Wang Jiwan's History Of Wealth Creation And The Way To Win

When I meet with people, Wang Jiwan always looks at the shoes on his feet subconsciously and hastily. Is this special enough? But when he looks at you, he is smiling. As soon as the topic was heard on his shoes, his eyes lit up, his spirits were high and excited. Wang Jiwan pays attention to shoes because he builds up by shoes. In his eyes, shoes are the materialization of culture and the carrier of geography. As long as the leather shoes of the world brand, he is familiar with each other. The shoes of the same brand, as long as they are produced in different cultural backgrounds, can distinguish eight or nine or ten from one eye. When it comes to the mystery, he says, this is reflected in the "face" and "soul" of shoes. The cultural backgrounds of the producing areas are different, and the shoes produced have different flavor. As the founder of Hengda Group, Wang Jiwan started his own business from a family workshop by 860 yuan. When he first started making shoes in 1984, he never thought that 20 years later, their family workshop would develop into one of the top ten enterprises in the national leather shoes industry. Their "Hengda" trademark will become "China's famous trademark", and their "Hengda" brand shoes will become "China's famous brand". He also did not expect that their products will not only sell well in the domestic market, but also more than 40% can be exported to more than 20 countries and regions such as the United States, the European Union, Russia and Japan. What he dares not think is that in the big shopping malls in Japan, "Hengda" shoes will sell at a high price of RMB 5000 yuan and a pair. If Wang Jiwan is not a shoe maker, maybe he is just an ordinary peasant in the rural area of Jimo. He will never join up with the decision makers of the world's top companies as he is chairman of Hengda Group. If he had not made shoes, he would not have joined the board of France international brand development limited as a major shareholder, and discussed how to integrate resources and develop the market. His shoes changed his trajectory. "I have made the least contribution to my business today, because I haven't learned how to make shoes yet, but I have made the greatest effort to learn how to lead shoes." By the end of 1983, when 23 year old Wang Jiwan retired from the army, his wife and his wife and brothers and three wives and daughters worked in the village shoe factory. They were also the backbone of key technology and management positions. One day, my sister and I discussed the idea of "going all alone". Who can lead the way? The wife first thought of her husband. The wife of Wang Ji Wan encouraged him to say, "the road is a man coming out." In fact, he really wants to step out of a career path. Now his wife is angry, and he has the bottom of his mind. In 1984, he resolutely started a difficult business with his family. When Wang Ji starts making shoes, if his family members are improving their skills, they know that without quality assurance, they will lose their jobs. Therefore, when shoes are produced, they are looked at by traders in Jimo. Peddlers sell shoes to the market and sell them very quickly, so they hasten to go to the door and bargain. Finally, they talk about how much they produce for 20 yuan a pair. If Wang Ji accounts, 20 yuan a pair, and half of the profits, he agreed to come down. At first, they could only produce several pairs of shoes every day, and then they continued to recruit and expand their products. The daily output reached dozens of pairs and hundreds of pairs, but the supply of products was still in short supply. Soon, some large stores in Qingdao also came to stock. In the second year, their products were sold to the provincial market. In 1988, Wang Jiwan quickly expanded the scale and built factories in towns and towns. But when he went to the trade and Industry Bureau to register "Hengda" trademark, he encountered trouble that he had never thought of. Originally, "Hengda" trademark was first registered by a shoe manufacturer in Sichuan province. At first, Wang Jiwan didn't take this seriously and simply re registered a trademark of "Bei Heng". Who knows, "Bei Heng" shoes placed on the counter, consumers have raised objections: "Bei Heng" is not "Hengda"? Consumers' doubts directly affect the market sales. This event touches Wang Jiwan very much, so he sees the function and strength of the brand. So, he made an astounding decision to go to Sichuan to buy the trademark. He was informed that the company was on the verge of bankruptcy when contacted with Sichuan manufacturers. However, when he proposed the purchase of "Hengda" trademark, the other side asked for a high price. When he talked about 300 thousand yuan, he would not die. At that time, Wang Jiwan's shoe factory had an annual profit of only about 1 million yuan, but he did not hesitate to invest the trademark back. King Wang Ji Wan paid so much attention to brand in those days, so we can not let people admire his strategic vision. Strong brand awareness often leads him to make advanced decisions. For example, as early as the 90s of last century, he took the initiative to give up his position, openly recruiting talented people including those with doctorate degrees as "boss". In the process of rapid development of enterprises, he has been insisting on putting most of his income into advertising and brand promotion. As a result, the production and sales volume of shoes has doubled and doubled year by year. He would rather throw away part of his economic interests, insist on working with the strong footwear companies in the world, understand and learn what he needs in the course of cooperation, and develop by wisdom, borrowing strength and borrowing advantage. For example, the French international brand development limited, which he holds, has gathered many experts in product design and marketing planning in France, Italy, the United States and Hongkong, China. Hengda Group successfully launched into the international market such as Adi Lina, laudy, power and other brand leather shoes, relying on the company's intellectual support. He has only one purpose to enrich the connotation of "Hengda", create the brand of "Hengda", and make "Hengda" China's "Nike". He said: "Nike relies on a brand to integrate and make use of the resources of the world, and to get rich returns. "Hengda" should learn from such a "high teacher". When it comes to the "fission" of "Hengda", Wang Jiwan humorously said, "the enterprise has made the least contribution to me today, because I haven't learned how to make shoes yet, but I have made the greatest efforts to learn how to lead shoes." From the first day of school, he never stops working, no matter how busy he works. Not only did he read it himself, but also all the senior members of the company went to read it. Now, Wang Jiwan is reading EMBA at Peking University. He read the same course a few years ago, but he didn't sign up to read it at that time, but someone else "mobilized" him to read it. So after he handed in the money and the name of the newspaper, he didn't seriously attend a class. But this time it was different. This time, he volunteered to go to school. From the first day of school, no matter how busy he worked, he never stopped going to class. Not only did he read it himself, but he also read all the senior members of the company. To this end, he specially presided over the board of directors to make a decision - the Group invested 30 million of the establishment of the learning fund, spent at least 2 million per year for the staff to go to school and training. All the top members of the company finished the EMBA in 2 years, and the middle-level management cadres completed MBA study in 2 years. All the staff at the grass-roots level completed the post training in 2 years and was certified. Wang Ji Wan suddenly paid attention to learning, for many reasons. First, "Hengda" is now in the transition period from product management to brand operation. The traditional management mode and operation mechanism have met with challenges. To establish a modern management and management system, knowledge must be renewed. Two, today's "Hengda" business has rushed out of the country and into the world. They have established China's Hengda (Russia) International Trade and Investment Co., Ltd. in Russia, and established branches and offices in more than 20 countries and regions, including the United States, Italy and so on. All the problems faced by enterprises in the all-round and international market are very different from those in China. Therefore, we must learn international marketing ideas and management experience, learn the rules of international trade game. "Only by constantly learning and constantly charging, can we adapt to the development of the situation." He said with deep feeling: "the competition of learning ability has become the most severe competition among brand enterprises." Wang Ji Wan is not only a happy person to learn, but also a brave pioneer in practice. Under his leadership, "Hengda" has undergone rapid changes, from the past to seize the domestic market simply to turn to rely on domestic and international markets to walk on two legs, and mainly rely on social agents to sell to their own sales network. At present, they have established R & D and production bases in China's leather frontier cities such as Guangzhou, Wenzhou, Chengdu and Quanzhou, and have set up more than 3000 stores and stores in China. "Hengda", the giant ship of China's shoe making industry, is advancing towards the grand goal of building a century old enterprise and a tree century brand. Ji Wang Wan, who is walking on this "shoe road" carelessly, is more and more vigorous. Wang Ji, founder of Hengda, discussed the winning way of enterprises in the past 25 years. "The fundamental reason for all achievements and progress since the reform and opening up is summed up as follows: opening up the road of socialism with Chinese characteristics and forming a theoretical system of socialism with Chinese characteristics." This is an important assertion in the report of the 17th National Congress of the CPC. If this argument is applied to Hengda, it is equally appropriate. Today, the development of Hengda is summed up as follows: creating a unique "Hengda mode", forming the "Hengda" enterprise development theory system, or enterprise philosophy. This is also the way to win in 25 years. When the big business seeks a way, the small business can make profits, and the excellent enterprise must have its own set of enterprise philosophy. Enterprise philosophy is the highest level thinking mode guiding enterprise management and management. It is the values and methodology of dealing with the contradictions of enterprises. The three major propositions of enterprise philosophy are: "what is, what is", "why exist" and "how to exist", that is, the three concepts of corporate vision, mission and core values. The formation and development of enterprise philosophy is closely related to entrepreneurs. What kind of person is Wang Jiwan, chairman of Hengda Group? Where does his idea of enterprise development come from? Some people have commented on Wang Jiwan's "real, straight, real and good". After several years of communication, I found that it is true. On the eve of May 1 Labor Day, I entered the production base of Hengda in Jimo last year, and surveyed workers' work and living conditions for three days in a row, and finally formed the text of "Hengda insider". The labor relations of Hengda are very harmonious, and employees' feelings for Hengda and Wang Jiwan are beyond imagination, especially for some old employees. Reporter friends in the circle often say that he is a natural person, even he says he has no "city government" and no entrepreneur's shelf. I have participated in the two events of Hengda factory celebration. I saw Mr. Wang coming to the rostrum to give a deep bow to the present staff. When he spoke, he was always in a bit excited and speeches faster. Wang said: he is grateful to the workers who are under the pressure, and even can not control their tears. These workers are the most precious wealth of Hengda. When dealing with people, Wang Jiwan did not seem to have any airs. Sitting in the teahouse of the company headquarters, he is very willing to listen to "outsiders" advice, and is willing to understand some new ideas and new things. Wang Jiwan's work every day is no doubt busy, but what is unexpected is that he will do it in three different ways. I believe many people have seen Mr. Wang's personal column for entrepreneurs in the 2008 China Merchants weekly.