Bibo Management Consulting Company Global Senior Vice President Huang Hui speech
Http://finance.sina.com.cn May 18, 2004 18:37 Sina Finance
Bibo Management Consulting Company Global Senior Vice President, and Dr. Huang Hui, CEO of China
Time: From 18:00 on May 15, 2004: Zhang Jianggao Science and Technology Park Moderator: Professor Lu Xiong, Vice President of Fudan University School of Management
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Speaker: Bishibo Management Consulting Global Senior Vice President, and Dr. Huang Hui, Dr. Huang Hui, Chief Executive Officer of China, CEO, Business: The company needs leadership or management host: classmates, good evening! Our MasterCard Management Master Forum was held in Zhangjiang High-tech Park. This time our theme is "enterprise needs leadership or management". This problem is too simple to our EMBA. When we ended the end, discuss this problem, it seems to be a bit outdated, and it seems to be superficial. However, this problem is quite important for each of us to engage in corporate leadership and management. Our EMBA project's core idea is to cultivate a generation of corporate leaders, so we hope, and pay much attention to some help, support and improvement of our students in the leaders. So, in our EMBA final class, arrange a special speech. Today, our speech is the Global Senior Vice President of Bibo Management Consulting, and Dr. Huang Hui, CEO of China. In the first one, a media in Guangzhou thought of our school to do an interview. They had a topic called "born in the 1960s". Huang Hui is also born in the 1960s, which has been born in the 1960s. This generation witnessed the whole. China 's transformation. Therefore, he graduated from the University of Hong Kong and then studied in Germany and obtained a Master of Applied Mathematics and Computer Science in Bonn University in Germany. Subsequently he joined the Pricewater Company to do a senior consultant, providing a consulting plan for Mercedes-Benz, Shell many companies. In 1996, he began responsibility of KPMG in Japan. In 1998, he served as the general manager of Japan. In 2000, he promoted to the high-level vice president of KPMG, and he served as the president of Greater China in 2001, and the highest one award was obtained in the same year. Dr. Huang Hui led a lot of teams, famous multinational companies including Siemens, Motorola, Sony, Sharp, L'Oreal, and more. Since 2001, Dr. Huang Hui has vigorously developed a large amount of investment in China with his vision of the company's decision-making company. In 2002, he successfully purchased Anddin consulting business in China and Hong Kong. In 2002, Zhangjiang, Shanghai, is here, and it is the development center of Bibo, and he actively expands the team. The last time he told me that the employee recruitment plan was 1,000, until June this year, I don't know if there is any completion. Anyway, we have mastered the numbers, the team he led has become China's largest consulting firm. Dr. Huang Hui has a long-term cooperative program in the Chinese market. It is also because of this, he value in China to build outstanding talents, development and college partnerships, and he supports our Fudan Management Education in a variety of ways. He was invited to our Fudan to speaking last year. Last year's audience is mainly MBA classmates, and this year is a classmate for our EMBA, and he shares his management insights, and his experience, his long-term observation of China's issues, Everyone share his thoughts. Below we have, Dr. Huang Hui is a speech for us. Huang Hui: Everyone is good, thank you very much for arranging this opportunity for us, I am very happy to return to Fudan University again. I remember that when I arrived at Fudan University, I also said the feelings of the time, because I graduated from Xiamen University, and later came to Shanghai Tongji University for a year. At that time, Fudan University was not far from us, it is very Walking place. I am very happy to have this opportunity today, once again to Fudan University and everyone to make an exchange. Before tonight, I also had communication, and we talked about some topics, and finally decided to put the theme of the presentation in the corporate leadership.
From a corporate manager point of view, the management of his involves is very wide. If we summarize the experience of success in Western enterprises in the past 20 years, including domestic experience, maybe everyone will hear a lot of various Vocabulary, including management, professional managers, corporate leaders, or entrepreneurs, etc. This year I want to use this time to talk about the company's leaders. What is the corporate leader? One thing to give me an impression is that in 1996 I transferred from West Germany to Tokyo, when I managed the Tokyo Business, I visited the CEO of a famous company. When we do consult, the topic begins to organize structure and strategy. I asked him the first question to organize the structure, and discuss him with him. Mr., Mr., gave me a word, very deep sentence, he said that the company in which we like our company is the most important. It is also the most important organizational structure. What does it mean? In my future career, I have been thinking and understanding. We all attach great importance to the organization structure, but such excellent, such a large company's leadership, why is it more important to an informal organizational structure when evaluating a company's organizational structure? Why is it? In the seven-year process of Japan, I often communicate with various corporate leaders, and what is the formal organizational structure. I have understood this problem in the past seven or eight years, that is, I have to talk to everyone this evening, what is leadership, what is the company's leadership. Tonight and everyone exchanges three stages. One of us to discuss, in the process of enterprise management, we have learned a lot, and there are many discussions. But in our discussion, these no matter how organizational structure, the process is good, the company governance structure is good, these issues can solve the problem facing modern enterprises, that is, the operation of the entire enterprise, encounter Contradictions. First, every excellent business must be innovative. These innovations can be innovation in scientific research and development, or the innovation of enterprise management can be innovation. We look at excellent enterprises, the strongest innovative enterprise is also the strongest enterprise in destructive. But why there are many companies advocate innovation, and finally there is no result. Let's take a few companies, see IBM, Philips, Sony, Inc. Their characteristics are very clear. The patents they apply are around a thousand, and even more than one thousand. Therefore, his innovation is very strong. Canon's products and management, Sony's products, the products of Inner Company are very obvious, and innovation is very fast. Why is this phenomenon? It is because many large companies have many people will innovate, but he will not destroy. That is, there are too many innovations, and the patents have been designed. These patents have not provided value to customers, so patents are patents, which do not create any value for these companies. So from innovation and destruction of these two angles, a good company in innovation, he has a complete set of mechanisms to ensure that this innovative mechanism is gradually destroyed throughout the innovation process. Many companies have absorbed all funds, talent resources like a black hole in the process of innovation, but they can't get it, they are not effective for innovation of funds and personnel. . Second, innovation should surround what. There is a good example in the 1990s. Everyone knows the world's five hundred, using the shortest time from starting a business to five hundred companies is the original Compagan, computer industry. From entrepreneurial to five hundred, it has experienced seven and a half years.
Kangbia has been developing very well. In 1997, Kangbai was rated as the best company in the world, and the company's sales of desktop computers far exceeded IBM in the early 1990s, because he has very fast technological innovation. At first, it often communicates with the market to understand the needs of customers. By 93, 94, Compaq conducted technological innovation, and its purpose was to exceed IBM. As a result, the needs of customers were placed on one side. The computer, many hardware does not need, so they have a high cost, and finally can only be acquired. On the one hand, innovation has a very effective mechanism to ensure effective configuration and encourage innovation. Another aspect is also important, that is to face customer innovation. Another example everyone knows that Xerox Company in the United States. US Xerox has a world's most advanced research center in southern San Francisco. Today, almost all products in IT are all invented by Xerox. Today's desktop computer, the first model is the study of Xerox Company. Today's Internet, NIC is also invented by Xerox. There is also a Today's Microsoft interface, and it is also the best invented by Xerox. If Xerox has a good vision, if you have a good understanding of this market, he will control the entire IT industry, but he didn't. It is because he did not face the market, did not face customers, so in the late 1990s, Xerox Company has almost facing bankruptcy. In the second aspect, every multinational company, especially listed companies, how many of the Wall Street. Wall Street is very cruel. Where is the interests of Wall Street? We all have a concept that the company is for the benefits of shareholders, but Wall Street is not for shareholders, and the interests of Wall Street lies in its own impact. Where is the impact of Wall Street? Every time you want to go public, Wall Street analysts have a few questions when you talk to you. You must answer. The first very simple question, as a company, a listed company or a multinational company how to make money, is your business model. The second question, you must answer, how do you make profits, your profit model, and how you control the cost. The third question is that your company is everywhere, how do you manage your company. The influence of Wall Street makes almost all listed companies, with almost similar management structures. When it is necessary to implement a global marketing strategy, he has an organizational structure to be pushed to the entire country, and its human resource management strategy is. This is also the case. In fact, in the past 20 years of economic globalization, the smallest global impact is the market, no matter what the globalization process is going, until today, in the next ten years, 20 years, the market is always the localization market. That is, customers are local customers. If all multinational companies are analyzed, more than 90% of each company is local business. Our Bibo is a global company, but we are local business in China. That is, one side of Wall Street requires you to make money, how profit, how to manage, have a very strict vertical globalized organizational structure. On the other hand, from a company to provide customers with service, it is necessary to carry out horizontal integration. What is this explanation? Only by integrating it can provide good products and services to develop business and have profitability. Therefore, Wall Street has the influence and pressure to you, is not just a very effective organizational structure. This is a great challenge for every multinational company, listed company leaders. Third, we talked about the creation of organizational structure and corporate value.
The organizational structure is for corporate strategic services. The organizational structure is created by supporting corporate value. During our operation, each company has a visible organizational structure. But in the past two years, including the Chinese economy has proven that many examples have proven that the organizational structure itself cannot create sufficient value, and even do not create value. I remember to communicate with the leaders of several domestic mobile phone manufacturers last year. At that time, we infused these mobile phone manufacturers a concept, saying that our domestic mobile phone market has gradually matured, which means that the buyer's power is already great. Therefore, until last year, there is no mobile phone manufacturers in China to reflect the needs of the market at a speed of fast enough. When he exchanged last year and several mobile phone manufacturers, we recommend the entire production and sales system, no matter how to integrate, the reaction to the market should be shortened within two weeks. That is to say that you have to get part in two weeks, according to the needs of the market, and then supply to the market. At that time, the boss of these companies said that there is no such thing, we can't do it. A good manufacturer response time is four weeks, and it is a little bit six weeks. Domestic mobile phone manufacturers are loss, the reason is that stock backlogs, resulting in a comprehensive loss of our mobile phone industry. These companies did not integrate organizational structures in accordance with the needs of the market, in accordance with the needs of value creation. In the past two or three years, many large companies are considering how customers have managed, and many companies are implementing big customer strategies. But there are many companies that have not been able to do because the organizational structure is not established. When our company's expert development centers were completed, it needs a full range of services. We found a large company, and its leaders also said that because of the large amount, we did our large customers, and they gave me three weeks. The function of the entire enterprise organization is not well integrated to serve this business value creation. Therefore, the concept of two surfaces is a very conflict concept. Fourth, corporate culture and enterprises globalization. Corporate culture is actually related to national culture. Regardless of corporate culture or national culture, culture itself is a tool that reminds or promotes thinking. However, in the process of globalization, culture has become very numb during exchange of communication. Like a anesthetic, there is no feeling of other cultures. There is a good example of a good example recently. A car company in Germany is the world's second largest automotive company, now in full reorganizing its development strategy in its Asia. why? The culture of the company's cultural and regional culture, the global cultural conflict is very large. At present, globalization is very fast, there have been many global cultural elements, like McDonald's, Coca-Cola is American, and there are many electronic products are Sony. These are a process of cultural globalization. At the same time, we also saw a lot of institutions, although it was very bad until today, like the World Fund, the World Bank, but they all got up, these are global companies. However, globalization is very powerful to a regional culture. The typical example here is that in February 1996 I have progressed in the Germany, globalization has progressed for several years. But by 96, there is no Japanese bank willing to give me a credit card. As a result, I have to go to Citi to take a credit card. At the same time, although US companies have launched a variety of businesses in Japan, US companies have not really entered the Japanese market. American companies believe that this is because Japan's entire trade barrier is relatively high, and the channel is more difficult to go in. But in fact this is a living and cultural issue. Fifth, the process of corporate governance structure and operating governance structure made a big challenge for many companies. We know that every country, a regional legal governance structure is different, and the side focus is different. The legal governance structure of the United States represents all rights to the CEO, once a quarter, which represents the CEO while monitoring.
In Germany, it is more important to make decisions, and employees participate in such governance structures. That is, the staff must be monitored all, the president has only two votes to make decisions, and the staff representatives have one third, and the supervisors have one-third of the voting right. Japan's legal governance structure is similar, but due to the different execution, the culturality of culture, Japan's legal person governance structure is almost uncomfortable. China's legal person governance structure is not perfect. As a global business, multinational companies face conflicts in different regional legal governance structures. This conflict is very serious in some countries and places. For example, in Germany, if you are the employees of multinational companies, there is no consent of this employee, the data of any employee, and his name, his address and phone number cannot be passed to the United States, this is a large global multinational corporate governance. Obstacle. Sixth, the actual situation of the existing competition, and a state that we should reach during the competition process. Nowadays, many companies are chasing competition. You cut the price, what do you do, what do you do, and the result is the injury. We should focus on cultivating competitive advantages, MBA and EMBA are related to competitive advantage. The essence of competition strategy is to participate, competitive essence is to avoid competition, this is the most basic content of competition theory. What is the foundation of competition, don't compete, this is the best competition and achieve a win-win situation. But many companies are not like this. See our domestic home appliance industry, mobile phone industry. This is a negative factor for each industry. China's entrepreneurs, many high-rise companies have seen competitive books, and some have passed MBA and EMBA courses, why not build a competitive strategy in practice. A differentiated competitive strategy is difficult to imitate and can maintain a long-lasting competitive advantage. If the executives in each business, single performance of the company gives him the function of management, then this company is not big. This year can be successful, it will not work next year. So, how do we guide, crossing this organizational structure, establish a natural organization, leading the development of this company to become every outstanding company must do. Many large management companies, when you communicate with their president, they all talk about this problem. We have just made some instructions for enterprise management. Effective organizational structures can solve the problem of this corporate organization itself, whether today your business is managed in what model is managed, the most important thing is to truly exceed the invisible organization of others. . What is the invisible organization, this is leadership. We say what guides or leadership is, leadership is not management to give you this environment and system, this is the function of management. Enterprises let you sell, you have this right responsible for sales, using management to do this well, this is management. But leadership beyond the boundaries of management. Leadership is an ideal, which is not the ability of tangible organizational structure to give him. He itself can't see something, and help this team can't do anything you can't do itself. This is influential. We look at some of the problems and some contradictions and some of the contradictions and some excellent companies can maintain performance. Why in the past ten years, many companies are up and down, performance fluctuations are very powerful, and like Toyota Company has maintained an increase, his market value exceeds the total amount of the world's three major automobile companies? In 96, when he saw Mr. Australian, he gave me a profile and painted Toyota cross-sectoral organization structure. He is the best in the world. He has worked through its own organization's work, and a horizontal process involves R & D, involving procurement, involving production and sales, completing the annual hard system, that is, the cost of the whole vehicle must fall by 30%. He reached every year. Without a department to manage costs, he is a virtual team to do.
The organization did not give him this team, and did not give him more organization positioning, but this is a virtual horizontal thing in the whole company. In the 1990s, many companies, especially products, including computer industries, office industries, have made services. So far, doing a successful service success. We look at a industry, which is the printer industry. You compare Xerox with Canon Company, Canon is especially successful in the US service, while occupying the high-end printer market, it is the market occupied by Xerox. The family is also an invisible organizational structure. Including his finance, customer, production department, he has achieved this invisible structure, truly understanding a big company, the cost requirements of the office system, not to say that I will serve, I sell the machine to him, put this package down Very simple service model, we understand the customer's cost requirements, and then he has done a lot of products according to this cost, and then give these big companies. So, in the current enterprise, we can learn from many books, and many courses learn to organize behavior, and organize well and bad. However, you will be deeply experienced in returning to the business, and there is no organization that can solve the problem of modern enterprise management. Each organizational structure causes a new problem. From a macro structure, such as the structure of the division, many companies have a lot of companies in the construction of the division of the business, and the structure of the Division is also the structure of the division. Why is general electricity's business structure will always be good, why? It is also the same way. That is to say, after separating a company in accordance with the industry's structure, this company does not look at each business department, but how much is the intensity of horizontal management. It is possible to manage more than 20 business units as GE, and the total market value of GE exceeds the market value of each business unit, which means that his invisible management, and the horizontal management has created value. If you don't do this, you can only open the market as our domestic company, get more money in the stock market. Good company, due to his horizontal management, relatively rich product portfolio, improve his competitiveness, improve his pricing level, this creates higher value. How to achieve this value, no organizational structure can do this. In the late 1980s, in the early 1990s, almost every company failed. How to make effective horizontal management under the existing organizational structure, play intangible organizational leadership, which becomes the key to each business. This is leadership. Below I want to communicate with you some experience in a business. Now the company leaders, because it is a large company, a multinational corporate leadership now challenged, which is reflected in the requirements of leadership quality. Every leadership of each leader can't be a lot of voice, and it is a good leader. Because the requirements for leaders have become very diverse. I have my own feelings. At that time, we didn't have the concept of corporate management when we entered college. Later, after companies, all management and leaders were all in business, these are basically European and American style. The European and American style leadership has a set, including the process of leaders, how to assess teams, including how to have some of the team can have a protocol, what kind of leadership area leaders is the most effective, how many guidance is still more , Still support, this European and American leadership method has.
When I arrived in Japan in 96, the first year was very arduous. You and employees have an assessment to assess this employee's ability, how is his enthusiasm, his confidence, this process does not have a way to go? This is the reason for culture. The Japanese consultation market began in 94 years and has risen soon. At that time, Bi Mou is a regional company in Japan, we have made a whole set of consulting in Japan's development prospects, no one is interested in this vision. Therefore, after the first year, I have made a challenge at the time. We don't talk about the Western management concept and leadership method. If you don't talk, we will do a good business, so that the whole company has this confidence, let him The actual business goes to see where the vision is, where is the market potential, and we adjust the entire way. Including us in Japan, many consultations are all adjusted. For example, the consulting company is designed to the customer, when doing design, when doing strategy, there are some means, which is the brainstorm. When doing brainstorming in Europe, everyone writes his own resistance on a piece of paper, and then explains his philosophy and opinion, then everyone is sorted out, put the idea and point of view to a Inside the frame, then discuss the entire framework, the effect is very good. However, it is not available in Japan. First, let each management high-level can write the idea to write the fingers, but let him inform the public to explain his audience and philosophy, almost everyone can't do it. At that time, we changed these things as the model of daily work. Later, we changed to everyone to write the strips, but not to explain. It is said that everyone knows that this idea is his out. When comment, it is very taboo, the Chinese is the same, that is, he is afraid of him. We have done a lot of brain oscillations before writing, or the orthopedic work, let them fully think of a variety of ideas, then write on paper. Then the consultant got another room and sneaked into the room, and then put the whole big blackboard in that room, so everyone didn't know who this is, he doesn't matter. You go to a different place, your management style, etc. All must be changed. And not only to different cultures, the cultural differences may be very large. Therefore, it is highly required for flexible leaders. When we do leadership training in China, it is like this, there is no mode of curing leadership. I think this is an aspect, it is very important to the leadership of the company. The second experience is that in any culture, the command cannot produce benefits. Everyone can have this feeling, the US company is a strong company, the president said a word, everyone is doing the words, it is not the case. The order under the president can't do it or have a variety of ways. In Japanese culture, the Japanese culture immediately made it immediately, and the coordinated atmosphere made a negative impact on the whole business. This is the same in China, and the leadership will be ordered, you can find a way. So, as a multicultural, or a leader of a multinational company, just rely on your own command, and then there is also the implementation of performance appraisal indicators, or not enough. Each leader is in modern management, you can actually promote and implement the capabilities in your business. Every business has a culture. However, we also saw that many companies have a good culture because the leadership changed, this culture changed. The culture of the company is very fast, unlike national culture. This leader only said that it does not need to turn this throughout the company. Therefore, it is important to tell a leader to really stand up.
In the process of communicating with many domestic enterprises, we encountered such problems during the second level, the third level of communication. We have put forward a lot of philosophy, which also borrowed a lot of other philosophy of foreign countries, and proposes what many companies want to do. But this is only proposed as a slogan, not implemented. So causing a lot of companies that think that we are now proposed to be a slogan, do not do anyway, it will pass. This is impossible to drive the management of the company. This may also be a huge challenge for many state-owned companies. Every leader has a positioning as a corporate tangible organization, this positioning is especially strict in China. This is very small in the United States, and Europe is very small. European companies let you come in, say your position is also good, what do you want to do, let you go. Our company is more rigorous, it is a post description, as a corporate leader, if our work is constrained, it is impossible to create value for this company. In 2001, our company decided to develop business in China. At that time, I had exchanged with many leaders in China. A US company is the most difficult for leadership in China, and most is not good. Many foreign companies leaders are like this because they are really difficult. why? A more historic history, he has a complete set of ways of management, the entire product, the company's headquarters is looking forward to you, that is, you will expand this business in China, according to headquarters, according to headquarters. However, China and the United States are very different from the West. The longer you stay in China, the more you don't believe your multinational company can develop business in China. For our consulting firm, a company with no products, it is more difficult to do. However, when the dean, the dean introduced to our development in China, we have developed nearly nine hundred people in China today, this is equal to the integration of all other Chinese companies in China, why can I do this? At that time, the entire leadership team had taken a philosophy, which we have to be the owner of Bibo in the Chinese branch. We have a Chinese strategy to introduce this to the headquarters, let them implement according to this. We should have talent training model, the model of customer service, and our solution is a company product, we let headquarters agree to do in this mode. To do this today, when we come over, we believe that our China's company, in terms of management, better innovation than our headquarters and global. That is to say, in a company, or in a department of a company, the company gives you a function. But you have to succeed in this company, and you will definitely do this. At the same time, no matter whether he is a big company, small business is also good. A business management involves a wide range, a big thing to handle, a lot of small things. Every company is a single management function, an aspect of the strategy, which is very much. At the same time, there are many aspects of the situation, that is, in an intricate environment, only when your own thinking is very simple, you can pass your thinking very well and effectively to your team to effectively implement it. So as a corporate leader, it is absolutely unable to think that you have learned. As a result, you know each other, and you lose your ability to lead in your business. Because you are in a variety of entanglement, you can't see the direction. We have seen that many domestic companies leaders are very good, one aspect is priced, leaders spend two or three times to make all the details, this is a good spirit, this is absolutely can't forget, you still have to put Your knowledge is sublimated, so that you can also have a better structure while you don't leave the actual.
Seeing your goals, you can effectively implement your strategy, it is very important. Many problems may be taken during the implementation process, which you can't decide in advance and can only be resolved during the execution process. This is more effective. So, everyone is a communication. For a company, the vice president of tube marketing, the marketing of tube marketing is not bad, but it is necessary to truly create value for the development of this company, can develop this company into a first-class company, we have to do far more than this . So I want to do leaders, I want to play leadership in a business, it is a very difficult thing. As a leaders itself, I have to overcome the problems you have in many humanity itself, so do a leader very hard. In the whole process, as a leader, I have to maintain a very good and balanced mentality, I can bravely meet the challenge. Finally, I want to give you a word, with everyone. That is to say excellent management, it is possible to maintain a business survival, but true companies create first-class enterprises through excellent leaders. thank you all. Q & A Quest: I want to ask a question, just talking about the basis of leadership is integrity, I want to ask the teacher to further explain the explanation. Huang Hui: We often say a word in the US company, or represent a concept, that is, for example, I am a president, no one gives different opinions, then these deputy generals are not worth it. And often in a business, such as a business, there is no fierce discussion, everyone is very peaceful, everything is very smooth, sometimes impressed, this is a very good company, In fact, this company covers a lot of problems. In the process of doing projects and customers, because our customers are basically state-owned enterprises, we have experienced that they are all transformed projects, involving the adjustment of the organizational structure, involving the adjustment of the process, and is definitely there Dedicated sectors, the style of Chinese people doing things is the following departments have been underwent, cultural coverage, contradictory is not exposed, you have no way to solve this problem. So as a leader, you have to solve this contradiction. This often manifested, for example, as the direction of the company's high-level positioning, this direction does have problems during the implementation process, and you are a covering this problem or put this problem. This issue is proposed to be an objection, often in many companies in the middle and high levels of the company, not having a few considerations. A consideration is whether it is proposed, the boss will pay me a salary, give me a small shoe, etc. The other is that it is not used, anyway, this leader doesn't matter. Or I said that I will mention it, I can't solve this leader, there is no objection. This is, you are a very flat company, and you don't need your leadership. So we see many companies, especially small companies, their business leaders seem to have no things, you say this is good or bad, it is often very bad, because the problem is covered. Question: The mobile phone you just said, you mentioned a lot of mobile phones, two weeks are fast corresponding markets. The mobile phone must have a cost, why didn't it reach a week, no cost. If they reflected in a week, their costs can be competed in the market. Huang Hui: You read the financial statements of our mobile phone manufacturers in the past year, and his cost is from the depreciation from stock.
That is, you or produce mobile phones can't sell, or your mobile phone now produced because of your reflection time for four weeks, that is, I am using the current production for four weeks, after four weeks The market, his price may fall by 30%, while your plan is four weeks, your spare parts are prepared for four weeks, so that the market may fall, do not need this phone at all, but you still I bought so many spare parts, your spare parts are depreciated, so there is a cost increase. So you reflect the market quickly, now good manufacturers can do it a week. It is the fast on the market, just that the production plan for this Friday is to go to the store next Friday, then my analysis is much smaller. This market price analysis also has an inventory analysis. There is no such need in the market, don't produce, the market does not have this need for this need for this production of the zero accessories. There is also a lot of value for retailers. Because you can supply each week, the trail does not have a lot of warehouse storage products. It is very important to reflect their value between the company itself, there is also a wholesaler between the company's own profitability, and wholesalers. Question: They should be understood like these, but why not do it. Huang Hui: We also ask this question. When several old conferences last year, their common understanding is not necessary, and they can't do it. Question: The question you just talk about a little involving a market maturity. China's market developers, he is not so fast about the market. Another point is that this vendor is not necessary to have so much reflection of this market. Because China's market consumers say, consumers are also immature, so if they come from this point, I have a lot of consumers, I read a lot of mobile phone style, I have a colleague in last month, he also I will buy it with the wind, you will follow the manufacturer, follow the principle idea, or investigate the market, it is me next month, I have a better mobile phone next month, more actual, and there is not so big , I have to follow the market, the following retailer gives me the offer, I think it is still such a good maturity in the Chinese market. Huang Hui: In the past ten years, many multinational companies have done a lot of work in supply chain management. When we did supply chain management in the 1990s, we did one of them to predict the market, and we call us to predict. In 96 years, almost all multinational companies, their understanding of the entire market is unpredictable, including in China. When we discussed with these companies last year, they also said that in China, I don't know what happened below. The production plan has no way, and it is not forecast. Everyone is this view. In fact, you will see where the whole supply chain will be in 96. It is because the market is unpredictable. Your reflection is fast, your reflection is slower, your smaller your market forecast, that is, say I now On Saturday, I look at the market next Saturday, which is always better than you look at the next month, this is the scale you grasp. Question: Please teach two questions, Bibo's positioning, because of this differential, there is of course leadership, is it to create such a realm in China in China. The second architecture as an advisory industry, consulting knowledge, China's company is a strategy plan, with one million, two million, what is the level of acceptance. Huang Hui: Bibo's predecessor is KPMG, which was originally famous in the five major audit and management consulting companies we said.
It turns out that KPMG has almost involved in every market, but Bi Mou is the final, behind the ranking of Puhua and Anders, it is also like this. At that time, when we came in, we also looked at the Chinese market. Today, we also talk about it, and our competition in the Chinese market, how do we create competitive advantages, how to participate in the competition of the scratch system, or difficult to imitate competition, this is on the one hand. In addition, we also looked at the market. In 2001, we were in the 1997 Asian financial turmoil. Although the businesses of multinational companies in China did not start, the investment in the consulting company was almost equal to zero, plus 99 to 2001 High-tech bubble, the whole market is even more downtime, there is not much choice for us, so we set the goal to Chinese companies, and set them as our current customers, this is a very tough decision. It can be said that we are learning the work of the market, which is far less than that we spend communication with the headquarters, this is very difficult. There is also a set of strategies on the basis of positioning, and there are also the structure of our personnel. We also have several foreigners in the whole China, which is responsible for some business. After making this decision, let them go back, including the structure of our staff. On the one hand, our Bo Bo's entire management team in China is Chinese, this is an aspect. On the other hand, we saw that although Chinese companies need to consult with the company's strategy, we also provide corporate strategic consultation today, our company's strategic consulting team is very large, but we see a Chinese company, he To develop his focus will not stay in the strategy, but it is mainly to implement it in substantial. It's very simple now, and many large-scale state-owned enterprises have not managed, why do you say this. Many large-scale state-owned companies, you ask the old, you have today, how much is the company's cash today, I dare to guarantee that 99% of the old people can't go. Old a week, two weeks, you can tell you, you ask him, you believe that you don't believe this number, many people have no way to answer, that is, the status quo of our management is like this. This management status is impossible to support an internationalization of a company. In our service mode, we developed to the "now-to-end service model, we do strategic counseling, we focus on business consulting and IT consulting this angle. That's now, this is also our only company to do in China. McKinsey and other companies can imitate, but it is difficult. A company that is a strategic consultation, his culture is completely different. This is also our past a series of issues in China, a traditional strategic consulting company, he has a basic culture, that is, I am a Third, I will see customers as a third party. I have access to this company, and we know that it is different for China's business, maybe your strategy is very good, but due to the company's culture, due to the company The leadership, because the company's organizational structure and root cause cannot be implemented, this kind is impossible to manage your business consultation, IT consulting. We have established a set of systems in this regard. Many foreign companies, and foreign consulting companies have mentioned the commitment to the Chinese market in the past few years. If you think that you really have promised, the entire market is very clear. We have a consulting firm in China, and our annual investment exceeds $ 20 million, which is a small number for the manufacturing industry, but a big number for a consulting company.
What we do now, only when we do a project for our customers, we will come to 10% of experts from abroad, which can effectively combine cash and local things, but our entire management is local employee. Developed. Question: I have such a question, that is, China has an old saying that it is to reflect the highest realm of the leader. It is often said that when this person leaves this post, the company often begins to take the slope. Some needs in China need to improve the process of enterprises and the management mechanism of enterprises. What I want to know is that there is no good management mechanism to produce. Huang Hui: Our Chinese sometimes considers the extreme extreme. On the one hand, we say that you say that the company is doing, it is the boss of the company, and the leadership of the company is doing well, of course, this is. However, this boss is not good, and companies can't do very well. On the other hand, one company must have a structure that can control, there is a structure of governance, without this structure, this boss has been finished, and the two should be complementary. For example, we look at a lot of excellent multinational companies, why did he do very well in the past ten years? The president of their choice is important, but his governance structure is also very important. It is relatively large to play here, that is, his board of directors. You are a more competitive environment, such as in the United States, any president or CEO, he is not a whole, sometimes the executive is far away, can lead you to see these vision, and encourage everyone to go to this. Some executives are very capable of cutting costs, and some are very dry in marketing. This will look at the composition of the board. In the different stages of the enterprise, the board can recognize the most important of the company's leadership, we see a lot of examples. Like the original HP, in the late 1990s, I walked a very bumpy process. The board also realized HP's marketing and brand. It was very bad for the time, causing the entire company's image to fall, so HP please The current president, Carlin him originally Lucent, he is a marketing and brand. Therefore, these two aspects should be complementary, you have to have a good governance structure, have a good board, this board has a very clear understanding of the challenges in the stage of the stage, and there is a very good in the talent market. It is important to change the corresponding president and chairman to this location at a specific stage, which is very important. Including the better companies in China now, everyone will return this company's universities. In fact, we think that you will let your hand today, the company can continue. This sometimes we still inherit a lot of ideas, it is not like this. Question: You just mention the supply chain, I want to ask two questions. Serving services like Bibo itself, we call the fourth party logistics. The supply chain service in your professional logistics is a very small difference, or yourself standing on the perspective of consulting company, what is the advantage in the integrated ability. The second is a company like Bibo, providing supply chain services, is a professional talent, or is still from other places, or from other places. Huang Hui: The first question We face business customers, we provide supply chain management consulting and implementation, which is to grasp the supply chain management, the entire management model and i system, including operations, and then the entire supply chain Management We believe that it should be the core process of the company, must be he managed by himself. From this perspective, the fourth party logistics is a concept for us.
There is no successful case in the fourth party logistics, because this is a very core factor as an enterprise, must be managed by this company himself, this is an aspect. The second question is to say that we have two aspects in the development of human resources. We recruited some cutting-edge talents from this industry, and we are also recruiting in the MBA school. When we came in in MBA students, we have three months training to help MBA students gradually enter this field, both of them. Question: Hello, Dr. Huang, my question is to tell the topic of your speech today. Today, this problem is very good. From a strategy, you can understand this, is it possible to understand this, it is an enterprise that doesn't mean that you need leadership or management. How to deal with the problem of leadership and management in some companies. Different stages of this business may have different points, and the leaders may be needed, and management is not so important in the early stage. When he is growing, the management of management is getting more and heavier. Next, China also comes out of great business, such as Huawei, Haier, TCL. This kind of company has a common feature, which is a very capable leader, and the development of the growing company in China's economic development in 20 years, it can be said that the colors of their leaders are very heavy. . My question is, with Dr. Huang your international vision, Europe and the United States, Japan, you have come to the world's excellent business to see China's home outstanding enterprise, how do they handle this relationship between such leadership and management. Huang Hui: You just said something very important, not to manage, but how to further play a leadership on this basis, and have greater value for enterprises. The second question is a relatively large problem. About TCL We have a dialogue on the Economic Daily on the Economic Daily on TCL Globalization and Li Dongsheng, and he is very wide, it is difficult to say. We all do we feel very difficult. We also know that Haier brand is very good, but Haier is how good it is in a business, how strong, I have made it in China and many people, I feel that there is no one says it. I don't know that Zhang always can say it. As a company disclosed to the outside, there is too little information, including his business income, we are not well grasp. How to operate in business income is between the production company and the sales company, his business income has not been all-selling, or two times, we don't know. From this perspective, we are hard to do any evaluation. Huawei is a very good business, everyone is always very vision, paying attention to the management of the West, very enthusiastic. And in management, Huawei has undergone the development of technical content over the way in the past few years, including this perspective in solution, now Huawei follows up quickly. From these aspects, it should be said that than other companies, the distance is getting closer, from the technical and corporate interior, these aspects have been made. Because the technology has become very fast, you are now very successful in what we say from this region to the customer terminal. Huawei is now told, it should be a very good business. Question: I raise two issues involved in this forum, and companies need leadership or management. The first question is that you are giving us a speech first mentioned the paradox of management, and then telling the problem of leadership, it can be so understandable. We emphasize that leadership can solve the previous paradox through leadership. A good leadership is the more contrast of some paradoxics to these management surfaces. The second question, what I want to say is that the company needs leadership or management, it may be more important to say, just like Bibo, Bibo, who just mentioned in our ERP, has a strong reputation in the country. Is there some companies to develop to a certain stage, need to strengthen his management through a very effective means.
We see that China's private enterprises have developed in the development of growth, and he also has a more strengthening management, weaken their individual, and weaken this passion, weaken this passion, and more emphasizes rational management. I think if there is a more leveling thing in the management of leaders, just to judge the environment and enterprise, find a combination point, this judgment is used, is the uppermost thing. Is it important to be this. Huang Hui: The first question should be so understanding, and now many enterprises Chinese companies will communicate, you will feel that there is a lot of administrative discusses in the company. I have already issued a problem today, discuss management mode, and new management models have new problems. It is relatively weak to encounter basic problems in this enterprise. Today we are not managed, management needs, and management must have, but a business is really good, it is not enough to manage. There are two aspects of the second question. Now we have seen many private companies from small development very fast, so many management models, working methods continue the past leadership, or management methods. For example, in the sales department, why should I know a system, I know the warehouse, I will know a phone call, and he tells me all, this management method and work mode are like this. It is very fast in Wenzhou's Zhengtai, they are all in the lead. This aspect is a aspect that needs to be improved. Another aspect should be said to be the company governance structure. It turns out that private enterprises have developed. Finally, they are boss, because he is a major shareholder, how to introduce a more robust decision-making, this is the company governance structure. Many private companies, including Zhengtai, have established a set of such structures. But you have to wait until the family influence is completely from this business hours, this still takes a long time. When the family affects, how to improve your organization structure and management structure, this is a problem that private companies need to solve. Question: Just now, Bibo has realized its leadership in China. I would like to ask you that in the team leading the localization, there will be no cultural differences, like you go to Japan in 1996. For example, it is the proposal of the objection. It is a face proposed that it is still a more euphemistic proposal. How do you advocate this culture, how to advocate against objections. Huang Hui: Although we do China's business, we carry out localization, but localization means that Bibo has become a complete Chinese company in China, including the structural process organized by him, and we are still a multinational company. The key is to say, how to further reach new localization in too much localization, this is three years ago, we decided to do localization aware of this problem, that is, where is our bottom line, we will not do This company's culture is a 100% Chinese company. We have a bottom line, including our core value now is our world's core value. Our localization process is only to better provide services to Chinese companies, our business norms, some basic processes, this we have never lost. Moderator: Dr. Huang Hui gives us two hours of brilliant speech and communication. I think our EMBA classmates will leave our project right away. Time is very fast. Before 18 months, please come in, now I have to go. We do this now, and we hope that everyone can think. In fact, the company needs leadership or management, Dr. Huang's answer is very clear, I still have a confused. Because this is a problem that thinks, thinks, and constantly transcendence. Because when you want to be managed, you think my leadership. When you want to lead, you must have leadership.
