Throughout the 20 years, China's local enterprises have come to China's growth, from the whole, can be attributed to two categories. One class we call it "opportunity operator", and the other class is called "product operator". The "opportunity operator" is good at it is the opportunity to grasp every chance in China's reform and opening up, seeking to integrate resources, integrating resources due to the opportunities of the macro environment and market dramatic changes. Because such companies have the opportunity for the forerunner, what makes money do, often reflects complex diversification characteristics, growing into large diversified enterprise groups. Unlike "opportunity operators", the starting point of "Product Operators" is a clear product and industry. The initial shortage is the "product operator" to spend the survival phase, which provides a good environment for the original accumulation. Subsequent market demand explosive development has made a group of industrial leaders in a group of rapid growth. "Product Operators" in larger industries, such as Lenovo, Huawei, etc. are specialized companies. And some "product operators" of the earlier mature industry, such as home appliance companies, have gradually begun to expand to other industries.
However, when the market environment is gradually standardized, the growth rate is gradually gentle, whether it is "opportunity operator" or "product operator", all came to a crossroad. How to make full use of years of accumulation, get the next round of development in the new living environment, is the current challenge of China's local companies.
What are the Chinese companies in the crossroads? Can anyone become a business leader in China? Who is the most hope to become a world-class strong hand?
This book has through rigorous theoretical analysis and a large number of empirical studies, and discuss the core issues that Chinese companies must solve in the future success, and propose unique solutions.
"Square can be bigger", emphasizing the chance of chasing history, completing the transformation from diversified expansion to specialized management, is a critical step in determining future Chinese companies. Only quickly decisively give up many seemingly attractive opportunities, cut off a lot of profitable business, "abandoning the first", the enterprise can go to the big knife to advance, achieve real sustainability development.
"Big gambling can win" pointed out that in the strategy, the power of "big gambling" is a must-have path to the world. Successful strategy is a taste of "big gambling" due to its forward-looking. This kind of "big gambling" based on keen strategic concepts is different from the blind adventure of Chinese companies' tradition of "head", which is also different from four-sided attack on the name of "avoiding risks". High-level strategic concepts and judgments are the most lack of Chinese entrepreneurs. It is in order to firmly determine the confidence and implementation of Chinese entrepreneurs' decision-making, we specialize in the future to want to win, must gamble, under the clear strategic guidance, choose the future development direction, then pour all power.
"Big brach can be bigger" pointed out that a good strategy, its advantage is often 5 years, or even 10 years will appear. Premature adjustment strategic decisions may destroy opportunities for companies to succeed. The difficulty of strategy is to implement and persist, and the implementation basis is whether the company has system management capabilities that match the strategy. The cultivation of enterprise system management capabilities, it is impossible to make a long-term effort. In this sense, the real "big" comes from "big", and the so-called "big" is the long-term adherence to the strategy, and the establishment of comprehensive and system support. The more solid management, the higher the flexibility in the strategy.
About the Author
Dr. Zeng Ming, graduated from the Fudan University World Economics Department in 1991, 1998 UNILINOIS AT URBANA- Champaign International Business and a Ph.D. in International Business and Strategy.
Dr. Zeng Ming is currently a professor and senior management training center of Changjiang Business School, and is employed in INSEAD (European Institute of Business Administration, 2003 British "Financial Times" Global Business School ranked fourth). Professor Zeng is the only Chinese scholar who tends strategically in the world's top business school. As a strategic and international business expert, Professor Zeng Dynasty is committed to strategic innovation, strategic transformation, strategic alliance and mergers and acquisitions, e-commerce, and international strategies. Professor Zeng Published and approved in "Academy of Management of View", "Organization Science", "Harvard Business Review", "Harvard Business Review", "Harvard Business Review", "California Management Review". "Wall Street Journal" "Economist" has repeatedly introduced Professor Zeng Ming 's research results.
Once professor has been committed to the development of Chinese companies for many years. He has a close cooperative relationship with Chinese companies in the leadership, including Haier, Lenovo, etc. His cases have obtained the reputation of 2000 Pedro Nueno awards in the case evaluation hosted by the European Management Development Foundation, and is widely used in the teaching of business schools. Professor Zeng 2003 published in the "Harvard Business Review" on "Harvard Business Review) article has had a huge impact in the world, and is one of the most articles that Harvard business comments have been cited in recent years. Professor Zeng also published a column article in China's important financial media such as "China Entrepreneurs" to explore the core challenges facing the future development of Chinese companies.
Has been taughtted to have a prestigious domestic and foreign countries due to the pioneering research of Chinese companies in the field of strategic management.
Professor Zeng, who often teaches all kinds of MBA, EMBA, and high-level management short-term training courses to senior managers in the United States, Europe and Asia, providing training and consulting services for many well-known companies, and delivered a speech at an important management meeting.
Entrepreneur
Mr. Zeng Ming is a serious scholar. Since I returned to China in 1998, he spent 6 years to study the actual operation of Chinese enterprises, summed up these excellent results in the book, so that foreign advanced management theory is organically combined with the specific practices of Chinese companies, and deeply shallow and Guiding significance.
Lenovo Group Chair, Chairman Liu Chuanzhi
Through a large number of theoretical analysis and empirics research, Mr. Zeng Ming analyzed the trajectory of China's local enterprises in 20 years, and explored the future strategic choices of Chinese companies to help Chinese companies find the best path for sustainable development. This is the value and meaning of this book. - Wang Shi, Chairman of Vanke Group
History gave a group of Chinese companies to become a world-class company. How to grasp this opportunity, Professor Zeng Ming gives an entrepreneurial thinking of entrepreneurs in this goal.
- Wang Wenjing, Chairman of UF Software
Successful strategy is the magic weapon wins, and Professor Zengming has caused my resonance and worthy of more people.
Wei Jiafu, President of China Ocean Transportation Group
When I was cross-century in 2000, I made a major proposition: now China's first-class enterprises, can I still say 10% after five years? "Slightly Wins" The book has given us a certain answer, giving us a space we think.
- Zhang Hongwei, Chairman of Oriental Group
Building China's world-class enterprises is the arduous challenge of Chinese business operators in the next 20 years. Mr. Zeng Ming's book has been a useful exploration, which is thoughtful.
China Netcom Group Vice President Tian Ning
"The growth of Chinese entrepreneurs must experience the process of unintentional consciousness, from sensibility to rationality, this is a good book that makes people think about."
Alibaba CEO Ma Yun
