Four genes of the hottest 20-year-old enterprise t

Four genes of 20-year-old enterprise transformation

on October 28, the 20th birthday of an enterprise, triggered a wave of discussion about the growth of Chinese enterprises. "The average life expectancy of Chinese enterprises is only 7.02 years old", however, a group of Chinese enterprises represented by this enterprise broke this fate, miraculously lived to 20 years old, and showed the momentum of continuing to live

this enterprise is Kelon, who was involved in the "Lang Gu dispute" earlier

2004 is generally considered to be the year when Chinese enterprises are 20 years old, and Kelon, Haier, Lenovo and others have successively stepped into the threshold of 20 years old. Although these enterprises have been criticized by many parties in recent years, especially the "bombardment" of Professor Lang Xianping in Hong Kong, which has pushed them to the forefront of the storm, it should be pointed out that these enterprises have grown up with China's reform and opening up, and they are carrying the almost unbearable hope and trust of China's economic rise. For example, Kelon started as a "grassroots" (Shunde Rongqi town owned enterprise), experienced three property rights reforms and four changes of leadership, and developed into a more standardized joint-stock company and a white appliance giant that international peers dare not underestimate. Its successful transformation experience is worth pondering by many Chinese enterprises

I. IBM's thinking of change

change is the soul of modern enterprises. Some enterprises "succeed by accident and fail by necessity", the main reason is that they cannot change in response to environmental changes. For example, the blue giant IBM, which symbolizes the scientific and technological strength and national competitiveness of the United States, was on the verge of collapse due to lack of innovation in the 1990s. It was not until Gerstner's change management that it restored the true colors of the blue giant. In the past 20 years, Kelon has not fallen like many stars rising at the same time, largely because it has seized every policy opportunity to promote and carry out enterprise reform with lightweight

Kelon was founded in the early 1980s, ahead of the reform and opening-up policy of "running enterprises and taking the road to prosperity". Relying on the flexible system of township enterprises and the enterprising spirit of entrepreneurs, the production and sales volume of enterprises has increased rapidly year after year. In 1991, seven years after its establishment, the production and sales volume of refrigerators reached 480000 units, and even won the first place in the whole industry

the second reform began in 1996. The main purpose is to deepen the joint-stock reform, establish a standardized and transparent modern corporate governance system, and raise more development funds for enterprises. In June of that year, Kelon was approved to issue 201.35 million H shares, raising 800 million yuan, and was listed on the stock exchange of Hong Kong, becoming the first township enterprise listed in Hong Kong. In 1999, another 110million A-shares were issued in China, raising 1.06 billion yuan, and listed on the Shenzhen Stock Exchange

Kelon's biggest and most thorough revolution, that is, the third property right reform that caused many disputes, was that at the end of 2001, Shunde greenkor Enterprise Development Co., Ltd., with Gu Chujun as the chairman, received 20.6% of Kelon's shares actually held by Shunde Ronggui town government, and became Kelon's largest single shareholder. After this property rights reform, Kelon has completely solved the problems of lack of ownership and unclear directors, laid the institutional foundation for today's benign development track, and also made the government will, the influence of political and economic cronies on enterprises, the diseases of large enterprises, "running, emitting, dripping and leaking" and other problems completely cured

in terms of the three property rights reforms of Kelon in the past 20 years, the internal joint-stock system in 1992 and the listing in 1996 and 1999 were all "dilution" property rights reforms, that is, diluting public capital by increasing capital and shares of non-state-owned enterprises and individuals. At that time, the government's attitude was very positive; The "privatization reorganization" in 2002 belongs to the "exit type" property right reform, that is, the direct sale of public property rights to non-public enterprises or individuals, which is also in line with the spirit of the Fourth Plenary Session of the 15th CPC Central Committee of "insisting on progress and retreat, doing something and not doing something", and is a very historic move

in fact, Kelon's "privatization and reorganization" is of great significance for private enterprises and foreign businessmen participating in the property right reform of state-owned enterprises. On the surface, the decline of many public enterprises is caused by management negligence, (the constant temperature medium water tank can be divided into single heating type and refrigeration heating type. In fact, the real root cause is the property right system and the enterprise culture closely related to the property right system. Many state-owned enterprises have a set of strict management systems and business methods, which are more perfect and advanced than many private enterprises, but the biggest problem is that they cannot implement the assembly line of parts on the whole vehicle. For example, 2000 year old Kelon launched a vigorous The "500 days of Kelon revolution" has attracted top marketing experts, financial experts and communication companies at home and abroad. However, due to the existence of crony economy and the difficulty in straightening out the relationship between government and enterprises, even the easily operated bidding system has become a mere formality. Gu Xiaojun explained this problem in a very simple sentence: "it doesn't make sense to generally say whether the state-owned enterprise is better or the private enterprise is better, but usually the owner of the private enterprise will think that this enterprise is his, and he has to manage it desperately." This is the fundamental reason why after the "privatization and reorganization", the new Kelon completely eradicated the common "mountaintop doctrine" of the old Kelon, engaged in small circles, crony economy and gray income

from the publicly disclosed annual report, Kelon's reform is worthy of affirmation. In 2002, Kelon's sales revenue rebounded steadily - ---- Professor Yang Weimin/Changjiang Scholar, School of electrical engineering, Beijing University of chemical technology, the cost fell sharply, the net profit exceeded 100million yuan, and the st hat was removed happily. Since 2002, Kelon has paid a total of more than 1billion yuan of state taxes, with a profit of more than 500million yuan. Today, when the household appliance industry is in recession, this achievement is completely justifiable

second, GE's quality complex

today, many people may find it ridiculous to mention "quality wins", because this is the most basic requirement in the most old-fashioned "marketing 4P combination" and the lowest level of marketing. But who would have thought that with "Dai"