In 2008 we have to make 50 billion!
In August 2004, at a meeting of the national lighting industry, Wu Changjiang, the head of Huizhou NVC Optoelectronics Technology Co., Ltd., threw this sentence with confidence when faced with hundreds of lighting company CEOs. At that time, the audience was in a state of utter disappointment. This is clearly a rant! The bosses generally shook their heads and thought that it was only Wu Changjiang shouting slogans and doing propaganda. How could NVC have such great ability? The annual sales of NVC at that time. Only five or six hundred million yuan, in just four years can reach 50 billion? No one believes.
NVC Lighting was established in 1998. NVC, which started from a million yuan, broke through the conventional business philosophy and boldly positioned its strategic goals in creating world brands, striving for the first in the industry, and developing rapidly. Last year, the total sales volume ranked among the top lighting companies in the country. It is estimated that the output value will reach 4 billion yuan this year.
â– Finance concept innovation
No one buys a share, the cake is not big.
In the eyes of the assistant president Shi Yongjun, Wu Changjiang has obvious differences with the general manager. Whether he has absolute control over individual shares is relatively weak. He feels that it is not important to support the development of the enterprise as long as it is beneficial to the enterprise. At the exchange meeting on independent innovation of SMEs in the city a few days ago, Wu Changjiang once again expressed his views on the equity issue: If a boss has the idea of ​​absolute control over the company, then he is irresponsible to the company. Being irresponsible to the employees of this company is, in a sense, irresponsible to society.
You have to give up the equity, don't always think that you have become a minority shareholder, and are helping others to work. You should think about it. If no one buys a stock, you can't make a big cake. You might eat it in one bite. If someone buys a stock, once the cake is bigger, you may not be able to finish it for a few days or months. Wu Changjiang said that in fact, many people know the truth of making a big cake, but they can't use it in practice. They are always used to turning around a small piece of cake. This is a kind of complex, the old can not jump out of the original frame, put it out is the conceptual problem!
In 2006, Softbank Venture Capital Fund joined NVC for US$22 million and held a certain shareholding in NVC. Although some people say that Softbank is a big bargain, Wu Changjiang has a different view: If there is no Softbank, NVC will not have today. He also said that if everyone looks at the long-term, in order to make the company bigger and stronger, in order to create a world brand, then whoever controls, the result is the same.
â– Resource integration innovation
Concentrate resources to run market tree brand
A lot of things to do, not how much money you have in your wallet, how much power you have, but how much resources you have in your hands, how to integrate these resources to do things, this is your strength. You should have this idea when you do business. Wu Changjiang said that in the early days of the establishment, because of limited funds, NVC only produced a small number of products, most of which were processed by others. Although the gross profit is reduced, this can concentrate more funds and resources to run the market to take orders and establish the NVC brand. Relying on resource integration, NVC initially occupied a large market share in the domestic commercial lighting field.
At the beginning of this year, NVC took over more than 70 million yuan of orders for the Beijing Olympic lighting project, and then was officially recognized by the State Administration for Industry and Commerce as a well-known trademark in China. In the past, the scale of filial piety was weak, and I mainly integrated market resources. Now that there is scale, we still need to integrate various resources to maintain the competitive advantage of the company. Wu Changjiang said.
â– Marketing innovation
Promote the marketing model of the specialty store market
In the same industry in China, NVC is the first to implement the marketing model of lighting products stores. Wu Changjiang believes that monopoly will make customers feel that the company is standardized and powerful, and it is also conducive to preventing the intrusion of counterfeit and shoddy products.
A win-win situation with dealers is the consensus of NVC's top management, and it is also a concrete manifestation of NVC's concept innovation. In cooperation with dealers, NVC never accepts franchise fees and deposits, and provides full tracking service and support for dealers in terms of site selection and decoration, product shelf-up, pricing and sales, and follow-up stocking. Until they can operate completely independently. NVC also establishes credit lines for dealers, allowing shipments to be paid after shipment. NVC's credit line for dealers has accumulated up to 200 million yuan.
The new concept of cooperation and win-win has won the trust of dealers, and NVC's sales network has expanded rapidly. At present, NVC has established operating agencies and brand stores in more than 20 countries and regions. It has 35 operation centers, more than 1,500 distributors and more than 2,000 brand stores in China.
Dialogue with Wu Changjiang
You have to touch the elephant and make a turn.
Reporter: How do you think SMEs can achieve conceptual innovation, and what can be done to jump out of the existing concept?
Wu Changjiang: Conceptual innovation is the most important and fundamental issue. How to jump out of the framework of existing ideas, one sentence, learn more. One is to learn from books, the second is to learn from successful people, and the third is to learn from losers. I think that business success or failure is inevitable. It is definitely not accidental. If you don't study and don't analyze it in depth, you can only see the surface phenomenon and see the accidental factors. Only by learning more, analyzing more, and thinking more, you can see problems more deeply than others and more comprehensive than others. The fable of the blind man tells us that you have to touch the elephant to make a turn to know the whole picture of the elephant.
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