DELHI: Enterprise Change &Nbsp; Concept First.

From 8 people. Yueqing County Deluxe switch factory today has 70 affiliated companies, 20000 employees, and a large conglomerate of assets totaling more than 8 billion yuan. In the short span of 20 years, Delhi has created the miracle of economic takeoff and is known as the "Delhi phenomenon". The success of Deli comes from the clear objectives of leaders, continuous innovation and advanced ideas.

Hu Chengzhong's entry into the electrical appliance industry is no accident. Deli The predecessor of the factory was the refinement switch factory. When he founded the Switchgear Factory in 1984, he was still a supply clerk. His professional sensitivity made him realize the business opportunities of making electrical products. It was just a single part, but it didn't bring more competitive advantages. The switchgear plant has gradually developed into an electrical appliance manufacturer. The quantity and quality of its products have been continuously improved. Eventually, it has developed into a large industrial group which is mainly engaged in the production of industrial electricity, and is also involved in hi-tech, mineral energy, integrated logistics, transportation, environmental protection engineering, renewable resources, PE investment and other industries. The creation, development, and development of Deli are in a clear direction, and the trajectory of development is clearly visible.

The continuous development of enterprises depends on innovation, so that Delhi stands out from sustainable innovation and strategic innovation. The development concept of green, low carbon and environmental protection makes the development of enterprises more environmental friendly, more in line with the interests of the development of enterprises and the direction of social development. Attaching importance to talent resources and creating Enterprise brand Mutually beneficial cooperation with business partners is the long-term strategy of deli.

In the speech on innovation, the dean of the Changjiang Business School mentioned that "to really generate disruptive innovation, first of all is the transcendence of vision and thinking. The expansion of thinking space can lead to great innovation. The success of Deli proved this very well. Behind innovation and achievements are advanced concepts and horizons. The malpractice of private enterprises after being enlarged is ingeniously overcome by Hu Chengzhong. He does not cronyism and establishes a modern enterprise system. He also abandoned a lot of private entrepreneurs' "wealth concept" instead of focusing on short-term interests. Instead, they started from the perspective of long-term development of enterprises and changed the concept of "wealth" into "development view". Hu Chengzhong integrated the leader's vision and thinking into the corporate culture and made the concept the core competitiveness of the enterprise.

Yangtze River: in your opinion, where is the core competitiveness of the company, where is the core charm? What are the innovations in the content and the improvement in the marketing operation?

Hu Chengzhong: some people say that a nation without culture is a sad nation. Similarly, an enterprise without enterprise culture is also an enterprise without prospects. Vision determines the realm, and the way of thinking determines the way out. First, enterprise change. First of all, we must have the inherent spiritual drive to lead the enterprise's technological innovation, management innovation, marketing innovation and strategic innovation. In my opinion, cultural characteristics determine the status of an enterprise and the core competitiveness of an enterprise. The development of Deli has benefited from the unique corporate culture.

First of all, we should enhance the value pursuit with the concept culture. In May 1, 2001, comrade Hu Jintao, then standing committee member of the Political Bureau of the CPC Central Committee and vice chairman of the state, visited Delhi in person. He asked us what is the meaning of the name "delichi"? I replied, "virtue is the virtue of reporting to man; strength is the power to create the future; the west is to catch up with the West." Comrade Hu Jintao said cheerfully, "very well, the party and the state need a large number of entrepreneurs with a sense of social responsibility." We interpret "Deli" as "virtue and humanity, and create the future". This concept and values are formed in the course of the development of enterprises.

Surrounded by "virtue reporting human beings, creating the future", Delhi has formed an enterprise concept value system. The concept of value is "let the quality write the dignity of the Delhi people"; the concept of talent is "all rivers and streams, let the dragons fly, thousands of boats compete and send the group to compete for the first place"; the mission is "to provide customers with excellent products and value-added services"; the vision is to build a strong international competitive Zhuoyue enterprise. Enterprise brand, theme idea, value pursuit and so on have been combined into a culture, shaping the spirit of "unity, truth-seeking, innovation and development" and implementing it in the implementation of enterprise strategy.

Secondly, institutional culture is used to standardize corporate behavior. Private enterprises are mostly originated from family businesses. In the early stage of their business, the scale of the private enterprises was relatively small, and the whole family set their hearts together. Enterprises are bigger and the problems are exposed. I advocate giving management to professional managers, but it does not mean driving out the "Founding Fathers". I think the key is to establish a modern enterprise system. We stress "system first, chairman second". Deli set up personnel management system, labor contract system, salary system and many other systems. We also summed up the motto of enterprise management: "your right is to lead a team to make rules scientifically, and your power must be quantified in rules. Your right is to lead the team to enforce rules strictly, and your power can not be above the rules." It is emphasized that everyone is equal before the system. We should really regard the system as the code of conduct for enterprises and form a "rule of law" rather than "rule by man" with institutional culture.

The third is to create an atmosphere of affinity with emotional culture. There is an old saying in China, that is, "win the hearts of the people, get the world". In modern enterprises, tough, autocratic and commanding management style is no longer the mainstream. We take advantage of the culture and infection of corporate culture to win the hearts of employees.

Finally, we must enhance our influence with brand culture. First, we should carefully design the brand image and highlight the personality characteristics. The two is to enrich the ideological connotation of the brand with the concept and culture. We interpret "Delhi" as "virtue reporting human beings, create the future", and integrate this enterprise concept into the brand of the enterprise to inject the soul into the brand. The three is to create a brand reputation with quality products and first-class services. Four, we should actively participate in public welfare activities to enhance the social reputation. Delhi is keen on social welfare and philanthropy. In recent years, various donations have reached over one hundred million yuan. Social reputation has increased the popularity of Delhi and the loyalty of customers to products. The five is to enhance brand influence by participating in major activities. Delisi has undertaken the electrical business applied to the command system of Jiuquan satellite launch center. This business profit is negligible and can be very strict, but we think it is a battle for honor. The company has signed the responsibility form, carefully and strictly, ensuring that everything is safe. Deli helped Shenwu, Shenzhou VI and God seven flying to help Chang'e No.1 around the moon, greatly enhancing the influence of Delhi's brand.

Yangtze River: what are the most different things you do in comparison with your competitors? What do you think is the value of the company innovation compared with the simple product innovation, process innovation and business mode innovation?

Hu Chengzhong: the innovation value of the company is in strategic innovation.

Industrial strategy. According to the changes of internal and external environment, we further clarify the main direction of attack and carry out appropriate strategic adjustment, that is, while consolidating the original industry, we should enhance the three core industries of advanced manufacturing, high-tech industry and energy and mineral resources.

Talent strategy. Human resources are the first resources. We have formulated a series of measures to attract talents, retain talents, make good use of talents, cultivate talents and develop talents, and create a favorable atmosphere for encouraging innovation, understanding and understanding, and talented people coming forth in great numbers.

R & D strategy. New product research and development must have a unique pattern. Deli technology center has been identified as the national technology center by the five ministries and commissions of the country, 4 enterprises have been identified as "high-tech enterprises", the total number of patents has reached 301, and 3 National Science and technology progress awards have been awarded.

Brand strategy. Competition in twenty-first Century has become a competition among brands. Deli has implemented the brand strategy, created the brand by quality, and has been recognized as China's well-known trademark and famous brand product in China. It has won the highest award in the field of quality management in China, the national quality management award.

Co opetition strategy. As the old saying goes, shopping malls are like battlefields. The enemy in business competition is the enemy, and we must defeat it. But now this competition mode is being replaced by a new idea, that is, "competition and cooperation". Competition between enterprises is not only competition but cooperation, competition is a piece of cake, and cooperation is a big piece of cake. The group's more than 70 enterprises, suppliers and marketers are all strategic partnerships. In particular, the joint venture with Schneider, the world's electrical giant, has made great progress in the development of enterprises. Today is the era of global integration. Without cooperation, we can not adapt to the trend of the times.

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Yangtze River: what experience can be shared in the path of enterprise industrialization? What is the relationship between innovation and enterprise success?

Hu Chengzhong: Delhi has led the innovation with the concept of green development. "Low carbon, environmental protection and innovation" is the most important concept of this Shanghai Expo. From Expo preparation to exhibition, we see the general trend of urban development, technological development and industrial development, and understand the path of transformation of economic development mode. To put the Expo concept into the development strategy, deli promptly adjusted the structure and put forward to build up the three core industries while consolidating the original industry.

First, the advanced manufacturing industry. Electric is also the most familiar domain of deli. It has always been the basic industry of deli. The company is in the leading position in the domestic industry, and the resources are strong in all aspects. With advanced management mode and advanced technology, we vigorously develop green and energy-saving products, and build the three major electrical manufacturing bases in Wenzhou, Shanghai and Hangzhou into an internationally competitive advanced manufacturing base.

The two is high-tech industry. Shanghai World Expo park is the largest LED demonstration area in the world. Indoor lighting 80% uses LED green light source, which is 90% higher than that of ordinary incandescent lamps. LED has been recognized as the latest generation of energy saving pacesetter in the world. Deli has entered the field of photoelectric technology, and is building a first-class LED industry research and development base. At present, the equipment has been installed and will soon be put into production.

The three is energy minerals. Delhi has already owned many kinds of nonferrous metal mineral resources, including over 5 billion tons of gas and coking coal reserves, and we are entering the coal chemical industry. We are implementing the coking project with an annual output of 3 million 500 thousand tons and producing clean energy. Also in the construction of Jiaxing Pinghu, Yueqing Liushi garbage power generation project, turning waste into treasure, efforts to beautify the city's human settlement environment.

Yangtze River: how will you carry out sustainable development of enterprises? Will there be more changes in the business model?

Hu Chengzhong: I believe that only by realizing these changes can enterprises continue to develop.

First of all, change from the concept of wealth to the concept of development. Most of the enterprises in China grew up after the reform and opening up. When the owners invested in factories, the main purpose was to solve the problem of food and clothing and get rich. If we hold the idea of making a fortune, we will easily keep the old stall. Enterprises must be guided by short-term interests and unwilling to take greater risks to carry out long-term breakthroughs, so that enterprises will remain at a lower level and a lower level. If enterprises want to persist in long-term and effective innovation, they must change their concept of wealth development into development concepts, run enterprises as a cause, and serve the country with enterprises, so they are willing to work hard to create new businesses. Only by raising the ideological level and focusing on the long-term development of enterprises can we persist in long-term capital investment and knowledge accumulation, experience accumulation, capacity accumulation and social resources accumulation so as to achieve long-term, sustained and healthy development.

Second, change opportunities to win for the strategy. The initial stage of private enterprise's pioneering work is actually a special historical period of "chance to win". With the increasingly perfect market system and increasingly fierce competition, strategic issues have become the key to the success or failure of enterprises.

Third, become a leader in technology. China has abundant labor resources and low labor costs. Enterprises generally rely on flexible market mechanisms and high consumption, high pollution, low added value and low cost extensive operation to achieve rapid development. Most enterprises rely on their cost leadership strategy to seek a foothold in market competition. Because of the lack of deep competition resources such as technology, it is impossible to get high profits and can only be located at the end of the world manufacturing production chain. Technological superiority is the real advantage. As the price of energy and raw materials increases, transportation costs and human resources costs continue to rise, our cost advantage is gradually weakening. We should use the strategic vision to change the concept of cost leadership and grasp the core technology through innovation so as to enhance the core competitiveness of enterprises.

Fourth, we need to change competition into competition. "Competition and cooperation" means competition and cooperation among enterprises so as to achieve mutual benefit and win-win situation. Competition is for everyone to grab a piece of cake, and cooperation is to make a big cake together. Excessive competition often leads to both sides. There are many cooperative enterprises under Delhi, and the principle of our cooperation is that those who cooperate with me will have more interests than I do. Those who have joined deli's semi tight businesses have controlled each other and dispelled their concerns. And multinational enterprises can actually win cooperation. We have strategic cooperation with the international electrical giant Schneider, with each side taking up 50% of the shares and establishing Delhi electric company. The practice of more than three years' operation of the joint venture has proved that the marriage of deli and Schneider is satisfactory. The world's advanced management experience has been fully utilized in Deli electric company, greatly reducing the management cost of enterprises, and the profit margin has increased more than one fold. The tax payment has jumped to the forefront of Wenzhou. After the joint venture, the economic strength and technological strength were greatly enhanced, and successfully resisted the financial crisis. In the past, Schneider was also a competitor of deli, and we also fought a lawsuit, and now we have become a partner in cooperation. From competition to competition, only one word changes, but the result is poor.

Finally, changing business operations into business enterprises. The connotation of enterprise management lies in the management of products, and the operating enterprises include business teams, assets and brands, so as to maximize the economic and social benefits. Product management, brand management and capital operation are all three important factors. The sustainable development of enterprises must rely on a solid foundation, that is, product management and foundation is not solid. At the same time, product operation must be combined with brand management. Only when enterprises establish a good brand image can they accelerate their development. Capital management is the only way for an enterprise to become bigger and stronger, but it must be based on product management, otherwise it is a building on the desert, and a strong wind can blow it down. Doing well in product operation and brand management, capital management can bring multiplier effect to enterprises.