Wang Jianlin's Own Blow Up 1 Billion Success Is Not Achieved Overnight.

Any success is a process of continuous improvement, and only through persistence can we get it.

For example, innovation, new mode, new technology, new technology and so on can not be accomplished overnight. At the beginning, it is just a flash of light or a simple idea. It is incomplete and incomplete. Once it is put into the experiment, it will find many problems and even fail.

What is entrepreneurship? This is a topic I've been talking about for more than ten years.

In the past decade, I have always adhered to the same view that the core of entrepreneurship lies in two aspects: one is the spirit of innovation, the other is the spirit of persistence.

Wang Jianlin is well known that all of them come from the status of the richest man in China, but few of them know his past. He shared his story this time. Finally, he said: if you want to succeed, you should start your own business. You should bravely step out of this step and face life bravely.

The so-called innovation is that you only have to find new technologies and new ones.

Or a brand new way of doing business, and then you will be successful, get higher profits and bigger development than others.

And all innovation, the dreams of all entrepreneurs, all your own desires, can only be achieved through persistence.

It is not easy to start a business. I choose to do a real estate that everyone may hate now.

The registered company needs a registered capital, which was 1 million yuan at that time, which was astronomical at that time.

In desperation, we reached an agreement with a state-owned company in Dalian, asking them to lend me 1 million to register.

However, he asked me to find a guarantee unit, so I found the Finance Department of the district and hoped that they could guarantee us.

At that time, the finance department did not provide guarantees for any enterprise as it is now stipulated. The finance department said, "I can guarantee you that the condition is to charge you 500 thousand.

"There is nothing I can do. I agree with you.

All this stems from our insistence on bit by bit, so I think "persistence" is the core of entrepreneurship.

In 2000, we began to engage in commercial real estate. At the beginning, we did not understand the planning and design. We thought we could succeed in selling the shops and houses next to them.

So we signed a development agreement with WAL-MART, an international chain giant, and sold a lot of shops next to WAL-MART shopping malls.

But after sale, there was a big problem. Most of the people who went to the supermarket were family women, old men and old women. The operators of the shops that I sold would choose higher income business categories, such as clothing.

But we didn't understand it at that time.

After the shops were sold, the owners did not manage well and began to complain.

Over the past 3 years or more from 2000 to 2004, we have been accused of 222 times, fought 222 lawsuits and been busy with lawsuits all day.

CCTV also gave us a very long exposure program, saying that WAL-MART shopping center was running poorly. Some of our colleagues cried after watching the program.

The pressure of public opinion is very heavy. One case after another, fortunately, our sales contract was formulated by law, relatively perfect, and should be self conceited under the market economy mechanism.

So after 222 games, we only lost two games and won 220 games.

But even if you win, it is very uncomfortable. It's hard to be a defendant all day long.

Under such circumstances, many colleagues have advised me to say that we must make real estate in a smooth wind. Why do we have to engage in commercial real estate? Why do we have to make real estate? We return to do business that we are familiar with.

I hesitated and hesitated for many times. I set a goal for myself and my team for 5 years. By the end of 2005, if that's the case, we will withdraw.

Since 2005, we no longer sell large ones.

Instead, it's going to be a large shopping mall, next to residential and office buildings, and then to sell the residential and office buildings.

From the three square which was designed in 2004 and opened in 2006, we declared that the three major battles were the successful opening of the three squares of CBD in Wujiaochang, Ningbo, Yinzhou and Beijing in Shanghai, which completely laid our confidence and enabled us to find the right direction, so that we could become such an enterprise with a certain status in the real estate industry today.

Looking back at it, it is impossible to get out of that difficult position and failure lesson without perseverance and perseverance in pursuit of a predetermined goal.

I think of a story.

In 2002, we made a project on the ground of Wanda Plaza, Taiyuan street, Shenyang, also known as Wanda Plaza.

At that time, we did not know about planning and design. We consulted two famous experts in China who made commercial real estate, and designed a pedestrian street in the city.

After completion of sale, dozens of clients filed a class action lawsuit against us.

Probably only 3%~5% customers can get the rate of return, most of the customers return rate is very low, or even no grain.

Later, though the lawsuit was won, we thought we could afford to buy shops.

Shenyang is the seat of the capital of Liaoning province where Wanda is located. The Secretary of the municipal Party committee at that time was my acquaintance. I did such a project. At last, hundreds of people had been involved in lawsuits with me all day.

I said in the company that we must solve this problem.

Later, we invited a large number of experts to look at it in batches.

Some experts say that you lack a cover in this place, blocking the business of rain and snow, we will spend tens of millions to build a lid.

But business is not good.

Later, some people said, you have a bad traffic with the basement, where to add several escalators.

So we dug a couple of holes and put up a few staircases to pick up the business.

Some people say that you are not a businessman, for a group of wholesale, small commodity city for whom to go.

We listened again, and sent these people in.

In the past three or four years, five or six batches of merchants have been changed, and five or six efforts have been made.

Finally, we analyze why we fail. At this time, we have a little experience in commercial real estate. The conclusion is that in Northeast dialect, it is "defective in the fetal belt," which is not cured like congenital disability.

For this problem, we finally opened up 20 analytical sessions within ourselves, and we all came to the same view: if this matter is not completely solved, it will not be saved.

What does "blow up" mean? It means that the money sold should be returned to the common people.

It's easy to sell. When we give back to the common people, not all our customers are perfectly reasonable. We are also afraid that some people will make a big price and some people will not be able to speak well.

How much money can be done to make up for it? There is a lot of controversy inside the company.

Later, I said a word to them, I said we have put

As the core industry of our enterprises in the future, and we must develop well.

We are going to go out and say, "we are experts in doing commercial real estate. If this malignant tumor and this negative material in Shenyang are put here, how can we get out?"

Finally, we made up our minds to simply repurchase it from the common people and blow it up again.

At that time, the sale of the project was 610 million, and finally, after three or four years of negotiations, it took about more than 1 billion of the time to talk.

After asking for advice and putting it into effect, 95% of the people took the money in a month.

Many people shed tears when they get money, and think Wanda is a responsible enterprise.

Dozens of households did not receive direct money, and said, "I put the money in the children. Do you have to develop another project? Buy your other project directly".

So most of the owners are very cute.

After more than four years of negotiations, we finally settled the matter and destroyed the building we bought.

From the more than 10 hundred million cash compensation to the explosion of its engineering cost, at least fifteen six hundred million.

This can be said to be a very typical event, giving me a painful lesson of failure.

More importantly, this has strengthened our confidence in the development of real estate.

Let me tell you one thing: if we push this barrier over, there will be no end to it.

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