The world-class company’s former mobility cannot be separated from the world-class board of directors. The soul figure is like a magical person. It can always be turned into a magical moment at the crucial moment, and the company’s growth engine can be tuned to the best possible status. Like the intangible new peak, Stan Tan Xuguang . The Weifang Group spent only 14 years from the huge loss of state-owned enterprises in Shandong, which has a shortfall of 300 million yuan, and only 80,000 yuan in reporting funds, to the aircraft carrier of a global company with an annual revenue of nearly 100 billion yuan and a profit of 7.7 billion yuan. What is the strategic thinking and strategy of this world-class entrepreneur behind the development of super-normal rapid development? Guizheng Guiyuan, starting from the market The restructuring and restructuring of state-owned enterprises in the 1990s was tantamount to a nuclear fission. Under the dual catalysis of failing to die and the market economy, Tan Xuguang led a group of people with miraculous and unprecedented faith, courage, and wisdom to complete the heavy, bloated and inefficient Weichai self-salvation. The Weifang old state-owned enterprise, which once suffered from severe illness, was able to move lightly. The magical power of the modern enterprise system nourishes her. "Change core" modern enterprise system It was a thrilling and heavy tragic year. Even after years, Tan Xuguang was reluctant to talk about it again. After a drastic entrepreneurial reform, in March 2004, Weichai Power (21.90, -0.93, -4.07%), the main sponsor of the Weichai Group, was listed on the Hong Kong stock exchange, financing 14 Hong Kong dollar. In the same year, Weichai’s revenue exceeded the 10 billion mark and “My family has grown into a femaleâ€. The great success made Tan Xuguang worthy of being selected as "2005 CCTV China Economic Year Person of the Year". "Thanks to the burden on the body, the company's activities are only flexible, and will play its greatest potential." Tan Xuguang summed up the reform that touched the soul in one sentence. A typical way of realizing the modern enterprise system is the joint-stock system. The establishment of Weichai Power Co., Ltd., a diversified shareholder, undoubtedly has special significance. As of today, as a wholly state-owned company owned by Shandong Heavy Industry Group, Weichai Group holds 16.83% of Weichai Power's equity. Listed companies form the largest shareholder for state-owned enterprises, foreign-funded domestic-funded institutions, core management, and public ownership. A diversified equity structure has achieved balanced interests. Create professional, efficient and forward-looking board of directors Good corporate governance is the fundamental guarantee for evergreening. The board of directors is undoubtedly the key. Since the establishment of Weichai Power, we have established a multi-district, multi-cultural equity structure that includes domestic and foreign strategic partners, industry-leading customers, and senior management teams, and achieved the internationalization and diversification of the company's shareholding structure for the company's business development. A strategic pilotage and implementation supervision platform with a reasonable structure and a solid foundation was established. On this basis, Tan Xuguang attaches great importance to the construction of the board of directors and pays attention to the role of the board members in making scientific decisions. "To do a good job in the board of directors first needs to improve the ownership structure and the team." Tan Xuguang said. Currently, the board of directors of Weichai Power is composed of 18 directors, who are elites in various fields such as investment and acquisition, financial management, technology research and development, and marketing industries. They have extensive experience in experience and ensure the professionalism and scientific nature of decision making on major issues of the board of directors. In the operation of the board of directors, how do scientific decisions come about? Tan Xuguang gave his appreciation to the board’s professional committee. “In order to standardize the operation of the company, Weichai Power has established a three-tier governance structure. In practice, it constantly formulates and improves various systems and work processes, with particular emphasis on the role of professional committees.†There are four professional committees under the board of directors of Weichai Power: the Audit Committee, the Nomination Committee, the Remuneration Committee, and the Strategic Development and Investment Committee. Except for the Strategic Development and Investment Committee, the chairmen of the professional committees are all independent directors, and more than half of the independent directors are members of the professional committees. "Before the board of directors makes a resolution, all major issues within the scope of the duties and responsibilities of the professional committees will first hear the opinions of the professional committees. If they have different views on a certain proposal, I, the chairman of the board of directors, will not be forced to pass them." Tan Xuguang Frankly speaking, each professional committee fully fulfilled its duties in accordance with its own work rules, provided professional advice on various operational decisions of Weichai, and played an active role in the long-term development of the company. "The company's board of directors adheres to being strategically oriented, making full use of abundant resources, and adopting a forward-looking vision, to exert its strategic judgment, and to lead the direction of the company's strategic development. It can be said that a professional, efficient, and forward-looking operation has been achieved." After absorbing the merger of the Hunan Torch returning A shares, the company transformed the European financial crisis into a good opportunity to take the initiative to go out and merge. It has successively acquired cross-border acquisitions of Baudouin, the acquisition of KION and Linde Hydraulics, continued to expand the company's industrial chain, and solidly promoted the company. The pace of internationalization. The story of the “Buddha†in “Zhuangzi†has long been known to women and children. Only the mechanism of finesse can be easily grasped. Regardless of all the production points, since it is to run a business, it must be done according to objective laws. Tan Xuguang frankly stated that for so many years as a company, he has become more convinced that only by respecting the market and doing it according to the law of marketization can he be able to do things and do big things. Global configuration, who own it If you want to create company value and reap the returns of shareholders, you must have excellent core competitiveness. Where does the core competitiveness come from? While endogenous growth is important, it is more important to be able to jump out of its own limitations and to look at development with a global perspective and historical perspective. This requires the use of internal and external resources, domestic and foreign markets. Only in this way can the corporate development engine always have a strong driving force. In the journey to build the gold industry chain, Tan Xuguang did not rest on his laurels. Instead, he made use of open innovation, strategic reorganization and other means to create a world-class heavyweight aircraft carrier in the engineering machinery field with a strong strategic determination. He also became a world-class champion entrepreneur himself. Two wheels walk the world It is not sufficient to seek a domain if you do not seek a global situation. The global competition of large enterprises in the future has long been not a calculation of gains and losses. It is the collective strength of each advantage point in the industrial chain to see who is bigger. How to strengthen the industrial chain and build a moat in the shortest time? Collectively and self-contained. From the perspective of industrial investment, it is an important strategic consideration for Tan Xuguang to opportunistically restructure. The first major strategic reorganization was for Tan Xuguang to obtain the nickname “Tan Bold†with the torch. When the crisis broke out in 2005 in Delong, Weichai beat Wanxiang, Xifei International (10.30, -0.45, -4.19%), Shanghai Electric (4.22, -0.04, -0.94%), and Yutong Bus (24.94, -0.73, - 2.84%) and other opponents obtained 10.2338 billion yuan from the Hunan torch 28.12% stake, becoming the largest shareholder. Tan Xuguang’s view of the Torch in China is the latter’s largest transmission company in the country, as well as an auto factory, which provides a very good opportunity for Weichai to integrate its national resources. After two years of restructuring and integration, the Hunan Torch contributed more than one billion yuan in profit for Weichai. Weichai Power also transformed itself from a single engine manufacturer to a general-purpose engine supplier, owning the only heavy truck gold industrial chain in China and creating a collaborative development pattern for the three business segments of commercial vehicles, powertrains, and parts and components. "From the result, I am bidding high; from the judgment, I am correct; from a strategic point of view, I am forward-looking." Tan Xuguang said. The inclusion of Italy's Ferretti company in the Weichai territory is another large-scale initiative. In January 2012, Weichai Group obtained a 75% equity stake in Ferretti with an equity investment of 178 million euros plus a financing quota of 196 million euros, and it entered the global luxury yacht manufacturing sector. Why such strategic integration? Tan Xuguang has his own unique thinking. "Investment is related to consumption, but we can't do LV bags. What can we do? We can do consumer-related goods related to industry. For example, the propulsion system of a yacht is related to us. We choose the yacht. High-end consumer goods." In his view, China now has assets of more than 1 billion yuan and has several million people to buy yachts. In the next 10 to 20 years, the Chinese people's demand for yacht consumption must be strong and the market size is large. During this period, if we can manage the international team of Ferretti talents, Weichai will truly have the ability to internationalize. Just 8 months later, Weichai Power shot again. This time the partner is the German KION Group, Weichai Power shares invested 738 million euros. Among them, 467 million euros acquired a 25% stake in KION through a capital increase, and an additional 271 million euros was used to acquire 70% of the profits of KION's subsidiary Linde Hydraulics. In 2011, the forklift giant Kion Group had a revenue of 4.4 billion euros. Linde Hydraulics is the world's leading manufacturer of heavy-duty hydraulic drive and mobile power transmission equipment. It is supporting Kion, with 2011 revenue of 276 million euros. For this largest direct investment by Chinese companies in Germany so far, Tan Xuguang particularly values ​​its high-end hydraulic technology. It can not only achieve industrial technology upgrades and product import substitution, but also can directly promote the development of Shandong's domestic high-end hydraulic R&D and manufacturing base. Support Shandong Heavy Industry's realization of the Asia-Pacific market strategy in the forklift industry. Tan Xuguang has deep foresight for going overseas for overseas restructuring. International companies should not only be satisfied with the growth of general trade, but should learn to base themselves on global resources allocation and good use of capital to control resources. He said, “If we rely on building a brand in our own homes, it may take 30 or 40 years. But when the right time comes, our strengths will form a synergy with the advantages of foreign controlled resources, which will greatly reduce the realization of strategic goals. time." Tan Xuguang likes to study the development history of Fortune 500 companies. In his view, the world’s 500 strong and powerful are growing up during the economic recession. When the economy is in recession, strategically reorganized companies with advantageous advantages will be able to collect the advantageous resources with the minimum cost and make the company a big player. Therefore, the timing of internationalization requires a strategic vision. He said that during the three transnational restructurings of Weichai, they basically chose to enter the lowest point of each country's economy and accurately grasped the timing. In fact, from the eve of the outbreak of the economic crisis in 2007, the Weichai Group called for a stoppage of all simple-scale investments, concentrated its efforts on capital reserves, and saved its strength to go out to mergers and acquisitions. If you think that reorganization is like investing in stocks, it's wrong to earn money and buy low. "The restructuring of Weichai is not a simple restructuring, but an up-and-down restructuring of the industry chain." Tan Xuguang particularly emphasized this point. He explained that the logic of the development of the Weichai industry chain includes the indispensable intrinsic requirements of product management and capital operation. Product management is the fundamental and foundation for the development of an enterprise. Capital operation is a means for the geometric growth of the enterprise. The two need to cooperate with each other and are indispensable. "So, we insist on two-wheel drive of product management and capital operation, both hands, both hands are excellent." He believes that the implementation of capital operations must always adhere to the product strategy as the center. Product management is a strategic direction, and ultimately creates real value for customers. It is the support and guarantee of the entire capital operation. Capital operation is based on product strategy, based on product development, and ultimately serves product operations. The listing in Hong Kong, the merger of the Hunan Torch, the acquisition of Baudouin, etc., are all aimed at extending the industrial chain and enhancing the core competitiveness of enterprises. "It is precisely the dual drive of product management and capital operation. Weichai has achieved sustained, steady and unconventional development. Looking at the world, those companies with international competitiveness have also insisted on the two-wheel drive to make their own products. The business road has gone wider and the road to capital operation has become more stable. Therefore, it is an important characteristic of an international company to develop a strong capital operation ability based on excellent product operating capabilities. The key requirements of the industry leader. In the future development of Weichai, we will continue to use this successful model to allow the two wheels to work together to achieve better and faster development.†Tan Xuguang said. Open chain innovation In 1999, Tan Xuguang visited a world-class company in Europe. The reception of the other party was very meticulous, the route was planned in advance, and security guards flocked around. However, Tan Xuguang has developed a different kind of feeling. He must follow the line of others, and he does not want to shield himself. From then on, he was secretly determined to build products with core technologies and core competencies and a strong team capable of developing world-class products. Today, Weichai Power develops more than 300 new products each year, and the output value of new products accounts for half of the total output value. In addition to China, there are global R&D centers in 10 cities in the United States, Germany, France, and Italy. The most important feature of Weichai's innovation is its openness and integration, its focus on me, its innovation and its own creation. “From the traditional closed doors to innovation, to the present open innovation, this is an innovation of ideas. In the past, many people mistakenly believed that independent innovation was 'innovation of their own'. But think about it, your own technology and Product upgrading also means the upgrading of technologies and products of upstream and downstream partners in the industrial chain, especially the improvement of terminal technologies and products, which is particularly important for intermediate product manufacturers. On innovation, we must promote innovation in the entire industry chain and the entire industry.†Tan Xuguang said that in the vertical direction, cooperation in the upstream and downstream links of the industrial chain is achieved, and the advantageous resources of other companies are horizontally combined to break the closed innovation of individual enterprises. This is the open innovation idea of ​​Weichai Power. Tan Xuguang thinks this way and does so. In 2006, the Weichai Power Products R&D Community was established. Thirty-two powerful component suppliers from the industry joined the group, forming a situation where Weichai Power was the main component and complementary advantages of various component suppliers to jointly promote technological innovation. Soon, the world’s first “powertrain†for system matching and development of engines, gearboxes and axles was successfully developed and the development cycle was shortened by 1/5. In June 2008, Weichai Power and Foton Motor (6.65, -0.21, -3.06%) signed a comprehensive strategic cooperation agreement. The two sides cooperate in innovation in the product chain, improve resource allocation efficiency, jointly develop markets, and jointly build market service networks. Increase cooperation. In July 2009, Weichai Power introduced an upgraded version of the Blue Engine Group IV engine. This engine was tested with Foton Motor and the strategic alliance between the two companies was further deepened. Up to now, Weichai has established a research and development community with 44 upstream companies and established a China International Technology Innovation Alliance. It is mainly responsible for the joint research on the difficulties of restricting the reliability of the internal combustion engine of the internal combustion engine industry for many years. The organizational structure includes Tsinghua University and the United States. The University of Wisconsin, the Massachusetts Institute of Technology and other schools and research departments. In the final analysis, innovation is inseparable from high-quality talent. Tan Xuguang felt that "we think it is better to spend one hundred million dollars to introduce talent than spend one billion yuan to buy equipment." Over the years, Weichai has spared no effort to build a contingent of innovative talents with international quality, unified culture, reasonable structure, continuous learning, and adaptability to the requirements of enterprise development. The candidates will also have to make good use of people. In order to retain high-end talents and do a good job, Weichai pays attention to creating a soft environment for the survival and development of talents, continuously improving the incentives for talents in science and technology, and innovating the assessment mechanism to ensure that talents “airborne†to important positions and give full support to resources. They have the right, someone, money, and bold entrepreneurship. In 2011, Han Erliang, the chief scientist of Weichai Recommended Company, applied for the "Thousand Talents Plan." Tan Xuguang personally went to the Organization Department of the Shandong Provincial Party Committee and the State-owned Assets Supervision and Administration Commission of Shandong Province to coordinate declaration work and arranged the Beijing-based units to fully cooperate. Its purpose is very clear. It is necessary to strive for development opportunities for talented people and demonstrate the sincerity of Weichai and thirsty talents and love talents. Win the future asymmetric competition Equipment manufacturing industry is the biggest bottleneck in China's manufacturing transformation. Although from the diesel engine to the entire vehicle, powertrain, core components, luxury yachts and other business modules, today's Weichai has completed a fusion in the industry chain. However, based on the more fierce and asymmetric competition that is foreseeable in the future, how can we build the industrial chain more firmly and truly become a gold industry chain? Tan Xuguang is already well-established on this issue. "To truly realize the transformation from manufacturing to manufacturing in China, China must implement the development strategy of the entire industry chain and create a competitive advantage in the entire industry chain." Tan Xuguang said, "Summarizing years of development experience, I think the development of the entire industry chain can be Understand: Take the core product or business as the starting point, implement the effective chaining and extension of the upstream and downstream of the industrial chain, and finally create the whole industry chain advantage of integrating product chain, logistics chain, and post market value chain.In this process, each The links are all interrelated and affect each other." In his view, hitting the product chain is undoubtedly the absolute foundation for forging the gold industrial chain. Because the industrial chain without product support is not strong and reliable, the products here do not refer to a single product but a product series or even a product area. Not only the intermediate product, but also the terminal product, which is at the origin The core product is the most important. In 2002, Weichai implemented a push-back mechanism, increased investment, adopted new methods such as independent research and development, chained innovation, and technology introduction to develop new product reserve technology in advance, and completed emissions from country II to country V in six years. Standard engine technology reserves and technological transformation. In the past, the engine products were mainly concentrated in the 10L and 12L high-power sections and were adjusted to the coordinated development of large, medium, and small-power engines, basically forming a product layout for the entire series and the entire field. At the same time, Weichai is relying on the core series of products that are constantly becoming stronger and bigger, implementing the upstream and downstream extensions of the product chain, integrating the engine, transmission, and axles together to perform system matching and integration, and developing a new product called “Powertrainâ€. This unique business model was pioneered in the world. Not only that, Weichai also opened up a complete vehicle product platform and auto parts product platform, and built a new pattern of coordinated development of powertrain, vehicle, automotive electronics, and parts and components, and achieved a single product. From the product line, from the intermediate product to the end product. Tan Xuguang is particularly conscious of the logistics chain. He believes that logistics is the third largest source of profits after resources and manufacturing. Logistics chain is an indispensable means of competition in modern competition. He said that the logistics chain can not only link products with multiple varieties, multiple series, and multiple geographical areas in a timely manner, give full play to the existing advantages of the gold product chain, but also can more timely, more convenient, and more comprehensively meet the middle of the product chain. The diversified needs of customers, end customers and associated customers have attracted them to transform from simple customers to strategic partners, and in the process to create cost advantages and create realistic and potential values. In 2005, Weichai established an intensive distribution company. According to the requirements of the entire logistics value chain, it vigorously optimized the upstream and downstream supply chains and built a supply chain network with “planned, coordinated development, and efficient operationâ€. The modern logistics chain saw for the first time. As a result, this not only strengthened the company’s competitive advantage, but also brought in hundreds of millions of dollars in economic value. It will create, will not serve, it is clearly difficult to adapt to the future of competition, creating a new value of post-market business is becoming an important starting point for the resumption of Weichai strategy. With the increasingly fierce competition in the market, the post-market is hailed as the "cheese" with the largest profit space in the industry chain. This is evident in the automotive industry. In 2010, China's auto sales exceeded 18 million, and parts sales accounted for 20% of the profits, 60% of which came from the service sector, and the market’s potential capacity is expected to exceed 300 billion yuan. In fact, in 2005, Weichai established oil companies, spare parts companies, professional sales support departments, and customer service centers, and launched “exclusive services, exclusive accessories, special oil products, proprietary technology products, and professional remanufacturing. "As the core 5P service project, relying on 36 overseas centers, 3,300 special maintenance service stations and more than 10,000 people's social maintenance service teams, we have established a "service Shinkansen" that can provide 24 hours a day service. While satisfying customers' specialized power needs, they have greatly expanded their aftermarket business. In 2010, Weichai achieved sales revenue of over 2 billion yuan in the post-market, and it is expected to reach 20 billion yuan by 2020. Today's Weichai family, the championship industry person Ding Xingwang. The group includes listed companies such as Weichai Power, Weichai Heavy Machinery (8.67, -0.02, -0.23%), Yaxing Bus (6.60, 0.29, 4.60%), etc., and owns complete vehicle, powertrain, and core components. Luxury yachts and other four business segments. Among them, the world's largest heavy-duty engine production, China's fourth heavy-duty trucks, China's heavy-duty transmission first, China's heavy-duty axle first, the world's first luxury yachts, forklifts manufacturing the world's second largest spark plug in China. But this is obviously not the ultimate goal of Tan Xuguang. The real vision of Weichai is “to build an internationalized enterprise group that is driven by the whole machine and has the core technology of the powertrain and develops into an important global equipment manufacturing industry with unique characteristicsâ€â€”a stage standard that can be measured is In 2015, the Group's sales revenue reached 200 billion yuan, which is more than doubled in the “Eleventh Five-Year Plan†period and entered the world’s top 500; the scale farther away is the world’s largest, not only the first in production and sales volume, but also the core in all aspects. In order to achieve an important strategic goal, the 100 billion-level enterprise is still adjusting its forward posture on the premise of maintaining strategic strength: from product manufacturing to overall solution, from manufacturing to service business. , From the investment business model to the consumer business model. "We have been following the steps we have set ourselves. 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