A series of reports affecting 100 people in China's ceramics industry
In the current domestic ceramics market, there are not many well-known brands that can successfully enter the sub-tier 3 market, and most of the well-known brands are concentrated in the primary market. The most outstanding brands in channel management can only appear in the secondary market and a few tertiary markets. However, Wu Nanchang's unique business strategy has enabled his Xinmei Ceramics to stand out in the third-tier market, and has a huge annual output of more than 6 billion square meters in more than 4,000 ceramic tile manufacturers in the country. In the market, it accounts for one tenth of the strong output. What's so special about him? To this end, the reporter entered the Foshan Marketing Headquarters of Xinmei Ceramics Group, and began to explore Wu Nanchang's distinctive thinking and entrepreneurial journey ...
Interview Prelude
The appointment with reporters is at three in the afternoon. However, at 2:30, the reporter and his party arrived at Wu Nanchang's office in advance. However, Wu Nanchang appeared in front of the reporter with a smile on his face, calmly dealt with, as casually as an old friend for many years, and did not see a little bit of dissatisfaction: It really is an old man of resourcefulness! After the guest and host settled down, the thoughts of the party With Wu Nanchang's smile, he went back to before ...
Yuan Jie Ceramic
In 1982, after just 20 years old Wu Nanchang graduated from Jingdezhen Ceramic Institute, he was assigned to work in Jingdezhen Ceramics Factory. He studied ceramic manufacturing and has forged an inextricable bond with ceramics ever since.
In 1992, a group of young technicians such as Wu Nanchang came to the famous city of Foshan from the famous millennium porcelain capital Jingdezhen. They visited the Foshan Ceramics [FsTaoCi.com] company during the day and met with their seniors and students who came to Foshan from their hometown in the evening. . Since they all came from the Jingdezhen Ceramics Institute, the seniors and students of Foshan saw their special affection and enthusiastically introduced them to the Foshan ceramics industry, which was famous for its "Shiwan doll" in the past, so that they saw the Foshan ceramics industry. Earthshaking changes are happening. This change resonated with the longing in the minds of Wu Nanchang and others, and there was a huge gap between the large state-owned enterprises they served, especially when the Foshan ceramics industry was thirsty for talent at the time and deeply moved him. heart.
After returning from Foshan to Jingdezhen, Wu Nanchang, who is already in charge of the technical department of Jingdezhen Ceramics Company, felt that the management of his company, especially the business philosophy, was incomparable to his counterparts in Foshan. In addition, because Wu Nanchang has a unique perspective on technology, he can be regarded as a young engineer with "several brushes" in Jingdezhen Ceramics Company. He usually dismisses state-owned enterprises step by step and discusses seniority.
Also in 1992, Wu Nanchang, who returned to Jingdezhen from an investigation in Foshan, resolutely gave up the "iron rice bowl". With his 10 years of production and technology and management experience in the Jingdezhen Ceramic Factory, he was alone. Coming to Foshan, as the first ceramic engineer of Nanzhuang in Foshan at that time, he joined Nanzhuang Geely Ceramic Factory, and in a very short time, made the factory's product quality and management level achieve a leap. As a result, many neighboring factories came here in an inexplicable manner, and they tried every means to invite Wu Nanchang as a consultant. Some ceramic factories even paid several times their salaries, hoping that Wu Nanchang could go to their factories to work the night shift. After such a long period of time, Wu Nanchang's heart began to be "wild" and felt that it was not enough to serve one or two companies, so he slowly planned to establish a self-supporting portal. In 1995, it was probably a coincidence. When his idea was learned by a friend in Foshan, the two sides hit it off and established Foshan Xinmei Industry and Trade Co., Ltd., which specializes in ceramic chemicals and glazes. By 1998, Wu Nanchang's first barrel of gold had accumulated five or six million, but his heart was even more "wild"-the money to make glaze was not enough, he wanted to establish his own ceramic production enterprise . However, counting the cash in your pocket is not enough to build a ceramic tile production line. How can you dream come true?
Opportunities for the heavens
As the so-called "nothing is difficult in the world, I'm afraid there is someone who cares for you." Through the introduction of the customer, God even sent Wu Nanchang a super "big pie"-Chongqing Kaixian Chuandong Construction Pottery Factory closed due to poor management and came to Foshan for For cooperation, Wu Nanchang was invited to Kaixian to take a look. It was a joy to come from: The factory is a newly-built ceramics factory with advanced equipment. The only thing lacking is management and technology. This is like Wu Nanchang ’s sleepy encounter. "Push the pillow", so almost in a blink of an eye, easily own your own ceramic manufacturing enterprise. After entering the factory, long-sleeved Wu Nanchang coordinated with the local government to raise workers' wages while strengthening management, and successfully resolved the factory's tense labor-management relationship, which not only helped the local government solve the problems, but also changed the nature of The cultural influence of different regions of the corporate culture has disappeared, making the plant's product quality and output significantly improved, and gradually radiated to the entire southwest, northwest and even central China markets.
Merger and acquisition of six factories
Taking advantage of the large-scale development of the western region, Wu Nanchang acquired two ceramic factories in Dianjiang, Chongqing, and Sichuan Wei, respectively, in just a few years. Then he fled north, successfully merged again in Shuozhou, Shanxi, and then returned to the Central Plains. He built a acre of land in Linxiang, Hunan in one fell swoop. In the end, there was a surprise, and another city in Qingyuan, Guangdong, finally formed the Xinmei Group, which has six major production bases today. Wu Nanchang proudly told reporters: The annual total output of ceramic tiles in the country is 6 billion to 7 billion, and the output of Xinmei ceramics accounts for one tenth of the second and third. The domestic third-level and below markets have sold well. The reporter was taken aback by surprise: in the current domestic ceramics market, there are not many well-known brands that can successfully enter the sub-tier 3 market. Most of the well-known brands are concentrated in the primary market. At most, it can only appear in the secondary market and a few tertiary markets. Xinmei has such a large production volume and is selling well below the third-level market. This is the real mass brand! And Wu Nanchang has developed to this day, not only owning six modern ceramic tile manufacturing enterprises, the most valuable thing is that he has never asked The bank borrowed a penny.
"In the past few years, I just paid attention to pulling the car, didn't look up, and just spent the money I earned, and didn't loan a penny to the bank, I felt a bit too honest. I need to change it in the future." The evaluation is very relevant. However, in China's ceramics industry, which has entered the severe winter due to the bursting of the real estate bubble, no bank loan is a hero. Because banks are slaves to profits, when the corporate prosperity declines, the bank's snobbery will rise rapidly. When the corporate prosperity rises, the bank can be regarded as "timely rain." Wu Nanchang did not owe the bank loans, and he was not afraid of being hit by rain. This alone has left many companies in the industry out of reach.
Good at integration and balance
During the interview, the reporter asked Wu Nanchang for advice: In the process of mergers and acquisitions, the culture of different companies and human factors in different regions are usually the most difficult issues. How can he distribute his company in six regions and different cultural and cultural regions? Successful integration of companies?
In this regard, Wu Nanchang believes that the most important thing is for employees to recognize the relationship between their quality of work, output and their income, and their income has an advantage over the income of other people in their local counterparts, so that they will accept Strict management system. At the beginning, due to technical level, work proficiency and other reasons, there will definitely be a gap between the wages they have got and the agreed goals. But when they are proficient, and the output and quality are both up, they are likely to get higher than what the two parties agreed, so that the workers have enthusiasm and they will actively improve their technical level and increase output and quality. Then introduce the competition mechanism, so that employees have a sense of crisis and a sense of competition, things will be easier to handle, which is the so-called unprofitable. Enterprises must pursue profits, local governments must pursue taxation, employment, and comprehensive social benefits, businesses must pursue profit margins, and employees must pursue individual labor values. Only when these interests are reasonably balanced can an enterprise continue to develop.