The Commercial King Of The "Grassroots" Tycoons

Thirty years ago, most of the Zhejiang businessmen were farmers, laid-off workers or even vagrants. Under the pressure of basic survival pressure, they began their adventures from the margins and gaps of the system.

Therefore, in Zhejiang businessmen, we can find the characteristics of five Entrepreneurs: adventurers, capitalists, innovators, managers and managers.

Over the years, Forbes and Hurun launched the list of rich Chinese mainland, ranking the first in Zhejiang.

So, some people say that Zhejiang, which has always been known as "the land of fish and rice and cultural relic", should now add a new title of "boss hometown".

The backbone of Zhejiang's economy is not the monopoly of state-owned enterprises, nor pnational corporations, but private enterprises.

A large number of national entrepreneurs came out of the small villages of Zhejiang.

On the land of Zhejiang, Alibaba is also one of the most creative Internet Co in the world.

Ma Yun, Ling Lanfang, Xu Guanju, Zou Guoying, Zong Qinghou...

They analyzed their experiences and found that most of them came from "grass roots".

In the early stage of their business, they did not have the help of the "magnate", and the start-up capital was even less.

It is precisely these "grassroots entrepreneurs" that make Zhejiang the "resource small province" with the per capita resource comprehensive index ranking the third in the country, becoming the fourth largest fortune GDP Province in the country.

Nearly 90% of Zhejiang businessmen's "grass roots" came from a large hall decorated with exquisite halls at the headquarters of the Chuan Hua group. It was a "mascot" of the group.

In 1986, the 51 year old Xiao phosphate fertilizer factory, which had lost his job, was laid off. Meanwhile, his 25 year old son Xu Guanju suddenly caught a terrible blood disease - hemolytic anemia, and he owed more than 20 thousand yuan of medical expenses in two months. This is an astronomical figure for an ordinary peasant family.

In order to repay debts, the father and son took the same mentality and decided to do business.

Xu Chuanhua pointed out the liquid soap market, and borrowed 2000 yuan. The father and son manually modulated liquid soap in a large porcelain cylinder, and started a small workshop for producing liquid soap.

At the very beginning, because of the lack of funds, the two sons and sons could only produce at night. During the day, they used bicycles to carry liquid soap to each village to sell and sell raw materials for sale by selling soap.

With the diligence of father and son, the sales volume of liquid soap reached over 33 yuan in one year, and the profit was 30 thousand yuan.

In 2007, the total revenue of the group reached 10 billion 370 million yuan, with a profit of 947 million yuan, ranking 139th in the 500 competitive strength of China's large conglomerates.

Xu Guanju, chairman of the group, was elected vice chairman of the Zhejiang provincial CPPCC.

If you want to design a brand for Zhejiang businessmen, "grass roots" is probably the most vivid symbol.

Most of the well-known entrepreneurs in Zhejiang Province have low starting points: Feng Gensheng, Shen Aiqin, Zong Qinghou, Qiu Jibao, Shi Jixing, Nan Cunhui, Xu Wenrong, Xu Wenrong,

Shi Jixing, one of the senior businessmen in Zhejiang Province, has a college degree, and 7 of them are junior high school or below, and 7 of them come from.

Lu Guanqiu, who was born in a junior high school and got a junior high school education, was 43 years old. He was still pedaling on a tricycle to buy and deliver goods. He sold 2 simple pieces of rubber, 6 yuan of homework, and these simple things for students. Nan Cunhui, at the age of 15, began walking around the streets to make cobblers. Qiu Jibao was Nan Cunhui's colleague at the age of 15, but he went further and made up for the three eastern provinces. Feng Gensheng, after graduating from primary school, he went to Hu Qingyu hall as an apprentice at the age of 14, Pang youth, cattle and cattle for more than 20 years, Chen Ailian, tractors, Chen Ailian, and stall; mare

These "grass roots" of these years were all successful like Xu Chuanhua and Xu Guanju.

Lu Guanqiu, who is a pioneer in business for nearly 40 years, is a well deserved evergreen tree, which is hitting the target of 10 million yuan daily profit in 2009. Nan Cunhui's CHINT group has ranked the top five among the top 500 private enterprises in China.

Before they start a business, they may not find a decent book at home. Don't say "foreign ink". Even "ink" has not been drunk.

But they have the most resilient character, and in the most difficult times, they can find a way out in the thorns.

The "grass roots" business strategy: "one hundred thousand gold," Ling Lanfang, who has no regrets, will be considered a beautiful woman by name.

In fact, he is an iron fist man, the chairman of Huzhou silk road group and the successor of Nanxun silk merchants.

In the 90s of last century, Ling Lanfang made a stupid thing that many people didn't understand.

Ling Lanfang has just been in business for just a year, and has suffered a disaster.

At the beginning of 1994, due to foreign businesses' default, the company imported 5200 tons of channel steel to arrive late, which coincided with the national macroeconomic regulation and control. The steel price dropped to 2000 yuan per ton from the import price of 5000 yuan per ton.

The entire business plus interest loss is nearly 20 million yuan.

In April 21, 1995, one of the company's coal vessels was sunk near the Zhoushan archipelago and 12 crew members were killed.

The two accidents resulted in a loss of nearly 30 million yuan, and nearly half of the key employees left the company. The small company has only 21 people, and the average debt is 1 million 500 thousand yuan.

At this time, the company still has 32 million yuan loan from the bank. Should the bank's money be returned?

Because Ling Lanfang's company was a wholly state-owned enterprise, he encountered a loss that could not be resisted by external forces. Under the then system, it was a common practice for the general state-owned enterprises to write off the debt.

However, Ling Lanfang's choice is to repay debts.

He took the lead and spent only 150 yuan a month on the cost of living.

At the most difficult time, the company has only tens of thousands of dollars on its books. When traveling, a few people sleep on the floor with a room.

On one occasion, Ling Lanfang decided to return the 110 thousand yuan loan from the Agricultural Bank of Huzhou. The company had no money on the books, and the 21 of them paid their own money. They looked for acquaintances to borrow money and collected 110 thousand yuan loans.

When Ling Lanfang chew his teeth and lose 32 million yuan of debt, he received a notice from his superiors that the company and the bank were state-owned enterprises, and the remaining debts were "write off", and some state-owned enterprises had already done so.

But Ling Lanfang insisted that the bank's money must be paid back.

Second days early in the morning, he rushed to the Construction Bank and the Agricultural Bank on top of the pressure and made a statement: as long as I Linglan Fang was alive, he would certainly clean up the bank's money.

In 1999, Ling Lanfang finally earned the first 10 million yuan. On the day of the contract, the first thing was to call the Construction Bank leader with a mobile phone. "Thank you for your trust and support over the years. My Ling Lanfang has stood up and can repay your 8 million yuan debt."

There are still the simplest "commitment" complex in the bones of the merchants of Zhejiang Province.

In modern enterprises, honesty is the most long-term investment. It can win valuable reputation for a brand and get the best return.

It seems that the simplest is often the best.

In the era of globalization, will the "grassroots" Zhejiang businessmen be marginalized?

Because of the low level of culture, the "grassroots" Zhejiang businessmen have been criticized as "low" and "backward".

Some people question whether these grassroots businessmen can continue their success on the stage of globalization.

Ma Yun, the "grass root" Zhejiang businessman, played his own "grassroots" advantage - dare to think others dare not think of things, do what others dare not do.

When the market was still "desert", it would not survive to grow trees directly, and grass was the best match with the environment.

Ma Yun is looking at this "desert" business opportunity, not to climb the rich and powerful "big tree", but to timely foster the growth of "grass" and serve the small and medium-sized enterprises.

In the end, under the protection of Alibaba's wings, the small and medium-sized enterprises sold the "made in China" to the whole world.

In turn, small and medium-sized enterprises have also made achievements in Alibaba.

In the autumn of 2007, Alibaba Network Co., Ltd. was successfully established in Hongkong IPO, creating the biggest miracle of China's Internet.

In the 18 year and 500 thousand yuan, the network workshop became the largest online B2B trading website in the world eight years ago. When that year, the ordinary scholar selling yellow pages became a world-famous entrepreneur.

Alibaba has become the "Chinese experience" of the Internet industry. As a unique case, it has been written into many well-known business schools textbooks: it is successful by supporting small and medium-sized enterprises, only Alibaba, whose business model is world wide.

The largest commodity distribution center in the world, Yiwu Commodity City, and the world's largest e-commerce website Alibaba, are both in Zhejiang.

The success of Ma Yun and Alibaba is essentially different from the success of the "grass roots" traveling salesman in Yiwu that year, but Ma Yun and Alibaba are more modern.

However, "grass roots" came into being, but Zong Qinghou, who was brilliant for a while, failed to play in the world market for many years. He finally gave up his years of effort and waver.

Failure is also due to the disadvantage of "grass roots": it is not proficient in the rules of the game in the world market.

From the perspective of entrepreneurs' growth, in sixteenth Century, entrepreneurs were adventurers; in seventeenth Century, entrepreneurs were managers; in eighteenth Century, entrepreneurs were capitalists; in nineteenth Century, entrepreneurs were managers; in twentieth Century, entrepreneurs were innovators.

In the thirty years of reform and opening up to the Zhejiang businessmen, the development history of their thirty years is the concentration and concentration of the development history of the western enterprises in the past three hundred years.

Thirty years ago, most of them were farmers, laid-off workers or even vagrants. Under the pressure of basic survival pressure, they started their own adventures from the margins and gaps of the system.

Therefore, in Zhejiang businessmen, we can find the characteristics of five Entrepreneurs: adventurers, capitalists, innovators, managers and managers.

In the turbulent world market, it is still unknown whether these "general practitioners" in Zhejiang can go far.