Corporate culture case stories

Two corporate culture case stories

Introduction: What is corporate culture? Simple text above understanding is to culture, culture must be faith, in the universal acceptance and recognition of the basis and gradually become faith. Here are two corporate culture case stories I brought you, I hope you can help.

Part I: two corporate culture case stories

1 Haier's business model Service and quality-oriented Haier with a near-perfect image of Chinese enterprises in the world on behalf of Haier CEO Zhang Ruimin on the ? Haier's CEO Zhang Ruimin explained the Haier phenomenon in only four words: speed. Haier's CEO Zhang Ruimin explained the Haier phenomenon in only four words: speed and innovation. At the end of 2005, Haier announced that it had entered the stage of globalization brand strategy, which was the fourth turning point of Haier's strategy, but after Haier chose to make a new round of attack, its road of innovation seems to have undergone some changes. As Jeffrey Moore said, big companies are not without their own problems. As Jeffrey Moore said, it is not that large companies do not innovate, on the contrary, the number of innovations carried out in large companies is sometimes staggering, but they may not be directly linked to economic purposes. Currently, Haier is filing an average of 1.8 patents per day, producing one new product per day, and 1.5 innovations that have made Haier the world's sixth-largest white goods manufacturer. But there are signs that the Haier Group, which started with white goods and has always focused on white goods, is being overtaken by its rivals. Haier was ranked 89th among China's top 100 technology companies in 2006, a drop of 61 places from the previous year. in 2005, Haier's main business revenue was 16.509 billion yuan, compared with 18.248 billion yuan for Gree and 21.313 billion yuan for Midea, the other two major appliance giants in the market; its net profit was 239 million yuan, compared with 508 million yuan for Gree and 382 million yuan for Midea; and its net profit was 382 million yuan, compared with 308 million yuan and 508 million yuan for Gree and 382 million yuan for Midea respectively. Net profit, Haier is 239 million yuan, Gree and Midea are respectively 508 million yuan and 382 million yuan; return on net assets is even more different, Haier is 3.5%, Gree and Midea are respectively 18.72% and 12.48%. At the same time, Haier's internationalization process is not as fast as expected, Haier's goal is to succeed in the United States, Europe, Japan, three major markets, and these three markets focus on channels, design and quality, whether Haier can successfully break through the signs are not yet seen. Haier overcame human inertia through business process reengineering, but now, can Haier overcome the inertia accumulated in its innovation process and successfully upgrade to the international version? International version?

2 Lenovo business model ? The Lenovo business model is to build a team, set a strategy, and lead a team. The core team of Lenovo treats the company as if it were its life and forms the omnipotent core competitiveness of Lenovo, which has always been the true management experience that Liu Chuanzhi has been talking about everywhere. Sounds like a good idea, but it's not. Within 2 hours to go? Early spring March, is the season of recovery. Lenovo employees, however, to a large-scale layoffs, to specifically demonstrate the new momentum of Lenovo. Lenovo's new momentum. Many loyal Lenovo employees did not expect to be invited into the conversation room at the same time, all the IC cards related to Lenovo have been invalidated, and must be? leave within 2 hours! One employee sent out a message that Lenovo was not home. Lenovo is not home. One of the employees lamented that Lenovo was not his home, and asked a very pointed question: "The leader made a strategic mistake. Employees were asked to bear the burden of the leader's strategic mistakes. The Lenovo executives remained silent, leaving it up to the media to say what they wanted to say.

Liu Chuanzhi finally came to the forefront in mid-April, admitting in an interview with China Youth Daily that? Lenovo does have some strategic mistakes made by employees. The company should sincerely apologize to its employees. The responsibility for the layoffs does lie with the leadership. But a turn of phrase, is to say another reason: do not do business without layoffs, there must be eliminated in order to ensure the normal development of the enterprise. Liu Chuanzhi said, ? Lenovo, as a Chinese company with an annual turnover of 3 billion dollars, belongs to the international medium-sized enterprises, and must firmly

To the goal of international large-scale enterprises. Although Yang's Lenovo suffered setbacks toward its goals from 2001 to 2003, the board found that breakthroughs in diversifying its business and investing more in technology provided useful lessons for setting new three-year goals at a modest cost. In this way, an issue that affects the lives of thousands of people has been trivialized by the statement, "The cost was not significant. The cost was not significant. It is not a big price to pay. A three-year plan opens up a series of new strategic areas, and in the first and second years there will be some situations to show whether it is the right way or not, and whether it is to continue to move forward, but Lenovo's management team has to wait until the end of the three-year period to come to a conclusion and lay off a large number of bewildered employees. Why couldn't Lenovo have realized earlier that it had deviated from its goals and corrected it earlier? Is this a coincidence or a necessity? A friend told me another story to clear up the confusion. A few years ago, one day, Digital China's senior, a little smug. To a management expert, inside and outside the introduction of a round, please talk about his views, looking forward to the other side of the praise and praise of the pleasant words. The expert shook his head and said, "Digital China is a billion-dollar company. Digital China is a small company of one billion dollars, and this company does not have the minimum corrective mechanism of a modern company. No one cared when the cell phone business lost 10 million yuan, no one cared when it lost 50 million yuan or 100 million yuan, and no one cared until it lost 140 million yuan, when all aspects of the business couldn't stand it any longer, and only then did someone call a halt to it. This is not normal. The words of the experts made people uncomfortable, and no one was taken seriously. As a result, the same story has been repeated again and again in the Lenovo system. Mass layoffs are an updated version of this rendition and reveal more. Core competence is management? The question that concerns me now is: Why didn't Lenovo revise this goal in time when it had already realized in 2001 and 2002 that it was impossible to achieve it based on the company's management team and foundation? Why did Lenovo, which is famous for its management, have to wait until the end of the planning period to make a hasty statement that companies usually make adjustments to their targets? If they can't get a clearer picture of a major strategic issue, what else will they take to heart? How can a responsible management team, a responsible board of directors, do nothing? What are they waiting for? What are they stalling for? Who are they competing with? Is there a political agenda to be realized in the waiting?

? Build the team, set the strategy, lead the team? Lenovo's core team to see the company as life, the formation of omnipotent Lenovo core competitiveness, sounds like a good idea. Repeat the same words a few times, and you will believe it. Liu Chuanzhi has repeatedly said in the company inside and outside the bold: "Lenovo has the experience, money, and the ability to make a difference. Lenovo has plenty of experience, funds, and spend more than 10 years, we can cultivate a few small Lenovo. The company's strategy is to Setting strategy, this is Liu Chuanzhi to clap the board.

Part II: Two corporate culture case stories

Haier eat? Shockfish?

Nearly 10 years from the beginning of the 1990s, Haier has merged 18 enterprises, and all turned a profit.

In these mergers, Haier mergers are not the object of any quality assets, but Haier is not interested in the merger object of the existing assets, but the potential market, the potential vitality, the potential benefits, as in the capital market to buy options rather than buying stocks. Haier's 18 mergers, 14 merged enterprises with a total loss of 550 million yuan, and the final revitalization of the assets of 1.42 billion yuan, the successful realization of the goal of low-cost expansion.

It is customary to compare mergers between companies as "fish eat fish". The fish eat the fish? And Haier ate what fish? Haier people think: they eat not small fish, not slow fish, not even sharks, but ? Shock fish? What do you mean? Shockfish? Haier`s `interpretation is: the muscle of the fish did not rot, a metaphor for the enterprise hardware is very good; and the fish is in a state of shock, a metaphor for the enterprise's ideas, concepts have problems, resulting in stagnation of the enterprise. This kind of enterprise once injected with new management ideas, there is a set of proven management methods, will soon be able to be activated. From the international point of view, the merger and reorganization of enterprises can be divided into three stages.

First? Big fish eat small fish? Fast fish eat slow fish? The trend of mergers and reorganization is the capital to technology, new technology enterprises merge with traditional industries; and then? Sharks eat sharks? This time the? Eat? The meaning of the party has not defeated the other party, but we often say the so-called? Strong combination? And eat? Shockfish? The theory of Haier's choice of mergers and acquisitions provide a realistic basis. National conditions determine the Chinese enterprises to engage in mergers and reorganization is not possible to copy foreign models. Due to institutional reasons, the small fish do not feel its small, slow fish do not feel its slow, each have to rely on, enjoy themselves, the lack of mergers and reorganization initiative, initiative. So live fish will not let you eat, eat dead fish you will have a bad stomach, so only eat shock fish.

Comments:

1. Eat? Shockfish?

? Shockfish? is Haier's figurative metaphor for a merged company. Now willing to be merged by others are enterprises whose production is difficult to maintain, in the enterprises that will go bankrupt and close down, there are some enterprises with better equipment performance, debt can also be stripped, simply because of the fuzzy property rights, no one is responsible for or mismanagement of business operations resulting in low efficiency, the Haier Group believes that ? Shockfish? , can be merged. The other part of the enterprise is about to close down, Haier Group think it is ? dead fish? , is absolutely can not be merged, otherwise it will lead to problems with the parent company. Haier Group in its high-speed expansion process is not dragged down by the merger of enterprises, and the merger of subsidiaries are full of vitality, economic benefits continue to improve, one of the main reasons is a good grasp of the eating? Shockfish? This principle.

2. Low-cost expansion

Haier Group began to develop from the refrigerator, and now in addition to the drum washing machine washing machine, air conditioning, freezers, small appliances, etc. are developed through mergers. Haier's holding mergers in the field is a typical case of low-cost expansion. For example, in December 1995, Haier allocated 300 million yuan of assets of Ranboshi Island Company with an investment of 22 million yuan. In March 1997, the merger of the Amity Electric Group's washing machine factory contract, the original debt stripped by the Amity Group debt, the remaining effective assets Haier Group just holding 29.28 million yuan as a loan to the Shunde Haier Group Electric Co., Ltd. in the production of products, in three years three times in equal shares of Haier's share of the profits to be repaid, on the realization of Shunde Haier Electric Co. Ltd. 60% of the holding, in essence, Haier Group by borrowing capital from the merged party to realize the holding, Haier did not spend a penny, on the expansion of the production scale of washing machines, so that it reaches the economies of scale, which is typical of the internationally accepted? Leveraged merger? The way. In July 1997, the merger of Laiyang electric iron factory contract, Haier Group technology, molds, models and other tangible and intangible assets amounting to 11 million yuan into the shares, Laiyang Haier Electrical Appliances Company Limited by the largest shareholder (holding 55%). Not only that, the contract also stipulates that, in the future sales revenue, Haier Group will withdraw 5% of the total sales revenue for the use of Haier this well-known trademark trademark fees.

Haier Group's corporate mergers from 1998 to 1997, experienced a high-cost expansion to low-cost expansion of the three phases, namely, the purchase of the full amount of funds, the whole transformation stage; invested part of the funds, input management system stage; intangible assets to revitalize the tangible assets stage. From the assumption of debt merger to investment holding; from the borrowing type holding to the use of intellectual property investment holding and trademark fee extraction; from the large amount of capital investment to the use of trademarks and other intellectual property rights for the company to revitalize the assets; investing less and less money, the brand's utility is more and more large, revitalization of the more and more funds, low-cost expansion faster and faster. The reason why the companies merged by Haier is willing to be merged by Haier Holdings, mainly to value Haier's ability to develop the market, the market reputation and brand effect, was merged by Haier after their own way out.

3. Haier's culture assimilates the employees of the merged enterprise

Haier Group since 1995, has formed its own characteristics of Haier culture, in the merger of enterprises, are first injected into the Haier culture. Haier Group from the merger of Red Star Appliance Co., Ltd. began, the number of people sent to each merged enterprise only 3 people, these 3 people with a deep Haier culture? Gene? , they have to bring Haier's culture, Haier's management system to the merged enterprise, so that the employees of the merged enterprise from the ideological, conceptualization of the transformation of the skin. There is no unified corporate culture, no unified Haier management philosophy and innovative spirit, the benefits of Haier management is impossible to produce.

4. Combination of invariant module and variable module

Haier Group in the management of the merged enterprise, flexible Haier management concept of invariant module combined with the local specifics, aroused the creativity of the employees of the merged enterprise. The so-called invariable module is the metaphor of Haier people for Haier spirit and Haier management system. The so-called variable module is a variation of Haier's specific management tools in the merged enterprises in different regions. Regardless of the merged enterprise, Haier? The spirit of Haier and its management system include self-inspection and mutual inspection. The spirit of Haier and a set of quality management system including self-inspection, mutual inspection and evaluation cannot be changed. However, each region and each enterprise has its own specific situation, and its management methods have their own characteristics. Shockfish? A class of enterprises is not useless, it has its own advantages. Haier's management personnel to any merged enterprise, the first record to find her strengths, and then based on a typical example, so that the majority of employees to analyze their own, to find their own deficiencies and then select cadres by way of competition, the use of local outstanding management personnel to manage the enterprise, so that the majority of employees have a sense of crisis at the same time there is a sense of belonging and identity, so that it is recognized that as long as the enterprise work hard, there will be a future, there will be a future.

;