Inamori Kazuo: Chinese Enterprises Should Learn To Return To Their Origin.

If there is one person in the history of modern Japanese enterprises who has particular observation and Enlightenment on China, it should be

Japan has many hundred years of chaebol enterprises, by monopolizing some industries, to develop into the world's top 500, these Chinese are already very familiar with.

But it is not easy for Inamori Kazuo, KYOCERA's small ceramic enterprise, to build the world's top 500 after World War II, and to remain invincible in the fierce international competition.

After KYOCERA, the company founded the second telephone company (KDDI) in 1984, competing in the telecommunications industry with the state monopoly enterprises, and bringing a private communications company to the world's 500 force again. This is not even easy.

After becoming famous and returning home, in 2009, rice Sheng, the Democratic Party of Japan, was in charge of bankrupting Japan Airlines. After a year, the operation of JAL has greatly improved.

Not long ago, when Inamori Kazuo visited China, he received an exclusive interview with this reporter. He talked about him as the only surviving "business saint" in Japan. The other three were Konosuke Matsushita, SONY founder Akio Morita and Honda founder Soichiro Honda.

An ambitious entrepreneur must consider the vision of his employees.

There are 600 SMEs in Japan, and few of them can grow to the top 500 in the world.

In 1959, Ina Mori founded Kyoto Ceramic Co., Ltd. (later KYOCERA Corporation), and developed many precision ceramic products independently.

"During the second years when the company was founded, ten people raised their wages, otherwise they would resign.

I talked with them for three days and three nights.

Inamori Kazuo told reporters about the history of entrepreneurship 50 years ago.

As a small enterprise, the market has not yet been developed, the manpower is not enough, the capital turnover is difficult, and most of the employees have to leave again. For the 30 year old rice Sheng, it has almost fallen into a desperate situation.

The negotiations talked about the company from home to the company.

"I am the boss, but I never thought of coveted personal interests here. I am the first to work hard to make a company that we all feel able to stay here permanently."

Ina Mori said.

With this kind of toughness, he finally kept the staff.

But it is far from enough for the boss to let the workers eat their meals. He needs to satisfy his employees' desires in two aspects: material and vision.

Ina Mori later concluded that an entrepreneur must consider how to meet the needs of employees in vision, otherwise it will be difficult to grow into a big business.

Clear goals and sharing the fruits and joys with employees after achieving their goals play a very important role in the operation of rice.

"We set the marketing target at 100 million yen. Once realized, the whole company traveled to Hongkong, which greatly stimulated the fighting spirit of the staff to achieve their goals."

Ina Mori said.

You know, in the 60s of last century, traveling from Japan to Hongkong has a similar incentive value to let Chinese employees travel to the United States.

After the Kyocera Corp grew into the world's top 500 enterprises, rice began to seek a bigger undertaking.

In 1984, he founded the second telephone company (DDI, later KDDI), and began the hard work of breaking state monopoly in communications.

At that time, Japan's communications had been extremely monopolized. Relying solely on the power of private enterprises, rice Sheng had produced a new world top 500 enterprise, becoming a rare private enterprise in Asia that challenged and ultimately won the monopoly power.

After the success of KYOCERA and KDDI, rice Sheng returned home in 1997 at the age of 65, and shone in the Yuan Fu Temple near Kyoto, no longer directly involved in business operations.

{page_break}

Amoeba management reform of JAL

Inamori Kazuo's romance seemed to have been successful.

But in 2009, Inamori Kazuo unexpectedly returned to the mountains and took over a bankrupt "state-owned enterprise".

At that time, the Democratic Party of Dang Sheng Li became the ruling party. The party seized the debt Laden "mess" left by JAL during the LDP's ruling period.

Japan's largest Federation of entrepreneurs refused to accept the offer. At the age of 78, rice Sheng finally returned and became chairman of Japan Airlines in February 2010.

Inamori Kazuo recalled to our reporter that when he first arrived in JAL: JAL was originally a state-owned enterprise, and the retired government officials came here to be an official.

More than 50 thousand JAL staff had been eating "big pot" before February this year.

"When I arrived at JAL, I saw that most middle and senior managers were not as good as those who sold vegetables in the streets.

Those who sell vegetables also know that the wholesales in the morning are sold all at night, and they are charged once a day, but there is only a stupid account. They do not know who is creating profits for the enterprises, nor do they know why they have been losing money for so many years.

Ina Mori then launched his own amoeba management law.

Amiba is a tiny cell and exists independently. After becoming a big enterprise, KYOCERA still keeps every organization in small groups in order to avoid bureaucracy and so on, so as to maintain its contingency and viability.

He recalled: "after I entered the JAL, I told you that we should do our work conscientiously and start the reform of the consciousness of middle and upper level cadres. Bureaucracy is not going to work. We need to work hard. If the enterprise goes bankrupt again, the country will never come to save us again."

It is the first step of Yexing to reorganize Japan Airlines to withdraw from unprofitable routes and allow redundant staff to go home.

16 thousand of the 50 thousand staff members need to be retreated, especially some pilots and flight attendants.

"We can't increase sales at the moment, but at least we can reduce expenditure immediately."

The company must do this.

The unnecessary expenditure has been rapidly reduced, and the operation effect of the enterprise is appearing quickly.

In the six months from April 2010 to September, JAL gained a surplus of 87 billion yen, an increase of 185 billion 100 million yen compared with the same period.

12 principles are summed up for Chinese entrepreneurs.

Although Inamori Kazuo rarely meets the Chinese media directly, he now talks to entrepreneurs and talks with entrepreneurs every year whenever possible.

With the attitude of an elder and a speculator, rice Sheng advocates Chinese entrepreneurs to develop their business philosophy and fulfill their mission.

At a seminar in Qingdao not long ago, faced with hundreds of Chinese entrepreneurs, Ina Mori said, "there is a saying in the book of changes:" the house of good fortune must have Yuqing. "

Whether in life or in business, the success or failure depends on how the operator wants to act. "

He summed up his 50 years of business experience into 12 items, such as being honest in his work, and enjoying the harvest with his employees.

Most of the 12 principles are "good" and "diligent".

This reporter asked rice Sheng that China looked at Japanese companies with respect in the 80s and 90s of last century, but now that it has entered the twenty-first Century, the Chinese economy has risen. Is there still a place for Japanese enterprises to learn from Japanese enterprises?

She said, not only in 80s, but also in Japan in 70s, which was destroyed by the US forces after the defeat of Japan in 50s and 60s.

"At that time, Sheng Tian, Panasonic and Honda were all small businesses. All entrepreneurs and company employees had to rely on desperate efforts to find jobs to find a market to survive.

In that era, there was such a hard working social background that we achieved rapid development after the war.

But now Japan's "post-war" spirit of diligence and frugality has been gradually lost, and after a little success, success is invariably unchanged.

Once upon a time, all the big enterprises in Japan began to be bureaucratic, and began to seek no merit but no gain.

"Chinese enterprises are quite different.

China was short of wealth in the past, and Chinese entrepreneurs started making great efforts 30 years ago to create wealth.

Ina Mori said that if he could give a word of advice to the current Chinese enterprises, it would be "return to the origin" - starting with the strength and thought that Japan once had after World War II.