张瑞敏：中国式管理三个终极难题
文章摘要：中国第一CEO:张瑞敏直击中国企业家的管理软肋,以自己独一无二的格局和思考：新时代无论从管理还是模式上都需要创新精神。
今天在这里我想讲三点：第一点是怎么样做适应中国国情的管理；第二点是，在信息化时代怎样做管理上的创新；第三点是，海尔自己在商业模式创新上的探索。
中国现在有一个MBA悖论，一开始大家对MBA非常狂热，只要有了MBA的学生、受到MBA的教育企业管理一定能够上去。当然MBA是非常重要的，当然有一个MBA“退烧”的问题，用了之后觉得不像期望的那么高。主要原因是MBA案例大部分是国外案例，很少有中国自己的，中国没有自己的管理模式、管理方式。在改革开放前，中国没有自己的管理，改革开放后中国主要是学习日本的管理方法，而不是管理模式，比如像丰田这种管理模式。引进MBA还有一个是不是水土相服的问题，我自己也感觉到这确实是一个非常大的问题。
第一 ：怎么样做适应于中国国情的管理？
去年11月我去美国波士顿，和杰克。韦尔奇专门有一个会谈，谈了很多问题，我问的第一个问题是：韦尔奇如何能够把GE做到世界最大，但是又做到了世界最小。意思是说他把公司做到了世界第一，但是公司里每一个人又能够充分地发挥、体现自己的价值，其实这是非常不简单的。在中国很难做到这一点，我请他谈一下他的体会。他说中国的企业文化和美国有非常大的不同，在美国很多方面可以放权，因为美国的财务制度非常非常完善，完善到了我自己都不了解，里面有非常复杂、非常详细的内容，但是可以帮助我把这个企业有系统地推进。我让员工更多地创新，因为在这个制度下反而会觉得受到很多的束缚。GE在中国也有很多企业，在中国员工很愿意随意改动一些东西，中国没有一些非常完善的制度，这是两个国家在管理上非常大的差异。
其实我们自己在国外设立工厂或者是和国外公司打交道后，也感觉到中国企业内部的文化和美国、日本的都有非常大的不同。比如说我们在美国南卡罗来纳州设立了一个工厂，我们的人过去告诉美国生产线的工人应该怎么去操作，但是过了几天，按照美国的条件可以再改动一下，美国工人就不干了。他说你前两天告诉我那样干，今天又告诉我这样干，到底哪个是对的。所以不能随便改。
这就体现了一个“法”的概念，但是中国工人的这个概念并不是很强烈。比如，让日本人擦5遍桌子，但是中国人可能今天擦5遍，明天就擦3遍了。我们把日本的一家工厂并过来，研发了非常好的产品，在全世界都卖的非常好，我们就给这个研发团队特别的一份奖励，结果他们不同意。为什么呢？让这些人来干就开发出很好的产品，如果不让他们干，让其他的人干也会开发出很好的产品，这是我们的决定，而不是他们的能力问题，不可以给他们单独奖励，最后把钱还是平均了。日本人的这种团队精神也是和中国不一样的。
中国的管理一定要适合中国自己的国情，这在国外可能会遇到很大的问题，但是怎么样来做又遇到了一个问题，现在金融危机来了，很多企业感觉到现在还谈什么管理，能过得去就行了。所以大家抱着能“过冬”的思想。
今年1月1号温家宝总理到海尔视察，我谈了这方面的想法，现在很多企业不考虑什么管理不管理的问题了，就是考虑能“过冬”就行了。作为海尔我们的想法不应该是“过冬”，应该是“冬泳”，金融危机过去后你只能是低水平的重复，以前是廉价劳动力生产产品出口，你如果还是低水平生产产品出口的话没有多大的意思，所谓的“冬泳”是在金融危机中不但不能放弃管理，应该把管理提高一步。所有企业在金融危机中遇到的问题就是两大问题：一个就是库存非常多，二是应收帐款收不回来。特别是江浙一带欠的非常多。一般企业采取的作为是库存只好再降价、再销售，在金融危机的情况下“冬泳”就是把我的管理提高到可以消除库存、消除应收帐款问题，这样可以把整个企业的管理进行提高。
当时我跟温总理说这个要靠创新，佛教禅宗上有一句话“凡墙都是门”，只要你创新，所有竖在你面前的墙都可以通过去。如果不能创新的话在你跟前的一堵门也过不去。这是我想说的第一点，怎样用创新来适合中国的国情。
第二：怎么样在互联网时代进行管理创新？
现在进入互联网时代，互联网时代对企业提出来的挑战就两个字——速度。谁能够以更快的速度满足用户的需求。有人说农业时代解决饥饿工业征服空间，信息工业征服的是时间，所以对企业来讲时间是制胜的关键，能不能在第一时间满足客户的需求。德鲁克有一句话，互联网消除了距离，这就是它最大的影响。对于企业来讲只能做到和用户的零距离，如果和用户零距离你就赢了。
先要做企业信息化，然后再提升企业信息化。作为企业信息化来讲中国企业还有很长的路要走。现在媒体报道中国企业ERP不能够成功的有93％，也就是说可以做到ERP的只有7％，而这7％还不一定能够成功。媒体上可以看到很多企业和做ERP的咨询公司打官司，说你给我做ERP，给我承诺做到什么程度，现在没有做到，我要求你索赔。这说明一个很大的问题，做信息化有一个非常大的误区，还没有做到以用户为中心满足用户的需求，然后就要求做信息化，其实做不到的。现在中国企业做的油水分离，本来业务就像水一样，现在把信息化做的像“油”一样，放在水上面。有点儿像《圣经》马太九章的一句话，没有人把新酒放在旧皮袋里去，如果把新杯放在旧皮袋里去旧皮袋一定会爆裂，新酒也会爆裂，所以只能把新酒放在新皮袋里。原来的业务流程就像旧皮袋一样，现在的信息化像新酒一样，把新酒装到旧皮袋中去肯定不可以。
拿海尔自己来说，做信息化也废了很多周折，现在比较好地做起来了。举例来说库存问题，我们在做信息化流程时库存没有得到很好的解决，现在我们提出零库存下的信息化。我没有库存，但是用户要的话我可以马上送给你，用户不要就不会形成库存，实际上就是全流程的再造。比如研发，今天研发的产品必须是六个月后用户的需要。市场人员也应该了解到用户的需求，我的产品一定不会形成库存的。现在这个问题我们做的相对好一些了。
这也是中国企业面临的很大的问题，比如说编成统一数据，2008年中国家电企业库存周转天数是64天，我们自己在2008年初库存周转天数是32天，差不多是中国平均周转天数的一半。尽管我们的流程再造现在已经降到了三天。这个过程其实也是很痛苦的。我们的销售在这个过程中也受到很大的影响，咬着牙做了之后，把全流程的信息化都做起来了。很多中国的企业基本上还是卖库存，我们能够是开始卖服务了，根据用户的需求来做。
最近我看到一个报道，丰田汽车说它在金融危机的过程中之所以受到影响，就是因为它偏离了丰田之道。原来的丰田之道并不是表面所说的精益管理，而是我生产的汽车一定是有用户要的。现在我们的零库存做到现在，也做到在生产线上生产的产品出来后不是放在仓库里去，而是哪个商场、哪个用户已经定了，所以我生产线上生产的产品就是用户要的产品。而不是像很多中国企业为仓库采购、为仓库销售，这是一个非常大的挑战，我们的企业信息化从这里切入就是以用户为中心做的。
接下来再往上做就是“信息化的企业”，怎么做我们也正在探讨。我的意思是说“企业的信息化”相当于以企业为中心满足用户的需求，而“信息化的企业”相当于把企业放到全球用户需求的链条中去，你只是这个链条中的一环，应该更快地在这个链条中进行运转。海尔要做的是怎样把我们从制造的企业转化成为服务型的企业。
美国的安德森在《长尾理论》里有两句话，非常好了诠释了这一点，“在信息化时代每个企业应该是低成本提供高质量产品，高质量地帮助用户找到它”。如果低成本提供所有的产品，就不是中国企业现在大规模制造，而应该是大规模定制。因为大规模制作一定可以做到低成本。像长尾理论说的不是80/20原则，而是所有型号的产品用户可能都要用。那个时候，在大规模定制时，虽然是大规模，但是要定制很多型号的产品，这对中国企业来讲是非常大的挑战。
高质量地帮助用户找到他需要的产品，现在用户面对的不是你一个企业，而是全球很多企业，要高质量地帮助用户找到他需要的产品要求你的产品在全球中非常有竞争力。这是对于中国的企业来讲，从现在开始，通过金融危机来转型是非常大的挑战。
我们现在具体探索的就是虚实网结合，所谓“虚网”就是互联网，所谓“实网”就是最后一公里，也就是鼠标加及时服务。用户在互联网上点鼠标之后我应该是第一时间送达，这就需要跟实网——物流、营销服务等结合。现在在实网方面我们正在努力地往前推进，因为中国的市场实在是太大了。特别是中国农村，现在扩大内需主要是农村，中国有2812个县，35000个乡，64万个行政村，一个县就有上百万人，广东地区有些地方一个很小的地方、一个县可能GDP就可以突破千亿，这个潜力是非常大的。但是这个网络深入下去就非常困难了，所以我们从县、乡、村一点点往下铺。
这和“虚网”——互联网要结合起来，他点了鼠标后你怎么样送达。国外很多大的物流公司到中国来希望和海尔进行合作。他的很多方面都比我强，但是就差一点，就是最后一公里。现在中国政府在推“家电下乡”，我们在“家电下乡”全国中的份额是最大的，是第一位的。就是因为我建设了庞大的网络。另外还有很多外国品牌和我是竞争对手，比方说美国、欧洲、日本的家电电器品牌都是我的竞争对手，但是他现在把农村的销售委托给我。为什么呢？因为它没有办法配送，也没有办法服务，到每个村、每个县是很难的。
中国很有意思，村里很重要的是村长，村长如果觉得我用海尔的产品很不错，村里的村民大概都会同意。因为他可以给你一定的优惠政策，比方说电价可以给你优惠一点。另外我们村的电工，如果说谁买了海尔家电我可以免费给你修理，村民当然会很高兴了。另外中国农村的电价是很有意思的，不是和城市电价一样，很贵。为什么很贵呢？因为有很多费用都摊到电价里去。农民买电器买得起，但是用不起。
这是非常重要的，现在进入到云计算时代之后，没有人去买服务器了，肯定只买服务就行了。就像没有任何一个单位说我买一个发电机，自己给自己发电就行了。但是你买什么样的服务就是一个很大的挑战了。这个服务一定要和市场是紧密联系在一起的。
第三：什么商业模式上的创新王道？
我谈谈海尔自己在商业模式创新上的探索。到底这个商业模式是什么样的，现在有很多说法，所谓的商业模式不管怎么说就是一条，能不能创造客户价值。如果说你能够创造客户价值，能够体现客户价值，这个商业模式就是对的了。像丰田的精益管理、戴尔的直销模式。
我们自己现在在做的过程中，怎么样能够统一一个目标来创造客户价值。海尔1984年开始创业时只有600人，原来是一个濒临倒闭的小工厂，现在是一个国际化的企业，发展的比较快。在发展的过程中很多管理的东西都没有跟上，慢慢地就会有一种大企业病。所谓大企业病就是内部员工和部门相互间的博弈。就像1994年获得诺贝尔奖的纳什所说的，每个人都从自己利益最大化出发，最后形成一个博弈。可能是我为了自己的利益损害了公司、别人的利益，这一点在我们自己集团中也慢慢形成：部门间相互做一个防火墙，这样就形成一个非常大的问题。现在我们所做的是怎样使大家的目标都集中到创造用户价值上，怎样能够协同起来。
第一步把各个组织结构颠覆了。按照职能管理原则，组织结构应该是金字塔型的，是一个中三角，企业最高领导在最上面，然后是次要领导，然后是一级级领导下来，到最下边一定是员工。但是员工面对的就是客户。客户所反映的问题员工要逐级反映上去，领导再做决策下来，这里面除了内部的消耗外还有一个很大的问题是不能够非常好地直面市场、快速做出决策。现在就把这个三角形倒过来，变成倒三角。客户在最上面，然后是一线经理、员工直面客户，最后一级级下来，最高领导成了最下面的了。这样企业的最高领导从原来的发号施令变成在最下端为一线经理提供资源。所有的部门在这当中都为了一线经理和客户提供资源，从发号施令者变成提供资源者。
集团内部的各个部门因为都要面对客户，所以要打破各部门间的壁垒，我们叫做自主经营体，大家共同来达到客户的价值。
今年4月份我到美国佛罗里达和郭士纳谈了，他写了《谁说大象不能跳舞》，就这个问题我们进行了交流，我画了这张图，从正三角到倒三角，我们现在是这么做的，你觉得怎么样？他说我在IBM做头的时候想这么做，但是我没有做。他说这个方向肯定是对的、方法肯定是好的，但是当时没有做的原因是什么呢？主要有两点：第一，如果你在上面叫一线经理变成一个个的经营体，经营团队就会产生一些问题，市场上一些新的机会就不会关注了，只会关注他对的客户，这样会丧失很多新的机会。第二，一线经理团队对着客户，身后的资源不能及时提供给他，他要回过身来找资源，对客户的关注下降了。因为这两个原因当时在IBM没有采用这个方法。
我们也考虑到这两个问题，现在在采取措施解决。一个企业可能很大，但是再大、再小的企业就是三张表，损益表、资产负债表和现金流量表，现在我把损益表做到一个团队，在倒三角型最尖端的领导个人损益表是要关注这个企业在市场上的战略方向和战略目标，当然企业新的机会就是他损益表的任务。为了防止一线经理和客户承诺后还担心背后的资源没有共享，所有背后的这些人，比方说人力、财务等等都有各自的损益表，这个损益表和这个团队对客户的承诺内部要形成一个契约。我们也进行了一些试点，效果还不错。收到了一些效果，这完全颠覆了过去的思路，过去我到企业里来干，根据我的职务、能力、所做的工作给我开工资或者是奖金，现在完全变成了你到公司来干，你拿到的是公司的资产，你拿到的资产必须要增值，如果不增值的话就亏损了。你拿到资产后我给你时间划定，做到多少是保本，挣到多少是公司利润。一个是市场行业平均利润、一个是市场标杆企业的最高利润，第一步可以达到平均率，第二达到最高，把这个利润留下后，把所用的费用拿掉，剩下的进行分成。
现在市场上很多企业做着做着就要降价。过去一个经理派到北京来做，他说产品不好卖了，要降价，他就申请，我们批准后，这个事就和他没关系了。现在是买断了，降价一定会亏损，亏损后你就没有工资。你就不可能再创造价值。有点儿像中国农村改革开放一开始的时候。中国农村从1978年开始改革开放，很短时间内就上来了，也就是“先国家、后集体，剩下是自己。”我给你这样一个平台，比方说你销售一百万，之前是公司资产，现在你必须要增值十万或者是二十万。
这样做了之后有三个好处：第一可以适应信息化时代多变、快速的市场。现在市场变化太快了，等到市场变化反馈回来你再做决策肯定不行的。但是我把市场给你了，你来运作，他自己来做的话绝对就可以了。就像托夫勒在商业新文明中说的一句话一样，现在的时代是金钱与光速的时代，信息需要比这个更快才行，信息要比光速还快，
在农村就有这些，举个小例子，我们的产品到农村很受欢迎，电冰箱、洗衣机都有防鼠板，如果不打老鼠的话，老鼠就把电线咬断了，我们就加了一个防鼠板。我们一线人员发现防鼠板不管用。达尔文的进化论在这里起作用了，老鼠进化了。原来农村房屋很差，门什么都是敞开的，老鼠随便进出。现在门窗都严密了，老鼠进不去了。四公分的小老鼠就可以繁殖下一代，原来的防鼠板根本防不住老鼠了。他们在现场马上采取措施把这个问题解决了，类似这样的事非常多。
第二，解决内部博弈的问题，就是人单合一的文化。人就是员工，单就不是狭义上的定单，而是市场目标。每个人都有自己的市场目标，要和市场目标协同起来变成双赢。他可以给用户创造价值，也可以从这个价值中得到新的价值。
中国的员工很聪明，不管你下达什么政策都有办法对付你，很快就修正了。但是有一条，只要花公家的钱办公家的事，肯定是——第一效率低，第二浪费钱。如果花自己的钱办自己的事，第一效率高，第二省钱。这样就很简单了，你拿的资产都是公司的了，现在我划到你名下，变成你的。把这个资产给你，让你来运作。你运作增值的话就得好处，亏损的话就没有工资了，就不会把很多难题推到你这上面来了。英国哲学家培根说了一句话，追逐私利的人往往会烧掉大家的房子来煮自己的鸡蛋。其实这样的事多了去了。
第三个，对于传统管理会计进行新的推进和探索。我们推行的这些东西，美国会计协会和我们探讨过几次，他觉得很有意思。现在美国的管理会计已经到顶了，很难突破了，海尔所做的这一切提供了一个突破现有管理会计的新思路。作为管理会计，说到底就是管理未来、规划未来的会计。如果一个企业规划未来规划的很好，也就是说你的战略很好，但是员工不能协同，不能直接反映到市场上也是白搭。如果把管理会计、规划未来的会计变成每个人都来规划未来，每个人规划未来和自己的未来是连在一起的，这样管理会计一定会充满活力的。
最后我想说一点我个人的体会，我在企业里干了30多年，我觉得作为企业领导人最难的是要不断地战胜自己。因为你不是神仙，不可能主观的判断总是会适应客观规律，所以就很难了。因此不能够自以为是，要永远自以为非，只有这样才能不断地挑战自己。所以国家领导人来海尔的时候说，金融危机你们什么目标？我说就四个字：剩者为王，你能剩下的话就一定赢了。要剩下就不这么简单了，不是充分低水平的剩下，而一定要提高。怎么样创新、怎样提高呢？就像《基业长青》所说的，对于领导人的挑战，你不能做报时人，应该做造钟师。都靠你来做决策，你再英明也会有失误的时候，做造钟师，能够把每个人都打造成为了体现自身价值而不断创造新价值的主体。这样企业就不是靠你一个人来运转，而是像一部精密的时钟一样准确地运转，会克服所有的问题。
我自己的目标是希望把这个企业打造成一个自组织、自运转，能够应对所有的挑战、所有的危机，真正能够做到基业长青。
Zhang Ruimin: China style management three ultimate problem
Abstract: China's first CEO Zhang Ruimin himself the one and only and the pattern of thinking, hit the Chinese entrepreneur management weakness: how to be adapted to the situation of China management? The information age how to manage innovation? How to carry out the business model innovation?
Here today, I want to discuss three points: the first is how to be adapted to the situation of China in the era of information management; second, how to do management innovation; third, Haier in their business model innovation exploration.
China now has a MBA paradox, one begins to everyone on the MBA very enthusiastic, as long as there are MBA students, by the MBA education business management will be able to go up. Of course, MBA is very important, of course, have a MBA" anti-fever" problem, after use feel not expected so high. The main reason is the MBA case is most foreign case, very few Chinese own, China does not have its own management mode, management mode. Before the reform and opening up, China does not have its own management, after the reform and opening up in China is mainly studying the Japanese management method, rather than management mode, such as the Toyota this management mode. The introduction of MBA and a water phase. Is it right? The problem, I also feel that it is really a very big problem.
Question 1: how do to adapt to the national conditions of China's management?
November last year I went to the United States of America Boston, and Jack. Welch have a talk, talk about a lot of problems, I ask the first question is: how Welch could put GE to the world's largest, but also to the world's smallest. Mean he took the company to achieve the world's first, but everybody in the company to full play, to reflect their own value, it is actually very simple. In China it is very difficult to do this, I asked him to talk about his experience. He said that Chinese enterprise culture and the United States are very different in many aspects, the United States can power, because the United States of America 's financial system is very perfect, perfect to I don't know, which is very complex, very detailed content, but you can help me with this enterprise system to promote. I let the staff more innovation, because under this system would have received a lot of bondage. GE in China also have a lot of enterprises in China, employee is willing to change some things, China has some very sound system, this is the two country in the management of very big difference.
In fact, our own abroad to set up factories or foreign companies and after contact, also feel that Chinese enterprise culture and the United States, Japan has very big different. For example, we in the United States, South Carolina to set up a factory, our people used to tell the United States production line workers should be how to operate, but after a few days, according to the United States of America conditions can change again, American workers will not work. He said you two days ago tell me do, tell me do it again today, which one is right. I cannot change.
This is a manifestation of a" law" in the concept of Chinese workers, but this concept is not very strong. For example, let Japanese eraser 5 times table, but the Chinese may rub 5 times today, tomorrow is brushed 3 times. We have a Japanese factories and R & d come over, a very good products, all over the world are selling very well, we will give the team a special reward, they do not agree. Why? Let these people to do develop good products, if not to let them dry, let the other people will develop good products, this is our decision, but not their ability, can not give them rewards alone, finally put money or average. The Japanese and Chinese team spirit is also not the same.
China management must be suitable to China's own conditions, which in foreign countries may encounter a lot of problems, but how to do also encountered a problem, now the financial crisis, many enterprises feel now talk about management, can get on the line. So we can take the "winter" of the thought.
In January 1st this year, Premier Wen Jiabao to Haier inspection, I talked about this idea, now many enterprises do not consider what management is management problem, is considered to" winter" on the line. As Haier our idea should not be the "winter", should be the" winter", the financial crisis over you only is low-level repeat, before is the production of cheap labor exports, if you still low level of production of export products. There is not much meaning, the so-called" winter" in financial crisis do not give up the management, should put the management step by step. All the enterprises in the financial crisis problem is two problems: one is the stock very much, two is receivable closes not to come back. In particular the Jiangsu-Zhejiang area owe very much. The general enterprise taken as inventory had to price, sales, in the case of the financial crisis" winter" is my management is raised to eliminate inventory, eliminating the problem of accounts receivable, so that the whole enterprise management improvement.
At that time I told Wen said this should rely on innovation, Zen Buddhism has a sentence "every wall is a door", as long as you innovation, all vertical in front of you can go through walls. If not innovative. A door in front of you won't go. This is what I want to say first, how to use innovation to fit Chinese national condition.
Question 2: how in the age of Internet management innovation?
Now entered the era of Internet, the Internet age to the enterprise put forward challenge for two word -- speed. Who can faster to meet the needs of users. Some people say the agricultural era hungry conquest of space industry, information industry the conquest of the time, so the enterprise in terms of time is the key to winning, can in the first time to meet customer demand. Drucker has a word, the Internet has removed the distance, this is its biggest effect. Will tell to the enterprise can do and the 0 distances of the user, and the user zero distance if you win.
The first to do enterprise informatization, and then promote the enterprise informatization. As enterprise informatization, Chinese enterprises still have a long way to go. Now the media coverage of China enterprise ERP can not be successful in 93%, that can do only 7% for ERP, and the 7% is not certain to succeed. The media can see a lot of enterprises and do the ERP consulting company to file a lawsuit, saying that you gave me to do ERP, promise me to what extent, it did not, I ask you to claim. This shows that a big problem, make information has a very big mistake, also did not take the user as the center to meet the needs of users, and then asked to do informatization, actually do. Now Chinese enterprises to do business in oil-water separation, originally is like water, now the information as" oil", placed above the surface of the water. Somewhat like the" Bible" of Matthew chapter nine word, no one put new wine in old bottles, if the new cup put into old wineskins to old skins will burst, the new wine will burst, so can put new wine into new bottles. The original business process as the old skin, present information like new wine, putting new wine into old wineskins to must not be.
Take Haier myself, do informatization also waste a lot of twists and turns, it is better to do it. For example the inventory problem, we do in informatization process inventory did not get very good settlement, now we put forward zero inventory under the informatization. I have no inventory, but the user must do so I can send to you, do not form the users do not stock, is actually the process reengineering. For example, R & D, today's R & D products must be six months after the needs of users. Marketing personnel should also understand the needs of users, our products will not form inventory. Now this problem we do relatively well.
This is also the Chinese enterprises face great problems, for example a unified data, 2008 Chinese household electrical appliance enterprises inventory turnover days is 64 days, our own in early 2008 inventory turnover days is 32 days, almost half of Chinese average turnover days. Although our process reengineering has now dropped to three days. This process is also very painful. Our sales in the process also gets very big impact, teeth had done so, the flow of information is done. Many Chinese enterprises basically still sell inventory, we can start selling services, according to user needs to do.
Recently I saw a report, Toyota said it in the financial crisis in the process is affected, because it is deviated from the Toyota way. The Toyota way and not on the surface of the lean management, but I production car must have a user wants. Now our zero inventory do now, also do production line in the production of products come out is not placed in the warehouse, but which shopping malls, which the user has been decided, so I production line of products is the user to the product. Not like many Chinese enterprises for the procurement, warehouse to warehouse sale, this is a very big challenge, our enterprise information entry is from here to the user as the center to do.
Then to do" business information", how do we are also discussed. I mean to say is" enterprise informatization" equivalent to the enterprise as the center to meet the needs of users, and "informatization of enterprise" is equivalent to enterprises in the global demand for users in the chain, you just this one link in the chain, should more quickly in the chain operation. Haier to do is how to save us from manufacturing enterprises into the service enterprise.
The United States Anderson in the" long tail theory" in the two sentences, very good interpretation of this point" in the era of information, every enterprise should be low cost and high quality product, high quality to help users find it". If the low cost to provide all the products, is now mass production enterprises in China, and should be the mass customization. Because of mass production can achieve low cost. Like the long tail theory is not the 80 / 20 principle, but all types of products the user may have to use. At that time, in mass customization, although is massive, but want to customize many types of products, the enterprises of China is a very big challenge.
High quality to help users find the products he needs, users now face is not a company, but many of the global enterprise, to high quality to help users find the products he needs for your products very competitive in global. This is for the Chinese enterprises, from now on, through the financial crisis to transformation is a very big challenge.
We now explore is real and virtual networks of specific binding, the so-called" virtual network" is the Internet, the so-called" net" is the last one kilometer, or mouse with timely service. Users on the Internet to point the mouse then I should be the first time served, which requires to real network -- logistics, marketing service combined with. Now in the real network we are trying to push, because the Chinese market is too big. Especially in rural China, is now expanding domestic demand is mainly rural, China has 2812 counties, 35000 townships, 640000 administrative village, a county to have millions of people in Guangdong area, some places a small place, a county may GDP can exceed 100 billion, the potential is very big. But the network thoroughly is very difficult, so we from the county, township, village shop down a little bit.
This and the" virtual network" -- the Internet to combine, he ordered the mouse you served. Many large foreign logistics companies to China to hope and Haier to cooperate. In many ways he was better than me, but just a bit more, is the last one kilometer. Now the Chinese government to push the "home appliances to the countryside", we in the" home appliances to the countryside" the country 's share is the largest, is the first. Because I have built up a huge network. There are many foreign brands and I is a competitor, for example the United States, Europe, Japan's electrical home appliances brands are my competitors, but he now regards rural sales entrusted to me. Why? Because it had no way of distribution, there is no way to service, every village, every county is very difficult.
Chinese is very interesting, the village is very important to the village, the village if I use Haier products is very good, the village the villagers would probably agree. Because he can give you some preferential policies, for example price can give you a discount. In addition our village electrician, if who said to buy Haier appliances I can give you for free repair, the village of course will be very happy. In addition China rural electrovalency is very interesting, isn't and city price, very expensive. Why so expensive? Because many costs are spread to the price to. The farmer buys electric afford, but can not afford.
This is very important, now move to the cloud computing era, no one to buy server, will only buy the services on the line. Just as there is no any unit that I buy a generator, to his own power on the line. But what you buy a service is a great challenge. This service must and market are closely linked.
Question 3: what business model innovation.?
I talk about Haier in their business model innovation exploration. The end of this business model is what, now there are many versions, the so-called commercial mode anyway is a, can create customer value. If you can create value for customers, to reflect customer value, this business model is right. Like Toyota's lean management, Dell direct model.
We now in the process of doing, how can a goal to create customer value. Haier venture began in 1984 when only 600 people, was originally a brink of closure of small factories, is now an international enterprise, develop more quickly. In the development process a lot of management stuff are not followed, slowly there will be a large enterprise disease. The so-called big company disease is the internal staff and the Department of mutual game. Like the 1994 prize Nash Nabel said, everyone from their own best interests, finally forming a game. May be I for own benefit the company, damage the interests of others, which in our own group also slowly formed between: departments do a firewall, thus forming a very big problem. Now what we do is how to make our goal to create customer value, how to be together.
The first step to various organizational structure subversion. According to the functions of principles of management, organization structure should be Pyramid, is a triangle, its leader at the top, and is the secondary leader, then a class leading down to the bottom, is the staff. But the staff is facing customers. Customer problem reflected by staff to reflect go up, leading to the decision, which in addition to the internal consumption is also a big problem can not be very good to face the market, to make quick decisions. Now put this triangle is inverted, into an inverted triangle. Customers on top, then manager, customer facing employees, the last level down, the highest leadership into the following. So the top leader of the enterprise from the original issue orders left and right turns at the lower end for line managers to provide resources. Of all the departments in the to line managers and customers resources, from issue orders left and right to provide resources.
Within the group of various departments as to face customers, so to break between various departments
(责任编辑：演讲网 yanjiangcn)
