Rebirth 1980: The Rise of a Powerful Country The first thousand one hundred and seventy-six chapters of the basic rules of North Industries Group (two)
The first thousand one hundred and seventy-six chapters of the basic rules of North Industries Group (two)
Rule 3: Focus on professional market segments.
The symbol of a company's success is its products. Only good products can establish a benchmark position in the minds of customers and competitors. High concentration and specialization are the core. This is also the commonality and soul of business operations.
Norinco effectively combines specialization and marketization, allowing enterprises to thrive like a fish in water, and the amount of "water" is quite large.
For example, Norinco currently has a considerable market share in bearings and cutting tools. In the future, these two areas must be further improved and focus on high-end and segmentation. It has absolute advantages in product development and manufacturing depth.
After occupying the market, Norinco's sales department must establish a well-trained and highly professional sales team, actively explore domestic and international markets, and ensure the breadth of product marketing.
Rule 4: Carry out diversified operations based on core competencies.
This kind of diversified operation is not about real estate and supermarkets that Shunbo Industrial Group will run in the future. The company's diversification strategy is divided into two types: related diversification and unrelated diversification.
Of course, Norinco has chosen the former. For example, the research and development of CNC machine tools that has already begun is the beginning of diversification.
Related diversification strategies are a sustainable recipe for long-term growth and can provide stable, above-average financial returns.
In related diversified operations, new products, new markets and new customers are closely related to the company's core capabilities. Synergies can be formed between the company's different businesses, and greater gains can be achieved with less investment.
output, thereby achieving healthy development of the enterprise.
This is Liu Lang’s explanation of related diversification.
Rule 5: Maintain long-term and close relationships with customers.
One of the secrets of a company's success is to attach importance to long-term cooperative relationships with customers while maintaining technological advantages, and to continuously improve customer satisfaction through a package of service measures.
Communication with customers should be a priority task for business managers, because customers are the market, and the market is the key.
In other words, corporate executives also need to deal directly with customers. It is best to be close to customers and understand their needs.
The relationship between a company and its customers is actually like a marriage, which also needs to be managed and maintained.
Of course, this relationship is purely based on technology and demand, and is not a relationship. To be honest, this principle is not very applicable in China and is mainly aimed at the environment under future international competition.
Rule 6: Win-win cooperation with peers.
Liu Lang listed this criterion. Not to mention Shi Wang Zhendong, even Du Song and He Tao found it incredible. Enterprises should cooperate with peers to achieve win-win results. Isn't this a recipe for danger? Lin Hai was thoughtful. He studied in Germany.
, has a broad understanding of the German manufacturing industry. It seems that many German companies, even if they are in a competitive relationship, are more or less cooperative.
In fact, this is also a guideline that Liu Lang imitated from German companies, because in German companies, competition is not about life and death, water and fire, but win-win cooperation and symbiosis. The purpose of competition is to better develop and improve oneself, rather than blindly.
Eliminate competitors.
The formation of the top three German brands ABB in the global luxury car market is largely due to the fact that Audi, Mercedes-Benz and BMW maintain a certain degree of cooperation in addition to fierce competition.
Many "communities of interests" have been formed among German companies in the same industry. This is a relatively loose alliance. Companies in the same industry can use this platform to coordinate various policies, covering everything from technology patents to industry standards. Member companies
There are also frequent cross-shareholdings between them.
Liu Lang's purpose is to make a country's industrial system stronger. Of course, it is not possible to rely solely on Norinco. For example, Huaxia Industrial Technology Co., Ltd. strictly speaking competes with Norinco, but now it has a competitive relationship with Norinco.
The group has reached a cooperative relationship, and the other party will input the technology of CNC machine tools, and NORINCO will help the other party in process manufacturing and personnel training. Of course, after the CNC machine tools are manufactured, profits will be distributed to the other party according to the contract.
In addition to Huaxia Industrial Technology Co., Ltd., Liu Lang also has cooperative relations with many companies to train students, and regularly holds industrial worker training classes. In fact, this cannot be called cooperation, because the other party has nothing to give him, and it is entirely Norinco Group's contribution.
, and the number of trainees is determined by the Ministry of Industry.
Liu Lang is not afraid of teaching his apprentices to starve their masters to death. Instead, he hopes for the emergence of a company that can compete with him. This would be interesting.
Of course, there are still very few cooperation methods in this era. In the future, there will be various forms of cooperation with enterprises in the same industry, such as establishing peer cooperation networks, establishing joint ventures, creating enterprise groups, etc.
Rule 7: Attract and retain truly talented employees.
This rule is a requirement for employees. Liu Lang specifically said this: "I don't pay high wages because I have a lot of money, but I make a lot of money because I pay high wages."
This sentence also shows the importance of a true talent.
In order to attract and retain talents, companies not only provide relatively fair but attractive salary systems and working conditions, but also take a series of measures such as employee training, full authorization, promoting executives from within, and allowing employees to share profits.
This reflects that the company attaches great importance to technical and expert talents, and also promotes an expert career development model so that they have broad room for self-development and improvement within the company.
For example, in the future, Norinco Group will set up senior chief experts, the titles of senior experts and expert engineers. The senior chief experts will be at the same level as the company's top managers, that is, Wang Zhendong's level. In terms of salary, he will be the absolute number one. Now Wang Zhendong
His salary is one hundred thousand yuan a year.
Of course, Wang Zhendong is still a shareholder, and he actually does not need a salary, but the salary at his level is so high now, and there will be people who will reach his level in the future.
The level of senior experts is equivalent to the company's top managers, that is, Jun Song, Lin Hai, and He Tao. Their monthly basic salary is more than 2,000 yuan. With performance bonuses, they can earn 40,000 yuan a year.
There are many, quite attractive. There are also expert engineers, who reach this level will receive a monthly salary increase of 30% as a subsidy.
On the one hand, their wages will be improved. They will also hold equity and enjoy the rights of shareholders, that is, dividends and voice. Then they will become the masters of Norinco. Of course, this is only for core talents.
Liu Lang noted that this policy will be implemented within two years. Two expert engineers will be selected every year, and there will be five candidate expert engineers who will be qualified to select senior experts.
Every two years, one senior expert and three candidates will be selected among four expert engineers and ten candidates.
When the total number of senior experts and candidates exceeds five, a chief senior expert will be selected.
All workers can participate in the selection of expert engineers. It mainly depends on your technical level, which is the primary condition, accounting for 60% of the selection. It also depends on your contribution to the company, which accounts for 100%.
Forty points, which greatly stimulates employees' desire for self-improvement.
Liu Lang considered it very carefully. He knew that the first batch of workers and college students were not equal, and there was a natural gap between the two. Therefore, the selection process should be conducted separately, with each party receiving 5 percent.
The quota of ten is like giving the first batch of workers a chance.