacles.

The domestic capacity has been obviously overcapacity. Last year, I visited a Foshan aluminum company and learned that 95%of the aluminum raw materials were imported, and we were processed and sold to the world. What others earn the money of raw materials and how much can you buy? Can this model lasting? Why does the manufacturing industry walk around the world? Because employment, taxation, and added value, which country wants, if you can't last, the manufacturing industry must go out.

Just like it was transferred to us other places that year, the entrepreneurs who were now my turn to bring resources and organizational capabilities to a broad area. The state proposed that the “Belt and Road” initiative will not suffer if you go out along the Belt and Road, and some of the benefits of going out to invest in some will return. Just like Koda's investment in Africa is back, it is still helpful to the national economy. We must not be narrow.

Southern Daily reporters Lin Dongyun and Wang Qian sorted out

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