What Did Yin Zhonglong Learn From Napoleon?

        尹鐘龍非常推崇拿破侖，拿破侖曾經說過：“做決定的能力最難獲得，因此也最寶貴。”拿破侖一生做了很多重大決策，有的決策使他戴上皇冠，有的決策卻讓他被流放到厄爾巴島上。尹鐘龍到底向拿破侖學到了什么？

In the eyes of outsiders, Yin Zhonglong's practice of making commercial legends seems to be a commendable management story, such as "sashimi theory", but in the eyes of Samsung insiders, it is the unique experience of Samsung's three years of brand development.

The secret of this secret is that Yin Zhonglong is convinced that the Samsung Electronics born in distress must avoid the death of peace and happiness while maintaining a high sense of crisis.

　　速度經營

Yin Zhonglong has a widely known theory of sashimi.

It means that when you catch high grade fish on the first day, you can get a good price in a first-class Japanese restaurant.

If it is sold again in second days, it can only be sold to a second class restaurant at half the price.

On the third day, you can only sell 1/4 of the price, so in the past, it became "dried fish fillet".

Therefore, before pushing the hot products into the market, they must turn the products into "sashimi" so that they can sell high prices.

However, many people misread the real meaning of it, but just take it as another step forward.

In Yin Zhonglong's eyes, "speed management" is not just a step ahead, it represents a new game rule.

In an interview with Business 2, Yin Zhonglong said, "in the digital age, you can expand the product line indefinitely", but the key is how to keep the agile skills while increasing the volume.

In the era of simulation, knowledge and technology accumulation and diligence are the way to win; in the digital age, the most important thing is innovation and speed.

At the executive level, the "speed management" based on strategy is refined into the "four first principles" of marketing strategy, that is, finding the initiative; taking the lead in obtaining the technical standard; the product being the first to put on the market; and taking the lead in the global market.

Most importantly, Yin Zhonglong wants all managers to turn this speed into higher business profits and lower production costs.

In the digital age, the life cycle of products has also been shortened, and Samsung has made corresponding adjustments in the process of implementing the speed management strategy.

"It is not enough to accelerate the pace of technological research and development. We must speed up product development and supply chain simultaneously.

To this end, Samsung has put forward a "value innovation" plan, which aims to coordinate all aspects of product development, production design and market launch from the very beginning, which will help to implement the speed management in an all-round way, "Yin Zhonglong said.

In addition to speeding up internal processes, Samsung strongly emphasizes zero inventory.

Samsung has also made great efforts in reducing inventory. In order to speed up the connection between marketing and production, Samsung has developed the supply chain management system (SCM), and has carried out the construction of customer management system (CRM), enterprise resource management system (ERP) and product information system (PDM).

The average stock time of Samsung decreased from eight weeks in 1997 to three weeks in 2002.

Turning to zero inventory, Samsung Electronics Digital Printing Division executive Li Changzai said that the digital printing department has two ways to achieve it. First, through the SCM system, whether in China or in Korea and other places, where there is stock and inventory, we can monitor that there will be an early warning mechanism. On the other hand, software is concerned. The staff of the entire printer division are paying great attention to the concept of appropriate inventory, and we have done a good job in training in this area.

Samsung's "speed management" also has a secret weapon -- the "black box" in the manufacturing process.

From a dreamy concept product to a fast cutting mass market, we must have the same advanced production system as the support.

Samsung has deployed a "black box" in the manufacturing process, which contains its cheats in production technology and processes.

This "black box" is the Samsung electromechanical manufacturing center, which is the executive vice president of Samsung Electronics, Ji Oh Song. Its role is to provide an advanced overall solution for Samsung's semiconductor, mobile phones and other electronic products.

In order to meet the inevitable era of unmanned operation, Samsung electric and mechanical center has spent a lot of efforts in core technologies such as plant design, assembly, inspection and intelligent robots, so as to establish a customer-oriented production process and value oriented production management mode for Samsung.

"If we break away from manufacturing, we will lose no doubt," Song said. "Advanced manufacturing technology" has generated great productivity and created long-term competitive advantages for the company.

Reasonable allocation of R & D activities in accordance with manufacturing and production conditions is very important for rapid acquisition of market opportunities.

This does not mean that Samsung will abandon outsourcing, or lose its original advantage in the outsourcing process.

Samsung Corp believes that the continuous improvement of manufacturing processes while integrating suppliers is the winning way of many manufacturing leaders such as TOYOTA and DELL, and Samsung follows a similar strategy.

In a speech, Ji Oh Song pointed out that companies that attach importance to the manufacturing process often succeed and occupy the leading position in their respective industries, and "no one can copy their models".

In the manufacturing sector, Samsung has positioned itself as a supplier of manufacturing solutions. On its various product lines, Samsung performs the strategy of digitalization, customization of production equipment and development of unique product technologies.

　　準軍事化組織

It is emphasized that the "speed management" of Samsung has a hierarchical and complicated organizational structure. There are more than a dozen levels from ministers, vice presidents, heads of departments, executive affairs, special affairs to presidents, and presidents. Are they contradictory?

Samsung solved this contradiction with a unique Asian model.

Last year, the Kee Young Kim of Korea's University of Korea and the two professors of Seongjae Yu of the Korean Academy of management published a report on the competitiveness of Korean enterprises. It pointed out that Samsung's management is a combination of Japanese and American management methods, which are characterized by the uniformity of personnel, loyalty and process optimization of Japanese companies, and the integration of the American style of strategic planning ability, decision-making organization and rapid decision-making.

Therefore, although Samsung is still dominated by chaebol, like most Korean businesses, its decision-making process, especially when faced with risks, is much faster than most of the domestic and foreign counterparts in Korea.

Samsung Electronics manufactures a new semiconductor factory. It usually takes only 18 months, while a Japanese enterprise takes 36 months.

In the view of some Samsung employees, the organizational structure of Samsung Electronics is somewhat similar to paramilitary organization. Although the hierarchy is strict, it prohibits enforcement and performs very fast.

Plus most of the Korean people have to do military service, which adds military color to this organizational culture.

In fact, in Samsung's overseas branches, the real power is basically Korean. Even in China, most of the important positions such as production and sales are controlled by Koreans. It is difficult for outsiders to understand this unique DNA..

Gen Gi Khan is such a fast implementation culture teacher, has been highly praised by Samsung Electronics former Chinese President Li Xiangxuan.

Gen Gi Khan's fast mobility capability coincides with the "speed management" advocated by Samsung Electronics.

In the view of Samsung's internal staff, there is a lot in common about the execution culture of Samsung Electronics and Gen Gi Khan's military organizations.

First of all, rewards and punishments are clear.

Gen Gi Khan is very conscientious to ensure that soldiers get their share. Samsung Electronics also emphasizes rewards and penalties, and employees will improve very quickly if they perform well.

One of Samsung's human resources management is: "no punishment for staff failure, only those who lack morality, injustice, dishonesty or drag others' back will be punished."

However, if the performance is not good, there will be corresponding demotion.

For this kind of execution culture, Li Changzai, executive director of Samsung Electronics Digital Printing Division, said: "this level exists not only in Samsung but also in other companies.

The question is whether each level of promotion is based on what kind of standard, whether it refers to different years or ages to upgrade employees.

Like Samsung Electronics, if you have the ability, of course, you must have a basic number of years, and if approved by the company, you can break the promotion.

Under such circumstances, employees' enthusiasm can be greatly improved.

This will help speed management. "

Next is performance oriented.

The idea that performance is king has made Samsung's attack very pure. Its performance is not only a matter considered by the sales department, but will also be controlled and encouraged from R & D, production, manufacturing and market segments.

Yin Zhonglong has established a system of employee bonuses directly linked to the company's benefits and distributed options to senior executives. So far, Samsung has allocated 4% of its shares to 900 directors in the group, while Yin Zhonglong has stock options worth $40 million.

The third is the ability of networking.

In thirteenth Century, the Mongolia army used the means of command, light, smoke, flag and other network means to maintain smooth information.

Samsung has streamlined information flow through complex networks such as supply chain management system (SCM) and ERP system, so as to improve the speed of decision making.

In SamSung China, middle and top managers can see the business data in real time in a special system, which products sell well, which areas sell well, and where stocks are serious, so that they can be processed quickly.

One detail reflects the style of this paramilitary organization.

For example, Samsung employees even have a game called "loyal wine". In order to express their loyalty to their superiors, they even put socks and shoes into the wine tank, and then drink this "loyal wine" to the top of their superiors.

This culture makes the execution of Samsung Electronics unusually resolute and fast, but some management people also doubt that there are some disadvantages in this culture: one is that there are too many collectivist spirits, and the relationship between power and responsibility can not be understood; two is a kind of obedience and loyalty, which is not conducive to the creativity of the staff; and the three is the strong Korean color hinders its internationalization step truly towards the world.

The author of blue ocean strategy is money.

Kim once gave Samsung Electronics the case of "blue ocean".

For Samsung Electronics this practice: "blue ocean" strategy + "Red Sea" implementation, money.

Kim said in an interview that Samsung's future is important not only to continue product innovation, but also to change processes and personnel.

　　如臨深淵的危機意識

In early 2006, in a letter to shareholders, Yin Zhonglong pointed out that Samsung has "pformed from a world-class company into a world-class company."

Subsequently, Yin Zhonglong emphasized the importance of maintaining "crisis consciousness" in his letter.

"Some people call Samsung's success" a miracle ". However, our employees should focus on what can be done and what should be done next, instead of yesterday's brilliance.

Yin Zhonglong tried to describe the crisis more clearly. He pointed out that Samsung used to play the role of pursuers in the industry, playing "catching up" other people's games, so not only full of enthusiasm and will, but also very clear goals and methods.

The triumph in the past has also benefited from this.

But now it is precisely because Samsung has become a leader, the situation has changed, Samsung faces the challenge of opening up unknown areas, and where to go in the future, and how to go on it must be entirely decided by itself.

"All staff must remain original enthusiasm and willpower to meet future challenges. The future is not created by prophecy, but created by us."

When Samsung Electronics is in the ascendant, it is difficult for people to feel the same understanding of "crisis consciousness".

Yin Zhonglong's "crisis consciousness" comes from the painful experience brought by the financial crisis in 1997.

At that time, Yin Zhonglong looked anxiously at the expansion of part of the bad assets overseas, some of the industrial deficits occurred, and he was determined to lay off the 30%.. Now, the crisis consciousness has become a topic of Samsung's "Annual Lecture, monthly talk, daily talk", and has become one of the theme of many Samsung's high-level lectures.

But it is not Yin Zhonglong's original intention to talk about crises in crisis.

His real intention is to regard "crisis consciousness" as the engine of "speed management".

On the one hand, by instilling "crisis awareness", we should strengthen the entrepreneurial consciousness and innovative spirit of employees and keep the passion of running.

On the other hand, we should establish a sense of precaution.

In Yin Zhonglong's view, if you want to stay ahead, you have to be prepared before things happen.

This is also an important reason for Yin Zhonglong to take Napoleon as an example. "When Napoleon was still at the military academy, she was familiar with the geography and history of Europe, and made a good foreshadowing for her later expansion in Europe.

Such a rainy day attitude is admirable. "

In the management of technological attraction and innovation, Samsung adopted the method of crisis management.

For example, R & D personnel will receive a deadline for completing their tasks while accepting a task. In addition, two working groups will be set up at the same time in Korea and Silicon Valley in the United States to carry out work on the same task. The two groups will cooperate with each other, greatly speeding up the speed of digesting and attracting the imported technology by Samsung Electronics, and ensuring the success of crisis management.

　　尹鐘龍的管理天條

Ask Samsung manager what Yin Zhonglong can not offend, a more similar answer is: do not allow to do nothing related to the main business.

For example, Samsung Electronics invested in real estate business overseas in the early years. After 1997, Yin Zhonglong banned this investment by a ban, and stipulated that Samsung Electronics overseas company should not buy land cover.

A little-known example is that the investment building of the SamSung China headquarters located in Beijing's Tai Bei kiln was originally called Samsung building before it was built, and later it was banned by the ban.

Yin Zhonglong emphasized the strategy of "choice and concentration".

That is to say, the selected market must get the best market position in the industry, otherwise, it will withdraw.

Samsung announced that it will achieve the 20 products in the world in 2010, which is the embodiment of this strategy.

However, Li Zongxi also pointed out that the first thing Samsung emphasized is not absolute concept, but relative concept.

"We do not make the first comprehensive product line. Instead, we choose one or two high-end products to become the number one in the world.

For example, TV is not the first choice in the entire TV series, but the focus is on LCD.. In communications, we focus on 3G products and mobile entertainment.

Printers, mainly choose color printers, multi-function printers and so on.

Another core of the strategy of "selection and centralization" is positioning high-end.

In the Chinese market, almost all Samsung products are cut from the top end.

Analysts have pointed out that many Samsung products have more functions than rival products of the same type, so that Samsung can lift the price of 30%. high price ingenious lies in "creating a high-grade image, which in turn stimulated sales", the most obvious example is mobile phones, notebook computer and so on.

　　而三星的高價策略，除了戰略上的努力，也有機遇的成分。三星電子前任CMO金炳國總結道，“數碼科技創造出了一個全新的產品區域，這個機會加上我們積極向上的策略，是我們品牌快速躍升的主要原因。”