Liu Chuanzhi: Not Playing Politics And Playing Capital

The entrepreneurs who were more fire than Liu Chuanzhi disappeared one by one.

It is the few remaining, and it is hard to generate hot spots.

Liu Chuanzhi is an exception.

The entrepreneur elder is now talking more about how private capital turns the ugly duckling into a Golden Phoenix.

From the businessmen who produce and sell products to venture capitalists specializing in the production of "good companies", Liu Chuanzhi quietly completed the fundamental pformation.

Liu Chuanzhi, who has been buying the IBM global PC business and integrating it with many years, has taken the lead in Lenovo's investment bank for many years. It is no longer the nine character scriptures of "strategy, team building and team building". It is not the thing that people can not endure when they go through swamps, and hide the dark course of mind that common sense should not hide.

A brand new vision and theme has occupied the heart of the Chinese Entrepreneur: introducing strategic investors, pforming the corporate governance structure, adjusting the incentive mechanism and decision-making mechanism, selecting the right talents, strengthening the strategic planning and execution capability of enterprises, improving the management philosophy, process management and cash management level, optimizing the capital structure of enterprises, and improving the return rate of shareholders.

After the pformation of Liu Chuanzhi, the story of the pformation of Chinese glass by Liu Chuanzhi's relaxed face is a fresh footnote from the successful pformation of industrialists to investors.

As a young man with academic aspirations, Liu Chuanzhi has a relaxed, confident and focused smile on his face.

A 20 year old youth ran to Liu Chuanzhi, who was walking down the podium, asking for business cards. Liu Chuanzhi handed them out and asked, "what's your business card?"

You haven't given me my card yet? "

The young man who could not get the card was inexplicable. He felt the equal relationship between Liu Chuanzhi and his long standing leader.

This young man has no idea. This kind of approachability is the most important weapon for capital to establish connections.

The will and thinking of capital have merged into Liu Chuanzhi's blood.

He is especially skilled in dealing with officials, and sits very close and close.

Of course, he did not talk to them about computers and PE. He could always cut into the concerns of officials and discuss with him, so that officials could feel that he had talked with his famous person.

Many business leaders met with Liu Chuanzhi for the first time, and they could create a sense of intimacy and decided to do business with Lenovo investment or Hongyi investment.

In the new perspective of capital balance, the capital reaction is so strong that Liu Chuanzhi's chemical reaction is so intense that in the past, Chinese masters of technology had become a capital master of flexible means.

While Lenovo bought PB computers in Lenovo Group, Lenovo Holdings Holdings Limited.

After the completion of the equity pfer, Lenovo holdings will be reduced from 47.43% of its original holdings to 17.83%, while the proportion of Digital China's CEO Guo Wei shareholding has increased from 0.10% to 10.29%.

Guo Wei completed the role pformation from professional managers to large shareholders.

Obviously, this is the application of Liu Chuanzhi's private capital to introduce new shareholders, adjust governance structure and business structure logic in Digital China.

After the acquisition of IBMPC by Lenovo Lenovo Group, there was a great imbalance between Yang Yuanqing and Guo.

The comparison of pay has happened in the sky and underground.

From the 2006 ~2007 fiscal year, Guo Wei received a total of HK $8 million 192 thousand in salary and dividends in the fiscal year, while Yang Yuanqing, the "brother" of his status, earned a total salary of HK $21 million 750 thousand in the ~2006 fiscal year of 2005.

This borrowing capital bridged the income gap between the two.

In an interview with reporters, Liu Chuanzhi said that the change of digital stake in Shenzhou is the initiative of China Digital and Legend Holdings based on the long-term development of the company.

The "active arrangement" here has far-reaching implications.

In Liu Chuanzhi's mind, Lenovo is always a big family.

Liu Chuanzhi has always believed that Guo is a real tiger. This time he put wings on a real tiger to make himself a master.

A generation of Chinese entrepreneurs who started business together with Liu Chuanzhi, most of them did not have a tiger, but they did not think of a tiger.

Zong Qinghou, the chairman of the company, general manager and deputy general manager, shouldered a trusted team for more than 20 years.

Most family businesses are not in line with international capital, nor have they introduced modern corporate governance structures. As a result, they can only become slaves to their own abilities and work for more than ten hours a day, so they dare not hand over the company to others other than their children.

But they can not avoid natural rings, they gradually grow old, but no successor.

The people of the world are able to improve their judgement by contacting the world, so that they can see things clearly.

Lenovo's Liu Chuanzhi came out in a way.

In order to train successors, it is better to sacrifice some short-term interests of enterprise development and dismantle the entire group to two, so that the tiger can have a space to drop.

He always pays close attention to the situation of tiger, giving wings to his wings, giving power to power, giving equity to equity.

An enterprise has grown up, and a management team has grown up.

The company has entered a continuous operation.

It is foolish to judge what is wrong with what you do not understand.

This is a common problem of a generation of entrepreneurs who view themselves as intelligent.

To alleviate the crisis of successors, the first step is to pform the foolishness of Liu Chuanzhi as he did.