Zhai Yonggang called "flying" to study Jianghuai Morning News 2006.3.7

He Yonggang, General Manager of Anhui Guohe Investment Co., Ltd. was born in 1959. He had been put down, had been a soldier, had been beaten, went to school, had been an official, and passed the sea. He served as the general manager of Hefei Civil Industry Corporation in 1991. He served as the general manager of Hefei Foreign Trade Development Corporation in 1992. He transferred to the Provincial International Economic and Technical Cooperation Corporation in 1996. He joined hands with McDonald's in 1999 to establish a joint venture company in charge of Anhui and Jiangxi McDonald's business development. A letter of authorization for strategic cooperation, followed by a signing of a cooperation agreement with RT-Mart. In 2003, it signed a strategic cooperation agreement with Pulsmatt of the United States. He is in charge of the overall development of Fortune 500 McDonald's in Anhui and Jiangxi provinces. He is a partner of the world's 500 largest Pulsmart Co., Ltd. He is a licensor of the world's top 500 extended brands MK Anhui, Jiangxi and Guangdong. It is the driving force behind the company's participation in the National Carrefour to Hefei; he collaborated with Zhejiang Qiantang Group to jointly develop the "Golden Belt" and other real estate; he also set foot in the media ... and also his company is also engaged in foreign economic projects overseas, now he is ready Fly to Belarus to negotiate the establishment of a pharmaceutical equipment factory...... As he became the leader of the new Huizhou merchants, the “Westernization School”, he was obviously dissatisfied with the achievements. In the second half of 2005, he also performed another version of “a surprise”. In the month and the big holiday of each year, he will put down his busy affairs and fly back and forth from Hefei, Shanghai and Singapore to Nanyang Technological University in Singapore for 4 days. Listen to Western masters' EMBA courses. Inadvertently, he created a classic case in which Anhui entrepreneurs “fly” to study abroad. He is the general manager of Anhui Guohe Investment Co., Ltd. He Yonggang. “Flying” to go to school On February 26, Yan Yonggang ended the four-day “Enterprise Strategic Management” of the Nanyang Technological University’s EMBA program. Beginning in April 2005, Kuang Yonggang flew to Shanghai and Singapore to participate in the study every month. According to the curriculum, he will study hard for two years. Unlike the domestic EMBA, he must pass the examination of each course to complete his studies. Obtain a diploma. However, the hardships of “flying” can not hide the excitement of Yan Yonggang, because his hard-working spirit and business savvy have made his masters very satisfied, and each of his courses is “A”. "As the world's leading and first-class Asian Institute of Management, Nanyang Technological University in Singapore is very strict, unlike some of the domestic EMBA course courses can not enter the door without passing the exam." Yan Yonggang said that Singapore Nanyang Technological University tuition in about 200,000 yuan , does not include monthly food and accommodation expenses, so reading a complete school will be no less than seven digits. Reading is for companies to integrate into the "globalized market economy". "Many people do not understand why I chose Singapore to study at the EMBA and not at some of the country's leading universities. In fact, we are export-oriented companies that must know the development and management models of Western companies, and then In order to find their own positioning point, we should integrate into the harmony and dance in order to achieve our goal.” Yan Yonggang said that Anhui Guohe Investment Co., Ltd. is a professional company specializing in foreign trade and foreign trade, so it is familiar with and understands the operation process of foreign companies and the management of foreign entrepreneurs. Thought is of the utmost importance. Yan Yonggang believes that a company managed by a Chinese outstanding entrepreneur is not only faced with being bigger and stronger, but also thinking about how a company can do "long" to make it "a hundred-year-old shop." This proposition is actually an entrepreneur's sense of mission and responsibility toward business and society. The so-called sense of responsibility is social responsibility. Enterprises must shoulder the mission of national prosperity. From this point of view, many successful experiences, classic cases, and management experiences of Western companies are particularly worth learning. “To go to Singapore to study EMBA, I mainly want to jump out of the Chinese business management model and thinking model.” Yan Yonggang introduced that China’s economic environment has developed in the world’s large economic environment. At present, due to differences in management concepts between China and the West, many companies have stepped out. After the entrance of the country, it was “not satisfied with the soil and water”. Many foreign companies entered into joint ventures with domestic companies, and the management philosophy was different due to cultural differences between the East and the West. The management of the joint ventures often made them very unhappy, so there was still a gap from “harmonious development”. Therefore, it is especially important to study the strategic innovation and corporate design reengineering of Western companies. Western companies formulate "missions" and "visions" for the development of the company and carry out corporate environmental analysis, guidance of customer preferences, strategy formulation, implementation of strategies, change of management organization, and establishment of a "mission" and "vision". The strategy of synthesizing the values of Chinese and Western cultures until the establishment of a learning organization-type corporate culture is a question worthy of consideration by Chinese enterprises. He Yonggang introduced that the real integration of foreign companies in the operation of ideas to find the current narrow line of thinking of some entrepreneurs in China, Anhui local entrepreneurs are no exception. Looking at the global economy, local entrepreneurs must understand two concepts. One is the "Chinese market economy" and the other is the "global market economy." How can the "Chinese market economy" be integrated into the "global market"? Economics, and I am afraid that this mystery must be immersed in order to understand. Establishing a "Blue Ocean" Strategy Leading Enterprises to Get Rid of the "Red Sea" "Chinese companies must follow the Blue Ocean strategic development path and get rid of the current mainstream Red Sea competition methods." Yan Yonggang emphasized that the first insight after reading "learning from the Bible" is this sentence. The so-called Blue Ocean Strategy “represents the markets waiting for development, represents opportunities for creating new demand and high profit growth, and some blue oceans are created entirely outside the existing industrial boundaries, and most of the Blue Ocean is expanding existing industries within the Red Sea. Borders have been developed and competition has been impossible, and the rules of the game have not yet been formulated." It is the development of the company that emphasizes forward-lookingness and difference, so as to avoid patternization and parity, and ultimately gain value and profit advantages. The so-called Red Sea strategy is that companies all compete in the shallow waters of the sea and compete intensively. In the end, resources are wasted and even predatory development resources are used for development. Zhai Yonggang introduced that a company’s strategy of taking a blue ocean is always to consider differentiation. Which is reflected in the production of products, Chinese companies in the production of products, are like modular production, parity production. Only consider the value of the product and not consider the product value chain. When participating in market competition, such as launching a price war, the result is a “two-lost loss” and “bleeding of blood” between companies, and eventually the results are exhausted and acquired by foreign companies. The foreign companies' production product positioning considers differences, caters to customer preferences, guides customer preferences, develops product value chains, and maximizes the profitability of products. For example, Dell’s success is in the form of orders, no middlemen, and direct sales. Zero inventory of products. The most typical example of the "Blue Ocean" and "Red Sea" strategy development is that both Gram and Wal-Mart are comparing low-price marketing models: Gran-scale products are large-scale, low-cost, so they are known as "prices in the microwave oven field. "Butcher" is the title, but its operating route is to make profits less and less; but "Walmart", which is also a low price, is profitable despite its low prices every day. The former's "low price" is only a low-level "low price", while the latter's "low price" is behind excellent logistics logistics distribution capabilities and the ability to attract customers' loyalty. This is its core competitiveness. Wal-Mart's Its powerful technology as a support, from 1983 began to set up its global satellite positioning system until it is loaded into the truck on an efficient logistics system, business strategy to locate low-income local residents, of course, there is the Wal-Mart employee stock ownership plan Therefore, each employee is Wal-Mart's shareholder. It is precisely this careful business operation that allows Wal-Mart to "get cheaper and stronger." The fundamental reason for becoming the world’s top 500 is that all of its competitive strategies are based on core competitiveness. This is exactly what Galanz lacks. In other words, many companies only have tactics and no strategy. The enterprises must learn that "bats and angels are symbiotic." When Anhui companies go on export-oriented strategies, the first thought they must learn is that bats and angels dance together and must not be mutually exclusive." Caused a lot of entrepreneurial thinking is to exclude the Western management model, in fact, in the market economy, we must learn to operate in accordance with another kind of thinking. For example, Chinese business managers think that the problem is divergent thinking, and foreign countries are clear-minded thinking; China’s corporate development is guided by the orientation of the environment, while foreign countries are self-directed; the status of Chinese business managers is vested status. , while foreign countries are fighting for the status of status; Chinese corporate managers' time view is the concept of time with cooperation, foreign is the procedural time view, and so on. These cultural differences have led to differences in the management of Chinese and Western companies. Foreign companies advocate the creation of wealth through the unification of contradictory values, just as bats live in harmony with angels. In the competition, not for the purpose of defeating opponents, but dancing together, the final result is to win the wealth with the opponent. “I think that companies want to talk about being big, talk about strength, talk about long, I think the priority is to adjust the strategic thinking of the company. To formulate this company's strategy innovation and corporate design and reengineering process,” Yan Yonggang emphasized, entrepreneurs are self-styled, self-styled, egoism is absolute Do not be strong companies, even more talk about doing "long" companies.