The Ten Major Entrepreneurs In China (Next)

Wang Hai: well done the people's war in the commercial war, 1941 was born in Weishan County of Shandong province.

In 1965, he served as deputy instructor with the Chinese people's Liberation Army's aid to Vietnam, and pferred to Qingdao in 1971. He was formerly the party secretary and director of the nine rubber factory in Qingdao. In 1992, the Qingdao double star group was established as the Secretary and chief executive of the Party committee.

Wang Hai was born in a farmhouse on the lake side of Weishan in Shandong. When he was young, he insisted that 108 of Liangshan would be 109.

Someone asked him what he was doing when he grew up.

He said he was a general.

In May of 1960, Wang Hai, a technical worker of Qingdao rubber six factory, got his wish and became a soldier.

For a variety of reasons, Wang Hai did not have a dream of generals. After 20 years, Wang Hai became a Chinese "market general".

Wang Hai and Wang Hai pointed out the momentum of a soldier in the chest: "we must fight the war of people in the commercial war through all staff innovation, so we will be invincible."

Wang Hai told reporters excitedly: "fighting the people's war in the commercial war is a new exploration, a new breakthrough and a new development in the management of enterprises in the war of Commerce, drawing on the theory of Mao Zedong's people's war.

A profound understanding of this important theory of enterprise management is of great practical significance and far-reaching historical significance for promoting the "four pillars" of the two stars and the development of seven industries.

Wang Hai, as early as the early 80s of the last century, put forward "market as battlefield, competition like war", led the double star people to fight at the forefront of the market, and continuously summed up a series of business management theories, such as "ruthless discipline and emotional leadership", which are flashing military thinking.

The enterprise management theory of "full staff innovation and the people's war in the commercial war" is another breakthrough and new development of double star management. It is a useful exploration to guide the modern commercial war creatively by using the wisdom of Mao Zedong thought.

Wang Hai said that the reason why the Chinese Communist Party was able to win the revolutionary war was that Mao Zedong's macro strategy was understood and accepted by the people through various powerful propaganda tools, thus mobilizing and organizing thousands of Chinese people and fighting the people's war.

It is the correct application of the strategy of the people's war that we rely on the broad masses of the people to win the victory.

Wang Hai is well versed in this strategic thinking. He believes that market entrepreneurs must be equated with generals in the war years. In a sense, the market that can not see the smoke is more cruel than the smoky battlefield, because it can not find anyone to raise their hands when they are defeated.

Therefore, modern business war can not be defeated.

With the fierce competition in the domestic and international market, Wang Hai made a great strategy of "the position is the market, the competition is on the machine platform and the whole staff is innovating" in the strategic vision and super military wisdom of the international and domestic market, and launched the "people's war in the commercial war".

Wang Hai admitted that this strategy is just to see the huge energy and "nuclear potential" of the employees in the commercial war, which can not be underestimated by the "nuclear weapons" in the business war.

Sun Guangxin, who graduated from the Liberation Army Auto Management Institute and the Xi'an army college, served as the instructor of the Urumqi army college.

In 1989, Urumqi Guanghui industry and Trade Co., Ltd. was founded after changing jobs.

He is currently the chairman, general manager and Deputy Secretary of Xinjiang Guanghui enterprise (Group) limited liability company, chairman of Xinjiang Guanghui stone Limited by Share Ltd.

When you meet Sun Guangxin, you can still feel the soldier's integrity and the wisdom of the army officers.

He once said that 10 years in the army is the most important and valuable part of his life.

In military career, he inadvertently developed the temperament and style of military personnel.

"For the military, there is no hard nut to crack," he said.

Only when we fight the weakest, can we win.

Whether shopping mall or battlefield is the same.

Sun Guangxin admits that this concept has become the most fundamental and fundamental thing throughout his future business.

Sun Guangxin believes that his success is not a matter of luck. He said: "since ancient times, there has been no pie in the sky. There is an effort to give a reward. I am a soldier. From a combat perspective, when we are going to complete what tasks, we should first look for its weak links.

For example, to break a fort, I must find a combination of Fortress structures. This combination must be its weakest point. That is my main direction of attack. As long as we pinpoint this point, we will be able to take it down.

In the early 1990s, Xinjiang had a traditional concept that it could not deal with private enterprises. Under such social background, it was difficult to cooperate with other enterprises to make their enterprises develop faster.

At that time, Sun Guangxin had just started an enterprise in Xinjiang and was still in the initial stage of his career. He swore, "I must use three years to let Xinjiang accept me."

Sun Guangxin once saw the advertisement of Liuzhou excavating loader factory on Xinjiang TV station. She thought that this company would like to occupy Xinjiang market. Their weakness is that they are not local enterprises, and the sales channels are hard to open.

On the second day, Sun Guangxin knocked on the door of the factory in Xinjiang and found Wang, director of the office, and handed in his business card.

Director Wang took his business card and looked at it without looking at it. He threw it on his desk and didn't take it seriously. Sun Guangxin was not discouraged. He said: "although our company has just been established, I am a member of the party, an officer, and have worked hard. And I am a native of Xinjiang, and I am familiar with Xinjiang.

These are all good for sales. "

Eventually, the deal hit the nail on the head.

Later, Sun Guangxin signed the contract with the Qinghai bulldozer factory in Xinjiang in the same way.

This soon won sun's first pot of gold in the desert.

Sun Guangxin recalled his own history of Entrepreneurship: "my generals dream has not been realized. I have complained and lost, but my success in the market has largely benefited from my ten years of military life."

Sheng Yunlong: the good faith "dragon" in Northern Zhejiang was born in Lianshi Town, Huzhou, Zhejiang. After being retired from the army, he was appointed director of a small township factory which was on the verge of collapse. Now the enterprise has become a national group with 890 million assets.

At present, the chairman of the Zhejiang Yi gold enterprise group has been selected as the ten outstanding young people in Zhejiang province. In recent years, it has helped more than 20 enterprises in poor areas, and is praised as "the pride of Chinese soldiers".

18 years ago, he was only an ordinary retired soldier in the countryside of Northern Zhejiang. But now, his head is surrounded by a string of attractive Titles: the national excellent veterans, the excellent township entrepreneurs all over the country.

His growth has attracted the attention of the three ministers of Defense: admiral Zhang Aiping is pleased to write an inscription for him, and Admiral Qin Jiwei inscribed himself for his business. Chi Haotian admiringly praised him as "the pride of Chinese soldiers".

What is the source of your success?

In the face of reporters' questions, he smiled and said two words without hesitation, "honesty".

Indeed, the idea of "honesty" implanted by troops is his "killer mace".

In 1985, he was 23 years old, and he left the military camp in Northern Jiangsu with 650 yuan demobilization fee.

After returning to his native land, he was appointed to be the director of a small knitting factory in the town which had been losing money for years.

The first business he took over was an export garment worth 1 million 200 thousand yuan.

When the partner looked at the old machine in the factory, he anxiously asked Sheng Yunlong if he was sure that he would take his chest firmly when he finished the 40 day: "I swear, no problem!"

Without funds, Sheng Yunlong ran around and raised money everywhere. He had no talent, and he went to visit for five times.

A month later, the promise was fulfilled: the first batch of export garments of the knitting factory was finally exported on time, not only losing the hat of the loss at one fell swoop, but also earning the first "pot full bowl".

Soon, he joined the Hongkong Yong Bang company to set up the Zhejiang multi gold Garment Co., Ltd., so that the company had the "pass" for its products to go abroad.

Since then, he has been more advocating the power of "honesty".

Once again, the wholesalers of the Canadian Far East Company sent a fax to the factory to send the goods they made to Shanghai.

Just as the workers were ready to deliver the goods, Sheng Yunlong suddenly discovered that the goods written on the fax were not in conformity with the original agreed goods, so he immediately ordered: "replace all the goods with the original ones."

Sure enough, it was not long before the businessman called to check the fax, and asked for the goods returned to Shanghai to be returned to the adjustment, and willing to pay a large number of workers' "rework cost".

Sheng Yunlong immediately called back: "rework cost" not one point, and told the other goods have been shipped according to the actual requirements.

The merchant was very moved and thumbs up: "China's dragon is reliable!"

In this way, "honesty" became the magic wand in his hands.

Today, orders from dozens of countries such as the United States, Japan, Italy, Australia, Mexico and so on often come like snowflakes, and the company's business is getting more and more popular.

Sheng Yunlong, a formerly unknown soldier, has finally created an incredible "dragon and four seas" myth in a small town in the north of Zhejiang Province, where nobody cares.

Xu Zexian: relying on 1971, he worked as a squad leader, a platoon leader, a staff officer and a deputy director of the PLA headquarters, a ship political commissar of Shanghai ocean shipping company, deputy general manager of Shanghai Ocean Shipping Industrial Corporation, general manager of Shanghai ocean real estate development and operation company, director and general manager of COSCO (Shanghai) Real Estate Development Co., Ltd.

He is the director and President of Cosco Real Estate Group Co., Ltd., chairman of Shanghai COSCO Huili football club.

Xu Zexian did not talk about "the wind and snow and the moon". He liked the "bayonet" when he was born.

This is reflected in his management of enterprises.

This "death struggle" is closely related to Xu Zexian's experience: born in a military family, both parents are soldiers. At a very early age, they thought that life is to serve the country and do their work well. When they were 15 years old, they were very simple at that time. They thought that to do well in the army was to do their best.

So is Xu Zexian.

In 1995, when Xu Zexian was pferred to industry, he first went to Shanghai ocean shipping company, which was running on ocean going ships, running freighters and running around the world.

After that, Xu Zexian started his business in the business world and entered the real estate industry.

Xu Zexian has developed a company with only 15 million registered capital to a large enterprise with nearly 20 billion assets.

Xu Zexian said: "the biggest feature of our company is to make big things with small and big capital and small capital. But every opportunity has been grasped by us. Every time we have done it successfully, there is no secret in it.

It is a classic to buy the cities.

Xu Zexian recalled that at that time, a total of three points of several hundred million capital, held 68.37% of the shares of Zhongcheng industry, and actually controlled the company.

In fact, for us at that time, the pressure of funds was very great, but we were fighting hard.

The acquisition of the city indicates that our business has opened up the capital market channel, which is a crucial part of the company's development.

In fact, we have entered a framework of a large real estate group, so that the source of our capital and our operational capacity have reached a very big step.

In 2000, Xu Zexian, who had never played football, bought the Pudong football club and personally picked up the Shanghai COSCO Football Club (now the Shanghai international team).

In his own words, shopping malls are like battlefields. Only by fighting hard can we leap and succeed.

(China Economic Weekly) joined the army. "My instructor asked me," why don't you shine your shoes?

I said, "Oh, my shoes are dirty, I have no time to wipe them."

He looked after me in every way, and always tried to teach me something: if you had to take the team up the mountain and write to the soldier's mother that night, don't make any excuses.

If you have to dismiss thousands of employees, there is no excuse.

You should have foreseen what was going to happen and look for countermeasures.

James Kimse, the CEO of American online venture, "my former roommate violated the honor code and I told him."

It's not because I don't care about him; I care deeply about him.

But I know that the principle is even more important than the second opportunities he has been given.

I was 18 years old and I knew my first duty was to stick to the principle of honor.

John Krislaw, President of Compass group, "I have a team of Freshmen in basic training."

I put pressure on them and yelled, like a