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Management methods of Gree Company

Management methods of Gree Company

As we all know, Dong Mingzhu, the chairman of Gree Group, is upright and upright in the management mode of Gree Company, and her company management concept and experience are among the best among many entrepreneurs. Let's take a look at the management methods of Gree Company.

The management method of Gree Company is 1. First, when I first arrived in Gree, I started my own business.

In the early 1990s, the domestic air-conditioning sales market was still in a period of barbaric development. Air-conditioning electrical appliance manufacturers and distributors generally implement the trading mode of "delivery first, then payment", and dealers at all levels default on payment, resulting in many businesses carrying "triangular debts".

1990, 36-year-old Dong Mingzhu first arrived in Gree and was still an ordinary salesman. Soon after, Dong Mingzhu was transferred to work in Anhui, but what she took over was a mess that "the merchants owed Gree 420,000 yuan for goods".

Dong Mingzhu has no obligation to take care of this matter, but Dong Mingzhu takes everything in the company as his own. Dong Mingzhu believes that since he has taken over the business in Anhui, he should assume the responsibility of paying debts for the company.

Dong Mingzhu blocks dealers every day. After more than 40 days' efforts, the dealer finally admitted to Dong Mingzhu that he was insolvent. So Dong Mingzhu arranged for someone to take the other party's existing goods to pay off debts, and finally avoided this part of the loss for the company.

Since then, Dong Mingzhu has made a rule to abandon the traditional mode of "goods first, then payment", and dealers must "pay first, then deliver". At that time, Zhu Jianghong, chairman of Gree, knew the seriousness of the company's "triangle debt" problem and supported Dong Mingzhu very much.

Since 1992, the mode of "payment first, receipt later" has been implemented very successfully, and it has also been extended to the whole household appliance industry. It can be said that Dong Mingzhu has laid the rule of "pay first and get the goods later" in the household appliance industry.

Second, Dong Mingzhu: If brothers, you can't seek personal gain with public interests.

From 65438 to 0995, the air-conditioning industry developed rapidly, and Gree air-conditioning was in short supply. At this time, Dong Mingzhu is already the management minister of Gree Electric, and has the right to control Gree's inventory.

A merchant wanted to get the goods first, so he asked Dong Mingzhu's brother for help and promised to give a rebate of 600,000 yuan. So my brother found Dong Mingzhu to explain his purpose and was decisively rejected by Dong Mingzhu. Later, my brother came to Dong Mingzhu's mother to lobby, and Dong Mingzhu still firmly said two words: "No."

This incident also led to Dong Mingzhu's brother and sister no longer contacting each other, and the dealer was blacklisted by Dong Mingzhu.

It was not until 2005 that Dong Mingzhu's brother was ill and hospitalized that they made up again.

Dong Mingzhu once said: No matter how powerful I am now, I am also public. I want a bowl of even water. It is by no means to benefit a family and seek public self-interest. Otherwise, employees will follow suit and Gree will have no future.

Dong Mingzhu, the "Iron Lady", seems heartless and doesn't "take care" of her family, but she stands firm and engraves warmth and self-discipline in her bones.

Even the closest relatives will not lose their principles.

Third, enterprise management, Fiona Fang cannot exist without rules.

In terms of talents, Dong Mingzhu has always insisted that no rules can make Fiona Fang.

Gree once introduced a doctor from Tsinghua University, and Dong Mingzhu valued him very much. However, after the postdoctoral fellow from Tsinghua came to Gree, he didn't concentrate on technology research and development, and counted kickbacks with dealers all day.

In 200 1 year, Dong Mingzhu conducted a "style rectification" within Gree, and he was the first to dismiss Dr. Tsinghua. Dong Mingzhu warned Gree people: Gree does not want "talents" with strong ability, high academic qualifications and poor conduct.

In March 2020, a Gree driver had a private banquet in violation of company regulations, and was immediately dismissed by Dong Mingzhu and his department leaders. Some employees think that this is too unreasonable. Leaders have no ability to supervise employees 24 hours a day. If employees make mistakes, why should even the leaders be dismissed?

Dong Mingzhu responded: Special period, special policy. This department is in the charge of the leader. If there is a problem in the department, the leader is the first responsible person.

Some people think that Dong Mingzhu's management model is too tough and unreasonable, which does not conform to the modern enterprise management model. But a company can gain a firm foothold in the competition and let its employees have a stable working environment, relying on leaders like Dong Mingzhu.

In July, 2020, Dong Mingzhu talked about Huawei's "corporate wolf nature", and Dong Mingzhu said: The wolves have a clear division of labor and each has its own duties. Within the rules, dare to compete and never admit defeat. This is the spirit of Gree.

Four. conclusion

Dong Mingzhu and Ren Zheng Fei have the same management philosophy: no rules can make Fiona Fang.

Dong Mingzhu's "iron fist" management has laid the foundation for Gree's success and trained a group of Gree employees who abide by the rules and have strong execution.

Dong Mingzhu said: Implementation is the principle, and there is no room for bargaining.

Measures for the Administration of Corporate Culture of Gree Company II

Gree culture takes "loyalty, honesty, innovation and politeness" as its core values, "loyalty, friendliness, diligence and enterprising" as its entrepreneurial spirit, and "less empty talk and more practical work" as its pragmatic working attitude. It is a world-class product and serves the whole world. The company is people-oriented and respects employees.

Establish a human resource system that trains, exercises, appoints and promotes people in the whole process, and "teach students in accordance with their aptitude and give full play to their talents"; Require employees to be polite to colleagues, customers and related personnel; Respect for leadership; Ordered to ban; Unite colleagues; Sincere cooperation; Treat people equally and get along well with each other.

profit model

Gree relies on strong brand influence, innovative cutting-edge technology and excellent product quality to provide consumers with high-quality air-conditioning products and service levels, create maximum profits for dealers, and help dealers grow and innovate independently. This is the development creed of the only large electrical appliance manufacturer focusing on air-conditioning products in China.

In Gree, we always adhere to the principle of "how much money you want to invest in you and how much money you want to spend on you". Gree's emphasis on independent innovation is evident. Gree put forward that "no after-sales service is the best service" and tried to establish a service system with product quality as the primary guarantee.

In enterprise management, systems and norms are the guarantee.

Fiona Fang cannot be achieved without rules. Dong Mingzhu has always been resolute in management, and advocated the rule of people by system. Its harshness to employees is well-known in the industry.

Because in her view, details determine success or failure, and corporate governance must adhere to principles and abide by the system. Therefore, a set of "managing people" system suitable for the actual situation of enterprises is the most important guarantee for the long-term stable operation and development of enterprises.

Dong Mingzhu said, "Excellent entrepreneurs should have a sense of responsibility, know how to create a sense of security for employees and make employees feel dependent."

Therefore, she believes that in order to better manage employees, enterprises should have relevant talent welfare policies in addition to strict systems.

If an enterprise wants to keep good employees, it can provide welfare and give certain material and spiritual support according to the income and expenditure of the enterprise, so that the whole team can wholeheartedly think of the enterprise and repay the enterprise.

Unqualified employees will be eliminated in time.

Any team in the world will have good employees and bad employees. Just as there is a law of survival of the fittest in nature, in the process of management, managers are bound to face the choice of elimination.

Among the employees who need to be eliminated, in addition to the employees who are not motivated, there is also a very destructive employee, that is, employees with bad character.

An employee with bad character is a time bomb for managers, which may be "detonated" at some time, and once it is "detonated", its lethality is very great.

abstract

Gree's success stems from its management model. Dong Mingzhu, president of Gree Company, was praised as a "legendary marketing expert" by people in the industry. He doesn't talk about air-conditioning wars and marketing tactics. He talks about the corporate culture and management concept based on the integrity management with the charm of Gree.

One of the biggest characteristics of Dong Mingzhu's management of Gree is the practical system. She mentioned in many speeches that the success of an enterprise is not only the success of marketing, but also the leading technology and management. Excellent management system is a catalyst for forming a good corporate culture and an important part of intangible assets of enterprises.