Zhou Haijiang, President Of The Red Bean Group: China'S Private Enterprises Must Enter The World 500 To Find A Breakthrough Point.

46 years old

Like an experienced first class pilot, at the same time carrying the unique Confucian spirit of the Soviet Union, he now drives the four engine fighter of the red bean group, advancing rapidly and steadily.

The party secretary and President of the red bean group is also a rare official representative of the Communist Party of China in the private entrepreneurs of China. In a sense, he is the mark of the party building of South of Jiangsu's economy and township enterprises.

From just entering

The competition mechanism was introduced to the selection of the director of the factory manager, manager and chief of the Department. From the early 90s of last century, the shareholding system was pformed to the Shanghai Stock Exchange from the beginning of 2000, and Kampuchea was invested in 2007 to build the world's largest cultivation base of Taxus in the field of biomedicine.

What the outside observation is is a hurricane expansion.

"Will there be any further expansion in other areas?" Zhou Haijiang, who sat opposite us, said explicitly, "no, these four industries are enough for us to do all our lives."

This is the relatively diversified road he has consistently summarized.

In an interview with Beijing this autumn, he extended it to a broader perspective: "China's private enterprises want to enter the world's top 500. I don't think much is possible. The only breakthrough is on the spot, not on the surface."

The "burst point" he has chosen has also been determined.

From the beginning of his book, he regarded "competition" as the leader of his life. He knew very well how difficult the road he had chosen and how difficult it was.

Then he immediately said that the industry of the red bean group is in a competitive industry. It is necessary to constantly compete to improve its internal capabilities in order to win in the external competition.

"The greatest success is to grasp the principles and policies".

Reporter: in the 24 years of development of red bean, you have been involved in 19 years.

The company has developed from the largest knitted garment manufacturer in the country.

Serialization and successful diversification are followed by a series of successful capital operations.

What are the nodes of each development?

Zhou Haijiang: in the 80s of last century (1988), we seized the opportunity for vigorous development of township enterprises after reform and opening up.

At that time, red bean hired 13 old teachers in Shanghai to make the technology of red bean greatly improved.

We developed a "sweater" and declared a patent. The CCTV broadcaster put on the picture and put it in the National Mall. The market became popular all of a sudden, and the market opened at once.

In early 90s (1992), we seized the opportunity of "South inspection speech".

In 1991, it completed one hundred million of its annual sales, but felt the joy as well as the disadvantages.

In the early stage of development, enterprises did not have the strength, but they were flexible. When they got older, they had the disadvantages of slow decision and slow implementation.

So in 1992, we borrowed the opportunity of the South inspection speech, and set up the parent subsidiary company system in the organizational relationship.

The big companies are divided into small ones, and the small ones exert their flexible advantages to give full play to the scale advantages of the market and large groups.

In 1993, red beans realized the shareholding system of property rights and established the responsibility evaluation system for the responsible persons.

In a more vivid way, after this series of processes, "the root has become a big garlic". The development of enterprises is not big and empty, but there is something new in every flesh.

Then we caught the 2000 capital.

The opening opportunity was realized in January 8, 2001.

Gone through the low tide is beneficial to the development of enterprises.

In 2007, the state encouraged to go out. We invested in Kampuchea and founded an economic cooperation and development zone covering 11.13 square kilometers.

In the new century (11.85,0.27,2.33%), we have seized Scientific Outlook on Development's policy and developed "yew" in the field of ecological industry.

Interviewer: what is the most difficult time?

Zhou Haijiang: it was two years in 1998 and 1999.

At that time, there was a Southeast Asian financial crisis, and Deng Bin's fund raising case happened again. Many banks began to withdraw funds, and many enterprises in Wuxi fell down at this time.

In that round, many enterprises sought debts through proactive or passive bankruptcy, but red beans did not have a penny of interest.

In 1998, my father attended a meeting of the National People's Congress. He brought a checklist with him. When he opened the meeting, he looked at the money and expired.

At that time, the pressure was very great. The way we took the action was to "lose weight". Receivables should be returned immediately. The original profit was higher. We could credit it. Now the profit is thinner, but it requires cash to pick up the goods and clear the stock.

The "downsizing" strategy has also been applied to the present.

Reporter: in 1993, you put forward the implementation of shareholding system pformation, making red bean become the first joint-stock company in all township enterprises in Wuxi. What obstacles did you encounter in the process of reform?

Zhou Haijiang: the joint-stock reform of red bean is a big thing.

In 1992, I went to an enterprise in Ningbo. He told me that he was busy restructuring, and those enterprises in Zhejiang went a little earlier. However, there was a game between entrepreneurs and officials in Jiangsu.

Entrepreneurs want to change their systems, but government officials feel that they are all right on the surface.

As a result, many township enterprises in Jiangsu began to wait. In the process of waiting, there was a shift in capital. Many people were running one or more factories at home, and a number of township enterprises were dying like this.

We are not entangled in assets, nor have we stopped reform. In 1993, we put forward that "all assets go to the government".

But our cadres are engaged in "incremental expansion". The original assets are one hundred million, and the increase is part of the red bean cadres.

The advantage is that there is no contradiction. People and enterprises, governments and governments have straightened out and won time. They have avoided one system or two systems, and have not disrupted the modern mass production based on specialization.

Red beans now have 800 shareholders. They can expand their shares by the end of each year.

The joint-stock reform of red beans is the embodiment of Chinese culture. Chinese culture is a golden mean rather than a sudden change.

Reporter: the reason for success all the way, what do you think is the main reason?

Zhou Haijiang: I think the party's principles and policies are the greatest opportunities for private enterprises.

Let's take the road, not the path.

Private enterprises should deal with the relationship between officials and businessmen, not the relationship with officials, but the relationship with the government.

A good relationship between government and enterprises is a good relationship between enterprises in accordance with the principles and policies of the state. This is not a private relationship.

We seize development opportunities in every round.

Full introduction of competition mechanism

Reporter: in addition to seizing the national policy opportunity, what are the factors contributing to success in your character?

Zhou Haijiang: I am a very competitive person.

People.

From small to large, I have been a squad leader. From primary school to junior high school, I was in the first place in my class. When I was in high school, I turned to school. I just dropped into a dozen new schools, but after graduation, I got the first test.

At the age of 22, I resigned my college teacher to enter the business because I was not afraid to face different competitions.

At that time, university graduates were national cadres. Many of my classmates stayed in universities and institutions. It seemed that I had chosen the most unsafe way. Now I look at it for decades. I feel that I am the most secure, and ability is the most secure job.

In the process of forming ability, we must be good at competition.

I think that the best way for a person to exceed another person is to learn from his opponent and combine his strengths.

No fear of backwardness, for fear of not studying.

It is not advisable to belittle each other. When only two people compete in the world, it may win, but it is against morality.

As a matter of fact, competitors can not be only two, so they must learn and learn from each other.

If a person is good or an enterprise, you have to dare to compete and grow and grow in the competition.

How long did not feel the pressure of competition? That is how long it has not grown and improved.

Reporter: as far as we know, you also introduce this competitive and competitive feature into group management.

Specifically, what is the basis of this consideration and how is it implemented?

Zhou Haijiang: the idea of competition in business management should first be traced back to my learning experience at Shenzhen University.

One day, one of my classmates came to ask me if he would like to work in his Lai Chi garden. He said he was a manager, which was very stimulating to me.

At that time, in 1985, Shenzhen University had a lot of work study opportunities, all of which were competitive, and the students were very energetic. In 80s, there was no such thing in the mainland.

So the competition mechanism I set up in this enterprise from 1988 is a typical characteristic.

At that time, red bean was also called the knitting factory under Hong Kong. There was only one sales department with about twenty people. The first thing I did was to divide the Department into two parts.

Then, with the expansion of my management scope, I have been pushing this idea. Shirts and suits have been divided into two factories in one factory. The supplier's bidding process chooses at least two at least every time.

After that, all positions are competitive.

I think the characteristics of the market economy are competition, otherwise there will be no market economy.

Reporter: system selection is also a manifestation of competition mechanism?

Zhou Haijiang: Yes, we require all factory directors, managers, and heads of departments to compete for posts. At the same time, I will not vote during the voting.

If 22000 red bean people are thinking about the relationship with leadership, the enterprise will surely fail. Only by considering the achievements can we make the enterprise go up.

Whether the position is acquired through system or relationship is a measure of whether the enterprise is the standard of modern enterprise system.

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How can private enterprises break through their own bottleneck?

Reporter: at present, the group has formed a four round development pattern of clothing, locomotive tires, bio pharmaceuticals and real estate.

Different fields need to build different teams, carry out different management methods, and establish different corporate culture.

How can such a layout be controlled as a leader?

Zhou Haijiang: we are on the road of relative diversification.

For example, in the field of tire, I only do professional tyres for long-distance pportation. In medicine, I only do tumor medicine, that is, the extension of yew.

The strategy we adopt is the relative diversification of the group, and the following companies are highly specialized, which refers to talents and products.

What area to enter is relative to the resources you own. If the resources you have can only support one industry, do not do second more.

Red beans now highlight these four, and then compression will be difficult, but it will not enter new industries. These four industries are enough for us to do for life.

In my opinion, "interlacing is like mountain separation" but "interlacing is not unreasonable". Management and management methods can be flexible according to the characteristics of the industry, and the reason itself is interlinked.

In fact, red beans are gradually changing to the holding group, but they are still evolving.

Every industry below is its own industrial company.

Talent training and other aspects are still managed by groups, but marketing is independent.

China's private enterprises want to enter the world's top 500. I think there is not much chance. The only breakthrough is on the spot, not on the surface.

Reporter: there are still many limited factors in the development of private enterprises in the current market environment. Do you have such a feeling?

Zhou Haijiang: I think the private enterprise still has the helplessness of "crack survival". Excessive taxation restricts the continuous expansion of private enterprises, and the most restrictive point is reflected in the capital used for investment.

I think part of the profit can be refunded if it is used for reinvestment. It should buy more advanced equipment and develop productivity continuously.

The United States and other countries are beginning to return to the real economy. If we are more advanced in the next round, we may be eliminated.

Before, German enterprises visited red beans, saying that China had the best equipment in the world, and in the past ten years and twenty years, China's production equipment exceeded Japan, so the economy could grow.

It is necessary to encourage ordinary people and private capital to invest in advanced equipment continuously, upgrade equipment through technological pformation, and attract and retain good talents at the same time.

From the company itself, we need to break through the bottleneck: the higher labor costs, less land and the capacity of environmental resources are not optimistic.

So in terms of labor force, we need to pform, integrate resources through outsourcing, pay attention to R & D and chain monopoly, and promote small businesses through pformation of large enterprises.

In terms of land, we could not find land in South of Jiangsu. We went to Kampuchea and hired local workers.

In terms of resources, we have shut down all kinds of pollution, such as batteries and woven dyed fabrics, which are used to develop yew.

All enterprises have bottlenecks, and they should constantly break through their own bottlenecks.