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The dream and action of Tang Ren Shen

2011-09-19 12:00

Tao Yishan


With the heart of yearning for the world's top 500 enterprises in South Korea and Japan, I participated in the 2006 Yangtze River International Business Asia investigation, and was lucky to have zero distance contact with some of the world's top 500 enterprises in South Korea and Japan. The oriental nation, which also has a strong influence of Confucian culture, and two countries which are very short of natural resources, have born so many Fortune 500 enterprises, such as Samsung, Hyundai, LG, Toyota, Sony, etc! They all started from scratch, came from the initial family style, from no resources to the integration of global advantages of resources, in a short period of several decades, created a miracle of development, won the world's attention.
As China with 5000 years of civilization, as the Chinese nation with industrious and brave character, and as Chinese enterprises that want to perform on the international stage, what should we learn from them?
The world is undergoing profound and exciting changes, and the trend of globalization is moving forward and unstoppable all over the world. Survival of the fittest, survival of the fittest, the strong eat all! This trend will undoubtedly have a great impact on the existing business model, organization and business process, and will also bring new opportunities and challenges to enterprises!

   1、 Samsung's "changing culture"
As a cross industry international group. In 2003, the sales volume of SamSung group was 101.7 billion US dollars, which reached 121.7 billion US dollars in 2004, 140.9 billion US dollars in 2005, and the net profit reached 9.4 billion US dollars. The sales volume increased by 20 billion US dollars every year in the past three years. Among them, Samsung Electronics, we usually contact more. Samsung Electronics was founded in 1969. Its product development strategy has roughly experienced four stages: copy strategy, imitation strategy, keep up with technology leader strategy and technology leading strategy. From the assembly of black and white TV sets to semiconductors, chips and LCD TVs, from simplicity and specificity to large-scale diversification, from follow-up to leading, Samsung Electronics has come step by step, and the evolution process is very clear. In 1993, Samsung chairman Li Jianxi issued the "Frankfort declaration" to the world in Germany, catching up with Sony in ten years. In 2005, the sales revenue of Samsung Electronics was 79.6 billion US dollars, and Sony was 63.8 billion US dollars, surpassing Sony. Today, among Samsung's electronic products, semiconductor manufacturing ranks first in the world, liquid crystal display ranks first in the world with 20% of the global share, digital laser printer ranks second in the world, mobile phone occupies 12.7% of the global market share, ranking the third in the world, while it was only Sixth five years ago.
Why did Samsung succeed? Li Jianxi, chairman of Samsung, replied: "Samsung's success stems from its fearless and unremitting pursuit of change. We first accept existing things, and then encourage employees to change them to make their effects better. We dare to imagine things that break through the rules. For us, there is nothing that has reached its peak - there is always room for improvement. Change - a huge driving force for the whole company. At Samsung, change makes success, and for us, success needs further change. "
As for the rise of Samsung, former president of Sony said, "Samsung's culture is mainly military culture, while Sony's is mainly culture of respecting personality. Sony's sense of satisfaction led to the rise of Samsung. " As a result, Sony hired international talent Howard Skinner to carry out reform and innovation (mentioned in the article "business factors and business model"). Today, Sony's reform content includes: maximize the potential of employees, carry out "Sony ideas" activities, "customer opinion initiatives" activities, "front line initiatives" activities. These are exactly what Samsung has been striving for over the years.
  2. Toyota's "continuous improvement"
Many years ago, there was a saying in the Japanese industry that "technology Nissan, sales Toyota". Nissan is located in Tokyo and has many excellent talents (focusing on Government Education), but today, Nissan's first shareholder has changed ownership of Renault in France. Compared with Nissan, Toyota is located in Nagoya, far away from Tokyo, once known as a "rural enterprise", so it continues to make down-to-earth improvement and efforts. By 2005, Toyota had produced 8.23 million vehicles with a profit of $12.1 billion.
The basic constitution of Nissan is better than that of Toyota, but the results are quite different. What happened?
In summing up and analyzing the lessons from Toyota and Nissan, a famous professor of Waseda wrote: Nissan is a common fault of Japan's traditional large enterprises: Bureaucracy (continuous positive conflict with Toyota), failure to be recognized by consumers (not customer-centered, ignoring cost improvement), not listening to other people's opinions (as a technology, Nissan's self-esteem is too strong), and consumers need to However, although Toyota is a rural enterprise, it has avoided the big enterprise disease. They believe in realism and continue to improve for decades.
During the study, we saw several Toyota quotations:
Business is built on economic principles that don't believe in blood and tears, so people should know that some problems can't help even if they are emotional. (the survival of the fittest in personnel)
All technology comes from practice.
Cooking takes time.
(the idea of continuous improvement)
Everyone's ideas are the same, the difference is that they actually do what they think about.
Toyota aims to create a production system that can control the cost even if a small amount of production is carried out. It continuously improves the quality and reduces the cost (Toyota's lean production method innovation). It is far away from bureaucracy and has a strong sense of crisis, leading to victory from victory.
   3、 What do we do?
Samsung's "never satisfied, constantly changing", Toyota's "reducing costs, continuous improvement" have aroused my deep thinking. After learning the way of growth of the world's top 500 enterprises and embracing the same dream of the Tang people, what should we do? We have the dream of being a world-class agricultural and animal husbandry processing enterprise. How can we realize it?
First of all, we should understand what kind of vision to build our dream.
Only when you climb high can you look far, if you look far, you will not be satisfied. If you are not satisfied, you will have motivation, and if you have motivation, you will have progress! We should have a global vision (looking at the earth from the moon), industry vision (from the background of the industry to see the position of our enterprises), and the vision of market share (standing in the local market to see the status of enterprises)!
Second, we need to understand that it takes superhuman courage to realize our dreams.
An outstanding and successful enterprise must have a team of perseverance, continuous progress, never say die, and even be called "Crazy" by outsiders. They've been frozen in snow water, scalded in boiling water, soaked in blood!
To be the first in the global market, we must have the courage to compete for the position in the global market.
Finally, we should know what actions should be taken to gradually realize our dream.

We should reshape the spirit of Tang people and gods: dedication -- leading in the factors of continuous improvement (no improvement, no devotion); self blame -- introduction of questioning factors (no doubt, no change); self-confidence -- introduction of paranoia (no bigotry, it is difficult to persist); Innovation -- the introduction of dangerous factors (no innovation will lead to death). We should strengthen the core values, so that people with "customer first, team spirit, diligent and practical" can find a stage for development. We should carry out organizational innovation, set up feed and meat two major professional plates, sub professional operation. We should carry out the innovation of incentive distribution system: incline to the capable people in the front line by "improving skills → improving efficiency → increasing income", so as to broaden the income level. We should establish the working principle of "training to enhance competitiveness" and establish the best training base in the industry. We should strengthen the operation of special marketing lines and implement the integrated product development strategy of "purchasing, formula, quality, production and sales". While paying attention to the operation of special line, we should strengthen the overall command and coordination function of the front-line general manager, integrate the financial specialist, procurement specialist, production technology specialist and quality and technology specialist into the management function of the subsidiary company, give full play to the positive role of the special line and the general manager of the subsidiary company, and truly implement the team spirit. We should also strengthen the strategy of total cost leadership, increase investment in technology research and development, adhere to the principle of "improvement → improvement → further improvement" and "reduction → reduction → further reduction", so as to achieve the lowest total cost lead in the industry in 35 years. We also need to further strengthen the management process of "planning → implementation → supervision → reward and punishment", continuously improve the operation efficiency and activate the work enthusiasm of employees.
In the face of the world's top 500, we are still hard to compete with them. However, with the traction of our dreams, the lofty vision, the courage of "madmen", and the improvement actions, we will not belittle ourselves, let alone be arrogant. We will surely strive to win in the direction of our dreams and never give up. We will be more and more frustrated and strive to realize our dream of becoming a world-class large and strong agricultural and animal husbandry processing enterprise.

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