Korean model? Taiwan mode? Core technology has become a pain that Chinese companies will continue to grow. Enterprises entering the manufacturing process with cost advantage, is facing a crisis that is constantly narrowing profitable space: 3C, 6C certification of home appliance enterprises, bitterness of DVD, suffocating in the core technology, increasingly frequent low-end anti-dumping, WAPI The standard final problem ... It seems that "market change technology" strategy does not bring hope to Chinese companies ... and on the other hand, in the new Beijing International Kozboanderer, multinational companies have rely on their sharpness. "Technology knife fork" is being chewed in China's feast ... This pile is shocked, let us have no choice! We not only sit on the market, we are more desire technology! I am eager to have a throat! But where is the core technology come? Basic technology? Direction, is we accept? Fund, are we found? Standard, are we going to calculate? - Risk, do we have to live? Application Technology? Resources, will we integrate? From the perspective, is we so kens? Decision, is we very fast? - Samsung, have we learned? Production technology? Substance, is we are willing? Manage, is we perfect? Foreground, are we very optimistic? - Taiwan, is we worth learning? Imitation technology? ...... Today, will it also have step? In the future, will we also have a ball? We need technology, but we need the correct technical strategy! This is a life and death choice for or growing or distressed. One step is wrong ... Six questions, the reporter ?? Liu Hongjun ?? Wang Xiaoyan?? Yang Chao's core technology, in addition to knowing "why", but also know what are we going to do"? "Don't do something"? "How to do it"? And this is possible in our minds or may be, or if it is uncertain, and hinders us to become a technical strength ... The core technology is difficult ... Chinese companies generally lack core technology, is an indisputable fact. But Huawei is one of several exceptions to many Chinese companies. People who are familiar with Huawei like to use "Technology Huawei" to call it: Huawei insists that each year is put into research and development every year, the company's technical research and development personnel account for almost half of the total number of employees, Huawei's patent application It has been maintained at about 100%. The growth rate is unexpected. The Huawei's head is Ren Zhengfa, but he has said to Lenovo Group President Yang Yuanqing said: Lenovo should want to develop into a technology company, difficult. Huawei's investment fee for billion yuan in the year, earns tens of billions. If you do a high investment in research and development, if you don't benefit from short-term, shareholders and investors don't agree, or it is difficult. Another member of Liu Chuanzhi will love Guo, and once went to Huawei to "take the scrub." Ren Zhengfa advised him not to do research and development at all: "You don't do research and development, there is nothing to develop. Does your long do not do the market? You do selling sales, my product research and development will be sold to you." Guo In order to ask if he did not let him do research and development, he replied: "R & D, you have to do it, you don't do it, because this thing is a matter of money." how you said that? Because Huawei is high input, high output model has been formed. This kind of model small business is fundamental; and if large companies turn to R & D, it means that the original advantage is to be removed. Even so, Huawei's technology is only "looking for opportunities, seizing opportunities, and focusing competitors", not the "core technology" in the non-eye - can "create opportunities, guide consumption" technology.
If "Technology Huawei" is still so, if "IT boss" has no technology ... Is it "technical road" for Chinese companies, it is really high? Is the basic research and development? If the core technology is more than the mountain, then if the company climbs the peak of the technology, you can smile like Intel, have a core technology that is patented by patent protection; and a company without a core technology must spend money to buy. Complete product manufacturing, subject to it. Even if I occupy the Lenovo of China's PC, it is not exception. However, why Dell also does not have core technology, but the profit is quite rich? Why can't China have Dell? Similarly, why Sony is a company with core technology, so far in the performance of the performance? Why is Korean Samsung started late, so far, there is no collection, but the performance is climbing? Why can't China have Samsung? Further, why is Taiwan's desktop start from the effort, starting from the manufacturing technology, and also supports your own day? Why can't China have TSM? ... There is an old saying: "Unlimited scenery in danger". Starting from the basic research and development, the development belongs to its own core technology, the top peak of the technology, naturally refreshing. But in fact, it is everywhere, can companies not get high-input basic research and development? Liu Hefei, president of Pan Pacific Management Research Center, an interview with this public, believes: Some people think that they must be informed for basic development, in order to have core technology, then enterprises will have core competitiveness, this is definitely a misunderstanding! Chinese companies should not take this path. Even the development trend of large multinational companies, they are also reducing R & D investment! What should I learn from multinational companies? Since we don't have to develop research and development technology, what can we learn from multinational companies? According to the research results of the Pan Pacific Management Research Center, the world's famous multinational corporation technology has developed as follows: First, traditional funnel research and development is more focused. Previous enterprise research and development models, it is to choose the most valuable development application from many projects that investively develop, known as funnel. This research and development model now begins more pursuit of return, and the R & D cycle is also shortened. Because the capital market is getting bigger and bigger to the company, these forces enterprises to develop more efficient and more efficient. Second, open research and development gradually trend. In the past, enterprises made R & D as their own palm pearl. The content is best not to know, even if the periphery is also studying, it is very complete once it is developed. Nowadays, it is now different that a company only gathers his own core areas and let others participate in other parts. When more and more external units are also involved, the speed is greatly accelerated, and the relevant groups in this process can digest this results, so they are promoted faster. Third, buying R & D - bought it when the R & D technology is about to finish. The most typical example of this approach is Cisco. Cisco's new products, new technology almost all from M & A. In these three trends, although funnel-based R & D can produce core technologies, just as 任 正 非:: This is the investment in Chinese companies. And open research and development models are worth learning from Chinese companies. According to Liu Helhi's research: In fact, there are many research and development talents, and there are many research institutes, so the research and development of Chinese companies should use these resources to integrate these resources. In addition, purchasing research and development is also worth learning. We can partially reverse the adverse situation in patent prison through cross-border mergers and acquisitions. TCL acquires the US Tomson TV Division, UT Starka acquires a number of small and medium-sized enterprises in the United States, successfully obtained some valuable patents through the company's mergers and acquisition, and won some necessary patent chips.
Can technical can get leapfrog? This spring, the famous future learner Niger, the third visit to China, he said: China's information industry can cross 3G, but directly 4G research and development. Because technology is the development of jump. Multinational companies have put a lot in 3G, can't give up easily, just when they are trapped, maybe the opportunity of Chinese companies, can start higher level research and development, thus surpassing! This point of view can not help but make people oscillated. Yes, the South Korea Samsung also stepped up to Japan when simulating the technology, and he was passively, but he seized the opportunity of digital products and turned over. Is it the same opportunity to put us in front of us? However, Yi Guan consulting senior analyst Zhang Eagle has poured a pot of cold water in an interview with this magazine: First, any technical evolution is not completed overnight, and the old technology is gradually abandoned. The 4G replacement 3G is even more. Our existing enterprises have no way to span 3G. Chinese companies should see that 3G is the process of investment and the process of recycling. Second, the change of the entire network is to consider the original network and investment. The biggest problem now is not the standard of technology, but the future compatibility with the past. To maintain the compatibility of the technical system, you must consider the upward and downward extensions, otherwise who is selling to your product within the next three or five years? What survival is the company? From this point of view, we have no such shortcuts, we must grasp the "3G" opportunities in each industry. For example, the Vice President of the Boston Consulting Company believes that: the automotive industry also has the technology to be replaced in the future, which is a mixed fuel car. It adapts to future environmental protection and energy-saving trends, will be great. Then Chinese companies should use the opportunity to cooperate with international car giants to master this technology to master future initiatives. Can the market replace the technology? Many years ago, China has begun the road to "market-changing technology", but can the market come back to technology? This is a confusion that many people have long. Many times, even in the strong demands of China, the core technology remains in the hands of the outside. For example: in Sino-US joint ventures, US national trading regulations prohibit certain key technologies from US companies from exporting. "That is a difficult negotiation. The Chinese wants to get all the technology, and what we think is to keep us into which it has been invested in huge financial resources." Delber, the general electric company, who has just retired, Global sales president Delber Special Williamson said that in 2002, Williams was a bidding negotiation in China. The United States is still in the United States, and other countries can know. In fact, the cases that have not been able to cultivate their own R & D capabilities after many years. Dean, a telecommunications consulting company BDA China, said to the reporter: "The famous telecommunications industry, including Nokia and Ericsson, has been forced or in accordance with the requirements of China, and produce telecommunications in China. Equipment. However, after the cooperation agreement expires, many Chinese cooperative companies cannot continue to operate independently, because the development of mobile phones and telecommunications technology is different, and China's previous technology has long been outdated. "Telecom equipment" technology "is almost Repeat, especially in China, especially in China, has fallen into "backward - introduction - backward - rehabilitation" and "Weakness - dependence - the more dependence, the weaker ability". McGevete believes that in the process of market switching technology, Chinese companies should be awake: should not just sit there, they should be passively accepted foreign manufacturers, but should be selective, while connecting this technology More macro-growing company strategy development. When more and more foreign companies set the R & D center, when we produce "Global Synchronous Technology" products, we should understand that all of this is just the conditions of learning, not to learn itself.
Only enterprises pay attention to independent development in the strategic level, and attach importance to the product's launch, it is possible to obtain organizational endogenous ability from learning. Can standard shackles crack? We often say first-class enterprise selling standards, the importance of technical standards is self-evident. And Chinese companies are also stopped in front of one standard, and the dilemma of DVD vendors is a good example. Originally intended to implement the WAPI technical standards implemented from June 1 this year, but they were unlimited ... explained our hunching. Its roots are still too slow in this field, while Intel's Centrino standards have almost become in fact standard. In front of many of the powers, we can only do things? Ireland's largest software company Iona founder, Chris Horn, pointed out that "our experience, the first is to promote international general standards; the second is to participate in this standard establishment and implementation; third is the best To maximize the implementation of this standard. This can stand in an invincible. As long as you track the changes in international standards, you don't have to worry about technical barriers. "Recently, Shenzhen Kingde Intermediate Parts Co., Ltd. and Java Technology Founder - SUN signed a J2EE application server certification protocol, and passed the audit of JCP (Java Community Process, Java Standards), officially became one of them. This marked that Kingdee became China's first J5EE certified Java middleware manufacturer, and will also actively participate in the development of Java international standards. As a standard settlement, it means that the middleware of Kingdee will follow international technical standards to maintain synchronization with international technology. At the same time, Kingdee will also have the opportunity to participate in the discussion, modification and development of international technical standards with the top Java technology leaders such as Sun, IBM, and BEA. This is undoubtedly important for Kingdee, which is undoubtedly important for China's software industry! Is application technology? Is it a real choice? The core technology is a mountain in front of Chinese companies. If the market does not change technology, is we only trapped in the "market increasingly big, less and less technology," can't you swap? Liu He Jin believes that in addition to the technical skills in basic research, the company is more important to the application technology. Application technology is that any company cannot avoid evading, and basic research and development, it is necessary to set according to the company's strategy. The innovation of application technology for application technology, transforming into an advantage of business competitiveness, which is the most critical "innovation" step. Just like the lady found radioactive elements, she could not do the same atomic bomb. Why do Chinese companies do not study in this area? The road to Japan and South Korea appliances and electronic enterprises? Japan and South Korea companies did not master research and development technology, and they were also subject to European and American companies. However, Japan and South Korea companies are very good at increasing R & D technologies to application technology, so their home appliances, electronic companies have great impact on the whole world. Of course, different industries, the technological development path chosen by the company, may have different, but there is a common, that is: all this does not happen over the night, we must insist on a little one Changes in the long run. □ Responsible Editor: Yang ?? 光 Boston first learned "using" technology ????? Liu Hongjun is like we used to pay, but do not understand how to spend money, we can easily understand "owned" Important, but we often ignore the necessary "use"! Many discussions believe that lack of core technology has become a bottleneck for further development of Chinese companies. The new round of attacks launched in the market in the Chinese market, the new round of attacks launched in the market, and the depression is more concentrated. Is the lack of core technologies really are the most deadly dies in the development of Chinese companies? How to develop core technology? With these problems, this journal interviewed Maxievet, Vice President of Boston Consulting.
Before welcome the technical challenge ... "Sino-foreign management": Is Chinese companies that have arrived in non-development core technology? Maxi: It is really important to technical skills. But before talking about technical capabilities, let's take a look at what challenges are now facing about it, which helps us more deeply understand the role. The first challenge facing Chinese companies is how the company makes themselves in the market, which is different from the people. The second challenge is how to avoid falling in price war. The third challenge is how to compete with foreign companies in the global market. Because multinational companies have also been produced in China, so that the localization advantage of Chinese companies will not exist. At this time, the biggest challenge is how to play the role you should play in the international market. The fourth challenge is that there is a very fast product period in the industry, and the technological development is very fast. It takes very fast product update and product development. I think these challenges can be solved with technical capabilities, or technical strategies. "Speed" is more important than "Monopoly": How to deal with the growing technical challenge when Chinese companies do not have core technology now? McGid: The key to a company's success is not that it has mastered or monopolized what technology, but how it uses this technology very quickly, using this technology to create value, create your own unique competitive advantage. Because market technology and product changes are very fast, competitors are increasing, and this time is especially important. In fact, for the end customers, he doesn't care about the technology behind your products, and more concerned about innovative products can bring the unique value to customers, unique benefits. The key components of Samsung mobile phone are also bought from other suppliers, but Samsung is more able to see customer needs than others, translating customers' needs into products that meet their needs, while leading all of his suppliers Fast speed develops new products with innovation to meet the needs of our customers. So Samsung is successful. Samsung and Motorola are both the most successful GSM mobile phone manufacturer, but the core technology of GSM is mastered by companies such as Nokia, Siemens and Philips. Although Samsung and Motorola have not created this GSM standard, do not hinder their use of this standard, turn themselves into the most successful mobile phone manufacturer. From another perspective, there are some companies that are not very successful, but they participate in the development of GSM standards, but they have tiddled today, so the company's technical strength is not the most critical factor in this company. Therefore, for Chinese companies, it is most important to innovate. The process of innovation includes: what kind of technology they have, use other people's technology, can combine both technologies together, turn it into innovative products that meet customer needs, and the strategy of this technology and A broader business strategy links together, how to build your own brand, not just competition in the price. Choosing the appropriate mode "Sino-foreign management": Chinese companies do not have core technology, do you also develop your core technologies while innovating others? Maxie: Competition is a variety of success, the way is also a variety of ways, and a company cannot be excellent in every aspect, then choose a model suitable for you. In general, companies should have three models in competition, mainly with the following: The first mode is to do integrated people. It is the beginning of technology research and development, managing each step to produce profits. This model is relatively high for funding, and the requirements for enterprise capabilities are also very high. It is required to have high product design capabilities, production process design skills, requires technical talents, as well as cross-coordination skills between talents and good departments. Because this model is difficult to implement, it is only suitable for the following situations: It is not very critical to enter the market speed; the taste of customers is also very stable; technology has been verified.
If your products and technology have the above characteristics, you can choose to make a integrated person. The second mode is the coordinator mode. Place the focus in some steps, and the rest relies on partners. This model has a much smaller investment. For example: Taiwan companies only put funds and energy in production in production; or use funds only for product delivery models in the market. This model company needs to have cooperativeilities with other partners; insights with customer needs; there are cultures that focus on core competitiveness and enter certain areas. The third mode is the license issuer mode. This model is to give the license innovation technology to another company, which will put the technical product in the market. US Qualcomm is a typical typical. The production and market costs of this model are borne by other companies. However, it is required that companies must have strong knowledge property management capabilities; have the ability to affected standards; have the ability to enable the agreement. The above innovation models, companies can choose according to their own actual situation, and the ability to choose the appropriate method is a huge competitive advantage. Of course, only the three models can be evaluated to determine whether the need for innovation model is consistent with its own skills. Instead of many times, just choose the model of habit, not the most effective model. □ Responsible Editor: Yang? What is the Samsung "Upgrade"? The reporter Liu Hongjun Samsung also took over the operation method of the pursuit of product prices and was developed by others. But Samsung has changed this. We have no reason to turn the neighboring success. Beijing in May 2004, the weather is extremely hot. More hot is hotter than the weather is the 7th China Beijing International Science and Technology Industry Expo, and many high-tech products are amazing. The most popular booth is not a Samsung. As the largest exhibitor of this exhibition, Samsung not only brings the world's largest plasma TV and LCD TV, but also the company's latest achievements in the computer display. There are a variety of photo-related machines, digital photo camera, etc. All of this show people Samsung's powerful technical strength, high-end brand image. And in a few years ago, Samsung also imitated others, producing cheap goods synonymous, there is no status in the international market - this is also the current survival of China's electronic enterprises - but Samsung has changed all this, it is now the most cutting-edge Products, with high-end images, the global market, 17 products have been the world! It doesn't have to be developed by others like many companies in China. It has become a strong opponent in the world's electronic giants who have stood in the world's consumer electronics market, and Samsung created a myth. Why can the new business sports Samsung can rise quickly? This is going to talk from Li Jianxi, the president of Samsung Group. One day in 1993, he was in a US mall in Los Angeles in the United States in 1993. And they see: Japanese electrical appliances are in the middle of the mall, wiped clean, selling high prices; while Samsung's products are piled up in the corner, falling with dust, even if they are inevitably. He immediately bought back to Japan products from the shopping mall, returning to take care together with the accompanying. The results have found that South Korea's product is large, and there are many parts; in contrast, Japanese products are small, small parts, low cost, natural best selling well. The international market regards Samsung products as two-flowers, which undoubtedly gives a strong stimulus to Samsung. Li Jianxi, who is the president, is more self-friendly: "We have only 7 years from the 21st century! How many changes will happen to the world? How will the Samsung in the 21st century be based on the world?" After the end of the United States Li Jianxi immediately decided to carry out "new business sports" in Samsung to carry out thorough changes. His speech at the time and the idea of corporate change was concentrated into a booklet of about 50,000 words: "Samsung New Management" as a guide to the future development of the company.
Li Xueyu, president of Samsung Electronics, I believe: "Li Jianxi's" New Business Sports "advocated in 1993, for Samsung's development to today's decisive role!" In 1993, Korean companies are experiencing high-speed growth period, Enterprises can earn a lot of profits in quantity, and the requirements for quality are not very high. The core of "New Business Sport" is to emphasize Samsung to ensure the core competitiveness of the enterprise based on the quality-oriented business model, and to ensure the core competitiveness of the company, so that enterprises can grow up. Like our Haier, they piled products with quality problems to a playground, ignite and incinerated! Samsung's staff experienced this humiliation and painful scene. This extreme activity makes the idea of pursuing the first quality in the heart of Samsung. And all this is prepared, so that Samsung will quickly recover from the hit of the heavy financial crisis. In 1997, the transfer in 1997, the financial crisis swept Asia, and many Korean companies have suffered heavy blows, and they have to pass structural adjustment to reduce subsidiary institutions, cut people and improve financial mechanisms. Samsung also cut its institutions and sold 10 business units to overseas consortia at $ 1.5 billion. However, "new business" thinks have become the original movement of Samsung to complete the adjustment, Samsung has a thorough change in the opportunity of the crisis. In Samsung Electronics, people profoundly recognize that digitization is swept throughout the consumer electronics industry, from simulation to numbers, will be the direction of the entire consumer electronics industry. For a long time, since the simulation technology started late from Japanese companies, Samsung has only step in simulation technology in the year. However, at this time, digital technology has made Samsung Electronics discovery: the technical threshold for digital era is not too high. Each company may get the opportunity to live later, rather than the original simulation technology must experience long-term deposition. More importantly, digital technology "omnipotent" gives a good development space of Samsung Electronics, which is also the opportunity of Samsung to catch up with Japanese companies. Based on the above consideration, Samsung will lock the target of the pursuits on the "cutting-edge product with high profit value", and the business that has low profit and no growth is resolute. In 1999, Samsung Electronics made a maximum adjustment in the company's strategy - "" Centrally, the core turns from its own brand ". Samsung Electronics from this time from the analog times into the digital era. At the same time, the core competitiveness of Samsung Electronics should also be manufactured from large-scale, stepping to its own own brand building. The design revolution locks the target to the high-end, which is very difficult for the three-star difficulty that does not have core technology. What should I do? On the one hand, Samsung put a large amount of human financial resources in 5 to 10 years of product development, not only for products within 1 to 2 years. At the same time, on the other hand, Samsung also attaches great importance to the research of application technology, and pays attention to the details of the manufacturing and design part of the technique giants. At this point, Samsung sees that it is extremely important for digital products. Because the consumers of digital products are often young people, and young people's characteristics are leading fashion, chasing fashion. Li Jianxi's philosophy is: "Design creativity is an important asset of the enterprise. It is also the key to the end of the 21st century." Based on this understanding, Samsung starts from the application technology, starting from the design revolution, gradually forming investment and income Beneficial circulation. In 1997, Li Jianxi also driven a design revolution. He personally invited IBM design pricks Tom Harti to think about Samsung's designers from the United States. He also let Samsung's designers work with the US design genius to inspire their minds. In order to take out excellent new product solutions, Samsung's Design Center classifies different regions, select the consumption group that will focus on the region, and study their lifestyle, and then develop products that meet their taste. Samsung's designers will even get along with these consumers to fully understand them ... Samsung's patented products are born.
According to President of Samsung Electronics China, I introduced: "There is a very important policy within Samsung, which is the combination of design and technology research." Samsung Group's high level is inflining the idea of designing to everyone. Everyone. Basically, a consensus has been formed. Because for consumers, the tight is no longer how the goods are manufactured and manufactured, but the "definition" of the product. They want to buy a concept product. For companies, important is control concept and sale concept. Today we see that even in the sale of car, a large number of cars is also sold out for styles and images. Previously, "Performance Technology" is a factor in promoting new products, and now, "design technology" has also become the same factor. Innovation based on design also brings money to Samsung. For example, mobile phones, some people may think that it is just a communication tool, but Samsung discovered after the market research: Chinese people like to decorate their own preferences, if the mobile phone shape is excellent, there is a jewelry function, it can hang it on the neck "show" Market prospects are certainly good. So Samsung took the lead in launching such a mobile phone, and the Chinese market was really popular. In addition, for the consumer, it is very inconvenient to say that the consumer is not convenient, and Samsung will first launch a double-screen phone. These two very common functions are derived from Samsung initial innovation. It is an innovation that has achieved today's Samsung. The First Mission in 1990, Samsung took a "Futian Reporting Event" - Japan Design Expert Futian After entering Samsung, the name of the consultant has not paid attention to the management team, this way of using talent forms Let Futian left, but he left a critical book to write, and finally saw Li Jianxi. Under the anger, Li Zhong was punished and did not do the relevant departments used to use. This incident became another transition in the history of Samsung, and strive to change Samsung's way. Since then, Samsung is more widely recruiting a lot of excellent design talents to South Korea in the United States, Europe and Japan, and opens the design office in these places. At Samsung, you can even see the person in charge of the original Japanese large-screen LCD color TV national research project group. Is there a technical personnel who have a world topic to join, and why didn't you have a core technology? Nowadays, Samsung Electronics has been engaged in technology, and the doctoral student of Samsung Electronics reached more than 1700, and the number of high schools in South Korea-Hancheng University is still much! Make technical research and development, basically account for about 35% of the total number of people. However, Samsung's introduction to talents does not stay in the technical level. At present, Samsung Electronics has established a "Global Advisory Department", gathered dozens of "foreigners" trained by the US or European first-class business school. The main task of this department is to give strategic management for various departments within Samsung Electronics. As long as which department is facing problems, these high-nose-eye thinkages will follow, and seek advice in the West's head. Samsung's emphasis on talents is the reason why Samsung rapid development is crucial. Just as Li Xuezhen said: "We believe in talents first mice, because we believe that all the results are coming from people." Samfi strategy Samsung is extremely eye-catching, it is fast! It has been launched more than 1 to 2 times faster than the industry average, making competitors feel extremely pressure. Implementing this product strategy, although the company needs to have technical accumulation, it does not necessarily require enterprises to have innovative capabilities on the basic technical level, and the first is the accurate judgment of the market, and the flexibility of corporate decision-making, as well as later in the market The promotion ability. Samsung This rapid introduction of new strategies comes from Samsung's "Sashimi Theory". It means: When you caught high-grade fish on the first day, you can sell a good price in a first-class Japanese restaurant; if some fish are not sold, wait until the next day, only half of the price will be sold. Give a second-class restaurant; to the third day, you can only sell 1/4 price ... After another, this is "dried fish".
Therefore, the secret of success in the electronic consumer product market is to put the most advanced products before the competition broke out! In this way, you can follow other products, so that your product is no longer fashionable! This is the market strategy of Samsung. In fact, a business can win in the competition, does not depend on whether it has A technology or B technology, but it is the first to use these technologies. The success of Samsung in technology is that Samsung is always the first to use advanced technology! □ Responsible Editor: Yang ?? Light Samsung depends on Sony? Professor BaiSon Business School ?? Lustey, although Japanese and Korean companies can't lead new technology trends, they can become a trend of new products, and often enjoy a more rich profit than technical inventors in this position. Let us look for technology China's enlightenment from those Japan and South Korea who have no technology to master technology. Japanese companies in the early days of imitation of the initiative, the technology is behind Europe and the United States for more than 20 years. In the 1970s, the super miracle of shocking the world is unable to continue to ignore the technical strength of this island country. This miracle is generated, and it is initially started to introduce and imitate the European and American technology. It is introduced by the government to participate in planning and support, bringing out a shortcut to the Japanese company brings a rapid change in technology. Japan after the war can quickly catch up with the steel, automobile, electronics, and CNC machine tools, and even more than Europe and the United States, and is not passive imitation. Some people say that Japanese "spends a dollar to buy technology, spend three dollars to improve innovation." The purchased European and American autonomous technology did not only be used directly, but used to fertile Japan's original barren technology innovation soil. The imitation is mainly based on the "reverse engineering" mode. This practice is an anatomical product, studying its internal structure and logic, and finds the possibility of improving innovation based on the original product. This brings effective learning opportunities to Japanese companies. The accumulation of a lot of learning is also provided in imitation of innovation. Thirty turn, Japanese companies quickly found active in passive introduction imitation. Like many technological innovations, the video recorder is the invention of Ampex (AMPEX) 1956. However, it is possible to reduce the product of this and large-capacity refrigerator to a volume of capacity that can be operated, but the next year of the 1960s - Sony. This breakthrough is the most important thing that U-Matric pushes the recorder to the family and creates a new industry. Apis and Philips undoubtedly proposed creative ideas, while Sony manipulated a revolutionary transition. The initial inventors of the recorder, ultimately only to the rich profits won by Sony, and laughed. This kind of ability to launch a revolution is not based on technical invention, but it shows that Japanese companies will have technical commodities and conduct high-quality mass production. Generally speaking, new products produce: "Technology Push" or "Market Pull". Japanese companies' "reverse engineering" are mostly market-driven products and is based on large-scale market applications. It is the process of seeking to improve innovation in a long time, cultivating Japanese companies to market technology and investment in large-scale production. Most new technologies will only create profits only under large-scale production applications. Japanese companies are extremely good at introducing European and American companies in the laboratory stage, or is limited to the invention of professional applications, finding breakthroughs will be perfect. In addition to the video recorder, the Japanese company has won international reputation and rich profit electronic watches and liquid crystal display, which also represents how to borrow the technology to borrow the techniques of others. Later, the premise Japanese companies did not hit this. Imitation improvements have never terminated in one disposable cycle. Japanese companies continue to improve their customer demand, constantly develop new products, this week, rehabilitation development, so that the technical strength of Japanese companies has accumulated.
This long-term accumulation, thereby brings the unique ability to quickly update the product for Japanese companies. Based on imitating innovation, bringing "post-development advantages" to catch up with advanced enterprises. One of the advantages of the latter development is to avoid a lot of resource input. Because the invention of the technology and the formation of the industry are the establishment of overnormalities, financial and material investment. "Getting theism" makes the enterprises in chase can avoid huge cost of the invention. Second, the second advantage is to avoid risks. To know more resource input, it is impossible to ensure the success of the expected. To a large extent, "high risk" is the definition of breakthrough technology revolution. And the enterprises that are chasing can use new technologies and open up the market under the conditions of the market. In the case of technical formation, for the market, improved innovative work, but more targeted, enabling companies more opportunities. The third afterwards is the courage of the back enterprise. After being chased by the chased person, it is always looking forward to it. Only the chasing people can have the discouragement of "ignorant." However, it is necessary to repeatedly emphasize that this post-hair advantage is only effective under the premise of getting rid of simple and passive imitation. Otherwise, although the backward enterprises will follow advanced, they can only be able to describe Liu Chuanzhi's vividness: "Following the soil behind others." Japan's solid self-sealing! However, the extreme input of manufacturing management and product technology, weaving the dazzling radiopes on the top of the Japanese enterprise, and also stacked the dark clouds over them. Enter the 1990s, the change in the industrial structure, the wave of globalization, rapidly rewritten the rules of competition games: Enterprises that make the product technology can no longer become the winner, grasp the capacity of the industry's overall competition, and become a measure of excellence : Whether it is the judgment and operation of the "WINTEL" Alliance Manufacturing industry, Dell is able to continue to extract extraordinary efforts from a mature industrial chain. At this time, Japanese enterprises in the manufacturing and product development strength, the changes in the outside world began to be slow, still in front of the success of the success of the past. One of the common features of the Japanese academic and industry friends around me: the nobleness of the film, advocating the beauty of fine work, and other other capabilities of the company are not ignored. Such a narrow vision is extremely obstructed by Japanese companies to adapt to a new era, directly leading to the backwardness of Japanese companies in the information technology in recent years, as well as repeated mistakes in the Chinese market. South Korea came to "simply not" in the Korean corporate that has also created the sacred myth, people saw the shadow of Japanese companies: a large number of introduction, carefully imitated, fast product updates. 30 years ago, South Korea was extremely relying on Japan and US technology. After 1990, a Korean friend wrote a famous English book called "From Followers to Innovators", which claims that South Korea has been subjected to the followers of the microelectronics. A American scholar who is familiar with is not appreciated after reading this book. And a Japanese friend dismissedly believes that Samsung's development is based on "stealing" technology from Japanese enterprises. The American scholar forgot the fact that although the United States had ignored Japan's "only enough to imitate the technology" of the Japanese, he had to eat with Japan in general; and the Japanese friends have forgot the year. Japanese visit European and United States when there is nowhere to be free. Similar to Japan in the same year, maybe South Korea's "innovation" is not a breakthrough technology revolution, but South Korea does play the Japanese model to the extreme. What is the industry in Japan, and South Korea keeps up. After the Japanese war, concentrate on the car, the shipbuilding industry, and South Korea. In home appliances and semiconductor, South Korea is also stepped over Japan. With the cost advantage, South Korea is in the field of semiconductors and digital LCD color TV, and the comprehensive strength has been placed in peace, even local transcendence. For example, Japan has made the world's largest computer memory producer to give South Korea. In the field of digital LCD color TV, Korean technology can have to fight against Japan.
Technical Raiders that will soon avoid short-term technology, today's catching environment is obviously more difficult than 30 years ago. Today, the risk of technological progress is getting bigger and bigger today. In the increasingly mature industries, many fields of technical patterns have a minority grasp, and the profit and re-allocation of the industrial chain is extremely difficult to achieve. More importantly, there must be the assistance of other capable capabilities, technology can become a competitive tool. That is to say, the competition in the stage is higher than the ability of technical enterprises, and the requirements are higher. Such harsh survival conditions, why South Korea can bring all kinds of threats to Japan in the short term, such as the huge pressure caused by Japan to the United States in the same year? Yang: The government strongly supports South Korea and has followed the Japanese model to catch up with the process. For example, the government's protection and support from the company is over, there is no difference than the Japanese government. South Korea's technology can not fall behind Japan, which is a large number of R & D resources acquired under the government's policy and funding support. Moreover, and the Japanese behavior of the Japanese, the Koreans visited by Japan, always use various opportunities to "peak" Japanese company advanced management and technology, such as hunger thirsty. Skalficiency: Open talent strategy in the company's strategic development and specific operation operations, Koreans overcome the side of Japanese companies. In the 1990s, the Japanese began to panic in such a fact that South Korea took away a further Japanese best engineering staff, even senior management. In order to fight in the semiconductor field and Japan, Samsung Electronic high-paying hires an original Fujitsu's high-rise as a company consultant. In order to enable digital LCD color TV to catch up with Japan, Samsung Electronics even encloses the head of the original Japanese large-screen liquid crystal color TV national science project team. In 1994, the world's first 256M DRAM was born in Samsung Electronics; the following year, Samsung Electronics also launched the world's first 22-inch TFT LCD monitor. Seeing such technical capabilities, the Japanese should clear what is "later"! Skalflation: Compared with Japanese companies, South Korea is more clearly understood: In today's competition rules, technology is no longer an isolated element. For Samsung's digital LCD color TV, labor cost is another advantage outside of technology. But South Korea is not satisfied with labor costs. In order to fight with Japanese companies, under the support of the government, taxation, land preferential policies, Samsung's large-scale production of digital LCD color TVs in large-scale production, in order to make the cost further under economies of economies reduce. The strategy of Japanese enterprises is: Centralized digital LCD color TV with small production screens, etc. After technology stability, the scale of large-screen products is produced. Two different business philosophy have led to an inevitable result: South Korea has pressed Japanese companies on the momentum. In addition, Samsung's efforts under the brand have not compared Japanese counterparts. Samsung has invested a lot of manpower, material resources and financial resources in the market Raiders in recent years. Samsung Electronics is responsible for the backbone promotion of the global market, which is the company's first-class business school in the United States, and many of them are Westerners. "Hire us, in order to be in line with the international," my friend, the current Samsung Electronics is responsible for the international brand strategy of Harvard Business School graduates. Technical Benefits of Government Responsibility "Technological Innovation is the country's things, it takes a lot of investment. For me, survival is still the most important. Where is the technological innovation investment?" A famous IT enterprise family is said to me. The words of this sentence made me disappointed, but I wanted to think about it. This hand created a native entrepreneur of the industry leader, not a person who had no sense of responsibility. The risk of developing technology, even for those weeks of strength, Japanese companies, are also the same.
In the 1960s, it has developed successful Sony's single-gun three-bundled color image tube in 7 years. If our company is invested in a distant unknown in the situation of still facing the survival problem, it cannot be said to be common. Huawei is like a fire, and it is a risk that everyone has courage to bear. A few people who have taken risk have eventually become Huawei? Therefore, development technology, in the absence of our business, the country needs to take responsibility. The government guides the technical country and is the main characteristics of Japan and South Korea. In the 1970s, South Korea introduced from foreign countries, nearly 60% were in the aging stage. The government began to realize that imitation is far less, so the determination must vigorously develop independent technology. For example, in 1972, the Korean government has established the "Technical Development Law" and "Technical Loan System" to develop R & D companies with tax benefits and low interest loans. For the focus of Samsung Electronics, the Government is specially supported by its technical research and development. Our government is not trying to do the work of similar technology. However, within a long time, the government has always been the supervisor of the introduction, causing the lack of technology and market interaction during the introduction of technology. Japanese South Korea is precisely in the first place, and some should be introduced in the market. Although the government intervene is intervened, the introduction of the main body is a business rather than the government. The degree of origin of government planning and enterprise development is the reason why the introduction of the introduction of generations, the fall behind, and then introduced the "strange circle." R & D research and development of indifferent Japanese Han Congyi has no technical past, struggling to master manufacturing and product technology today. Although Japanese and Korean companies do not have the ability to lead new technology trends as those in US companies, they can become a trend setter of many new products, and in many cases, this status is more than the technical inventors more Generous profits. Looking for technology China, it is our top priority. At first, the Chinese enterprises entering the international division of labor will be gradually faced with a crisis that has been continually narrowed with profitable space. We have to admit: Since the reform and opening up, we have lack Japan and South Korea pay attention to the technology as the period. No matter where the "trade technology" is wrong, Liu Chuanzhi's reality is outlined out of "Do not understand the market, how can I have a technology." History, forcing our business must take the time to make up the market. Some companies do not know that this "learning market" is impossible to continue to meet the needs of the new stage. In fact, whether you are a technology company, it is impossible to maintain competitiveness. Japan has been called Yamika, known as "Sony Second". Yamika has become a boss in the market and electronic watches of the United States with its price advantage. However, with the whole power of innovative Sony, Yamika simply imitates the products of the United States and other Japanese companies. Although Yamika has a strong market propaganda, this company has no longer exists today. Unlike Japanese and Korean companies that year, we are enjoying a huge market space. Perhaps because of this, companies do not seem to have too much demand for quick update products. Such patterns directly lead to overlooking the introduction technology, and neglect of digestive absorption and even innovation. The result became: our company lacks the persistent pursuit of new product development in Japan and South Korea. Technology China Market China Don't forget, technology innovation is not only inspiration, many innovations have emerged in the foundation of the company - tightly products, and seriously thinking about the pursuit of customers. We should see that Japanese and Korean companies are from imitating home, not from the beginning. However, the ultimate goal of mass introduction and imitation is to provide innovative soils.
Dr. Zhang Changcai, the Institute of Development, National Development and Reform Commission, indicated: In the mid-1960s, the Japanese machinery industry digestive absorption and innovation 16.9% is used for introduction, 68.1% for improvement and innovation of the introduction technology, and in the electronics industry The data is 24.4% and 48.1%, respectively. In 1997, the 1997 technology introduced funds was 23.65 billion yuan, while the digestive absorption funds were only 1.36 billion yuan, and the digestive absorption funds were only equivalent to 5.8% of the introduction funds. More importantly, this innovation is based on market demand, which is constantly developing new products. New product development closely combined with the market is a key step in the accumulation of Japanese and Korean technology strength. Only in this process continues to repeat, people have the opportunity to see Japan in industrial robots, superconducting applications, fiber optic communications, carbon fibers, precision ceramics, nanotechnology, etc. in technology leadership, and a bravery. Challenger appears in Korea in the field of microelectronics and semiconductor. Introducing and independent research and development, not two opposite ways. In fact, the "World Factory" is in fact, and Chinese companies have the same advantage in Japan and South Korea. In addition to the conditions of Japan and South Korea, our company has a more special learning environment. Almost every key field, Chinese companies' competitors are foreign multinational companies that are in a hundred battles. Although some people believe that multinational companies have worsened the living environment of Chinese companies, in this past, the development of home appliances, computer, communication equipment, mobile phones, showed highly competitive environment to enterprises. There is no way to learn the essentials more quickly and accurately than learning in practice. However, danger is also here. The pride of China's local enterprises rapidly in the market may be the opportunity for us to incorporate the end of their international division of labor. If you want to truly play a postoperative advantage, today's Chinese companies must pick up a sense of crisis. Only in cultivating the ability and mechanism of origin of the primary development technology can stop our collapse of the same advantage, it can fundamentally change the positive and dependence of the leading and dependence. In a sense, only to find a technology China, China will not lose the qualifications of "no" in the division of work in globalization. □ Responsible Editor: Can Yang? Top Table Power Power Products Can I learn? Liu Chang, a professor of Zhongshan University, China, is often ignored when we dazzled high-tech, and often ignore our innovation in technology strategies in Taiwan. As everyone knows, the profits of "Opening King" TSMP are equivalent to the sales of "brand" Lenovo! But can the Taiwan model continent can be copied? Although Chinese companies are rising, we also see that Chinese companies still fall behind in product technology innovation. Although the size of China's information industry has been high in the third world, it is still based on substitute, or only multinational companies use the production site established by China 's cheap labor. So, in the choice of technical strategy in the motherland, the production technology model of Taiwan Taiwan is worth learning. What is the success of TSM? TSME was established in 1987, a company engaged in chip manufacturing, and is also the leading company of Taiwan's high-tech industries. During the 2000 information and communication industry, TSMC had more than 60% of the global chip foundry market. Due to the extremely high yield (Yield Rate), the profit can be up to 50%, and orders are queued for half a year. Taiwan's integrated circuit market is a backfunmer, and the reason why TSME can be sent first after the chip manufacturing area: 1. Professional background leader: Zhang Zhongmou Chairman has worked for a long time in Texas Instrument Semiconductor The president of the department, has an authoritative status in the world's chip manufacturing, which can fully grasp the direction of chip manufacturing technology, so it can lead to the development of power over the professional background.
2. Master the new trend of chip founders: TSMP is the world's first chip professional foundry manufacturer. At the beginning of the establishment, the chip foundry market has almost absent, but Zhang Zhongmou can preview the integrated circuit industry will be disintegrated by vertical integration mode. There will be a lot of small and medium-sized chip design companies in the future, so a large number of manufacturing options will be required. 3. Establish a professional management system with internationally launched: TSMET's initial general manager is hired self-abroad professional managers, so it is possible to establish a management system with internationally launched, which has great help to Taigui's imported international market. 4. Trends in the changes in market boom: The phenomenon of fluctuation cycle in the integrated circuit industry is very obvious, and generally approximately 4 to 5 years. When the boom rises, the market is in short, all manufacturers can profit. However, when the boom is recession, the overcapacity of the capacity, the income cannot support equipment depreciation and interest burden, most of the manufacturers will suffer serious losses. Time-TSME is a company that can fully grasp the global market pulsation in Taiwanese manufacturers, so dare to adopt a leading expansion strategy, and through the continuous expansive investment to maintain the leading position of the chip founder. 5. Resources network formed by Higher Tech Industrial Clusters in Hsinchu Science Park: Perfect Peripheral Support Settings to make TSME can operate very efficiently, and use the incentives of dividends, attract a large number of low-cost high-quality engineers, plus Tax promotion policies have been made to obtain a lot of money from the open market, so the Taiwan Power is grown in a good resource environment. 6. Take a virtual integration of business model: TSMC has been focused on the foundry business, from dissection of chip design, not conflict with customers, so it can establish a good image of professional foundry servers. Although the manufacturing is only part of the chip production process, TSMC will position themselves as a professional manufacturing service company, with a chip package, test manufacturer, strategic alliance, with TSMC as a core, integrated into a virtual chip manufacturing plant, using information network technology Customers provide a complete service of a dragon. The above analytical table is related to the successful factors, the first four points is related to Zhang Zhongmou personal leaders, and the fifth point is related to the environment, only sixteen points related to business model. That is to say, the success of a company, in addition to business model, leaders and the environment is also a key factor. Where is the technology of TSM? In-depth exploration of the business model of Taiwan Power, can be found to have the largest production capacity, the most advanced process technology, the highest output yield, the most advanced process equipment, and the leading technical capabilities, so it can promote the virtual integration mode, and Play the role of the core manufacturer. We can say that the key to TSMS is the key to: focus on the chip foundry, and put in the process innovation. Zhang Zhongmou knew that the chip foundry industry will encounter a lot of competitors unless technological innovation continues to maintain technical leadership, otherwise it is difficult to maintain high profit margins. So what is the practice of Thai Power Power in the Technology Development Strategy? We are generally in the following points: 1. In the early days of the establishment, we cooperate with Philips, actively introduce technology, quickly study, copy, improve technology, and also invest in the autonomous research and development of process technology, and obtain a lot of technical patents, laying themselves. The technology leadership in the foundry industry. 2. Work closely with equipment manufacturers, large-scale introduction of the most advanced process equipment, continuous leading technological innovation, and cooperate with equipment manufacturers, and actively promote technology innovation. 3. Work closely with our customers to strive for the patent authorization of chip design companies to make themselves a intellectual property trading center. TSMC has focused on customer service in recent years, providing high production and good production and full capacity, attaching importance to customer knowledge protection, and promoting the business model of the virtual chip factory, and enhances the overall customer service ability.
4. R & D focused on the improvement of the process of the process, using knowledge management and best practical sharing, rapidly spreading the best process technology to all plants, enabling Taiwan's power generation capacity to live in the industry leadership. How far is the TSME mode? Moore's law pointed out: "The intensity of the chip every 18 months can be doubled, so it will drive product technology innovation, and trigger a large number of market demand." For the past decade, we have seen the role of Moore Law . However, including Zhang Zhongmou and other experts predicted that Moore's law can only go to 2010. Basically, chip foundry is an innovation of business models, not technological innovation. TSMC success is because of the opportunity to promote the rise of the chip professional foundry market, leading the market, and earns a generous profit in the process technology in the process technology. However, when entering the "Postmore Era", the future transformation of TSMP will face great difficulties. The prospect of future chip foundry industry development is like Zhang Zhongmou's age, it should be gradually entering his later years, the glorious period of TSMO business model may have passed. Professional software is the product under the IC industry. Since the future industry environment is inevitably different from the past, the operation mode of the so-called chip foundry will also change. The pattern of TSME is impossible to imitate, but it is not necessary to imitate, but understand the trend of power supply model and the development of integrated circuit industry, and still have reference value for China's future technology development strategy. What should we do next? The future of the future of the motherland is different from the past Taiwan, of course, also different from development experience in advanced countries. Advanced countries have adopted the development strategy of "technological industry and trade" in the past, and after a large number of manufacturing functions, the strategy of "technological and trade workers" is the focus of product technology and marketing technology. Taiwan model is similar to the development strategy of "industrial and trade skills", combined with "manufacturing technology", which can play an important role in the global manufacturing foundry market. As for the "trade technology" strategy of the past, the "Trade Technology" strategy of the past poised by the motherland, it is clear that it is necessary to design a global competitive environment in the 21st century, which needs to be designed to face the global competitive environment in the 21st century. ?? China can continue to adopt a strategy of nesting birds, and welcome the international factory to establish production site in China. Although the manufacturing site is conducive to obtaining manufacturing technology, China cannot be satisfied with the world factory, because this is only a phased development goal. The biggest weakness of mainland companies is the lack of independent technological innovation capabilities. In addition to product application technology, key parts technology, product system technology is seriously lagging in Western companies, in soft science "operation," "" operation technology "and" business technology "are not as good as Taiwan enterprise. Therefore, in the 21st century, Chinese companies should adopt a multi-technical development model of "technical trade and importance", and the technical research and development is the most prioritized position. The following is aimed at promoting the multi-technical development model of "technical trade and importance" to propose some commendations: 1. Apply government policy and market mechanism, combined with the power of official production, and invest a large number of public department resources to jointly assist Chinese local enterprises to establish independent technology. R & D and innovation capabilities. 2. R & D product system technology with Chinese characteristics, which actively develop product specifications that meet the needs of China, master the independent intellectual property rights, and conduct technical cooperation with international plants. 3. Pay attention to the development of product design, application software and other product application technology, develop products with China's market, and can meet the needs of China's market demand, as the foundation for Chinese companies based in the Chinese market. 4. The difficulty of research and development of key parts technology and system technology is high, and you can focus on some projects with advantages in the Chinese market, and cooperate with advanced largest factories. 5. Actively promote the innovation of business technology and operation, and combine low-cost manufacturing advantages in the world, quickly expand the operating scale as a weapon that meets global competition. 6. Adopt local markets and international market development strategies, establish a self-owned brand, master marketing channels in the Chinese market, develop marketing technology with China's market, and enter the overseas market with low cost and strategic alliance.
□ Responsible Editor: Hong Jun? Yang Guang UT Star Kang: After the core technology ... this journalist Liu Hongjun although UT Star Kang is already a company with core technology, but the head of Wu Hou does not think technology It is the company's core ability. Wu Hawn said: "Our strength is managing! But our greatest gap with multinational companies is also managed!" Interview Wu Hawn, a new employee named Longjing joined UT Starcon, the reporter is the computer at the company's front desk This news is learned on the welcome screen. This way to welcome new employees is just a detail in UT Starkan, but I think it is a detail of such management, which has created this 2003 Asian "best employer." Despite, the honor of this Asian "Best Employer" seems to be slightly negative. In 2003, Xiao Lingtong can be considered by the China Communications Market in 2003, and the new users have reached 25 million. Small Songtong's owner UT Starcon also has unlimited performance because of good performance. However, while the scenery, Takingtong technology has also been questioned: its hot is complete because of luck, fundamental and technical, or even a backward technology. "Those who have questioned, I think they have not learned 'three representatives': the largest markers of advanced productive forces are reduced costs. Little Songtong reduces the cost of fixed-line local networks 60%! If it is a backward technology, how Maybe it? "Wu Ying asked. Wu Ying believes that technology is important to companies, but it is never blindly emphasized. There is no support with the technology that is not combined with the market, it is not supported. "Our company is a typical technology company. All our company's senior executives are engaged in technology, including myself is also engaged in technology. But we also study the market, after understanding, we can think of future development, can be more than others I want to have more thoughtful, this is the new increase point, development point. " "The market is a very important aspect. After we see the market demand of Tamato, when choosing technology to do an entry point, analyze the advantages and disadvantages of this technology: the advantages, and its shortcomings are originally defined. A mobile system, so use a mobile switch, cost is very expensive. We use the network of fixed calls, so that the cost is very low, it is suitable for the Chinese market, it has developed. It is the market that determines the future of technology and products. The more advanced technology, the more immature, it requires a mature and perfect process, which is the rules of history. "Wu Eagle was confident. It is important to grasp the direction of collective wisdom as a technical company. It is important question how to grasp the development direction of technology, and Sony has this reason. So, how does UT Starcon avoid this risk? Wu Eagver believes: "It is very difficult to say this problem, but it is very simple! That is the wisdom of collective." UT Starkon is the most proud of being an excellent team, and the management is both technical, 7 people. From the famous Bell Lab, everyone is also studying the market, so the grasp of the technology is naturally in the market. "The grasp of technical direction does not have a certain rule, but the most basic principle is that it is not a" one words ". The wisdom of a person is limited. Many companies are the main leaders very powerful, he can all say that he can speak, and our company It is a group of people. This group of people are stronger than me, but I may be more comprehensive, so I am sitting in this position, but I am not a person to say. The power of using the collective is our relatively successful practice. " On the one hand, the research and development of enterprises is to serve the company's strategic services. Our strategic positioning is developed in China as the core market. Therefore, research and development must be innovative, and in line with the market development trend, while in line with market needs. This principle is set, and the research and development of our product line will follow this road.
For example: Small Lingtong is aimed at the needs of the Chinese market, so we use technology that can reduce costs. Such basic capacity is very large, meet the needs of end users, and also meet our customers - telecom operators' needs. It is very important to grasp the technical direction around the company's strategy. "The world is indeed an international world, which is the domestic enterprise can also set up a R & D center abroad. We are in foreign research and development centers, such as: California, is the IT core, you can grasp the overall context of world technology. And some small companies have good technology, but there is no market support. I suggest that China's company can acquire such a company to enrich our own technology, and make it an international power. "Wu Ying is very sincere. 2.5 billion investment core technology! Is Chinese companies going to develop their own core technologies? Wu Ying believes that this is a topic that is difficult to say "no", UT Starkang has been working hard to do this: "Our investment in technology is very important. When Chinese companies want to compete with foreign giants abroad, Be sure to have its own core technology, otherwise you can only rely on low price competition, this is not a long time. Because long-term low price, vicious circle, your profits are getting thinner, no profits, no way to support the business long-term The growth of our annual technology has a great proportion, and this year is expected to have a 2.5 billion investment in foreign countries. In addition, we also acquire technology-owned companies to enrich our technical strength. Our patents we increase by the acquisition this year are 3,000, and there is an investment of about 1 billion. "Our current technology has already entered the Japanese market, into the US market, this year, there is a hundreds of millions of dollars in the US and Japan. income! We are the largest broadband supplier in Japan. These countries have high functional and quality requirements. Of course, we will do the technology, the price we sell can also be high, the profit is relatively high. This allows us to support constant development, forming a positive loop, is a sustainable profitability. "Wu Ehe is very happy. Only technology is far less ... Although UT Star Kang is already a company with core technology, Wu Eagle does not think that technology is the core of the company. In Wu Eagle, the product can Imitation, technology can be followed, only cultural is the most unique connotation of an enterprise, is a competitor can't be moved. "The customer is successful, we succeeded", "innovation is efficient, brave, the first" is UT Starkang Important corporate spirit. Eut Stark Company has run through "three win" strategies, that is, users, manufacturers, and operators, "employee and company together" is the core power of the company to maintain long-lasting development .Ut Starcon advocated the human resource strategy of developing the outstanding talents of Chinese and foreign talents. "60 points of ability, 80-pointed stage" image illustrates the development opportunities provided by UT Starki to employees .ut Starkon not only required Employees have the quality of "accepting challenges, courage to innovate", will also make employees to share harvest by providing equity, options, which is a reason why it still maintains a good record in the US NASDAC stock market. So Wu Ying believes that management is the core ability and advantage of UT Starkang. UT Star Reconstruction is managed by pride, and Wu Hawang also believes that the biggest gap between UT Starkang and multinational giants is also management, this is A contradictory two factors. "Why do we have a big gap with them? Because we have developed too fast in the past few years! In the past six seven years, the average annual growth of 67% has grown by 100% last year! It's hard to make a person's ability to have a constant double. Although we are constantly coming in, although we do have a very good management team, we still need to constantly improve our management level. "Wu Ying is very calm.
At this time, some people may insist on "The primary problem of Chinese companies is still the core technology", but if there is no management ability, it is not necessary to attract talented to join, there is no reasonable incentive, no values, how does the technology? Even if you already have a technology, and the technical management is inadequate, how is it competitive? How can it sustainable? Therefore, the transcendence of technology is not only for the judgment of technology, but also the management of technology! □ Responsible Editor: Yang ?? Source: http://www.blogchina.com/new/display/36156.html
