As early as 1985, Ge, who had just arrived in shanghai jahwa as the factory director, was far-sighted, and realized that it was impossible for the country to do all its business all the time. Sooner or later, the ship of the enterprise would sail out of the "safe haven" of the planned economy. Therefore, under his leadership, shanghai jahwa began to carry out all business activities centering on the market in the mid-1980s, and took the lead in establishing a sales network covering all provinces and cities in China. By 1990, shanghai jahwa ranked first in the national cosmetics industry in terms of fixed assets, sales, profits and taxes, and also ranked among the top 300 of the 500 large enterprises in China, with the market share of various products reaching 16.

After entering the 1990s, as Ge expected, the macro-environment has evolved, and the pattern of buyer's market has rapidly formed in China, which has made the competition among enterprises increasingly fierce, and the involvement of international industrial capital has intensified the diversity and complexity of competition.

199 1 At the beginning of the year, shanghai jahwa made a joint venture with American Johnson & Johnson Company with two-thirds of its fixed assets, most of its key personnel and two famous brands, Mei Lu and Meijiajing. As the United States did not want GM Wen Yao to stay out of the way and become a competitor, GM Wen Yao became the deputy general manager of the new company as a necessary condition for the joint venture company. The boss of a joint venture company is an enviable position even today, let alone in the early 1990s.

However, it is shocking and puzzling that just around1June, when the United States was preparing to arrange for him to study abroad and give him a house and a car, Ge Meng had the idea of going home to the chemical plant. In fact, behind this incredible choice, what is implied is Ge's deep love for national industry and his sense of hardship that he is unwilling to let state-owned enterprises gradually weaken. He knew that, whether for the development of social productive forces or the modernization of the country, whether for the long-term stability of the country or for the continuous stability of the society, state-owned enterprises need to play a leading role in the structural optimization and quality improvement of the national economy, and become the backbone of China's economic participation in international competition in the implementation and opening up, so the responsibilities of reality and history once again pushed him on the journey of starting a business, making him determined to "persist in development and win a place for national industries in the open China market". Under his repeated insistence, Ge became the "head of the family" of state-owned enterprises.

However, nationalization at this moment is actually not what it used to be. Because the joint venture has taken away the elite soldiers, exported famous brand products and even zoned out the best two buildings, the comprehensive ability of the enterprise has been at a disadvantage compared with its peers. What's more, during the same period when China participated in the joint venture, all the top ten cosmetic companies in the world entered China, and they "nibbled" the market share of China's national cosmetics by virtue of the competitiveness generated by the global network, so in the eyes of many people, the future of shanghai jahwa is very slim. However, if you dare to hit the water halfway, you are a hero. Ge Wenyao is not discouraged. He believes that as long as we follow the scientific economic laws and rely on the employees wholeheartedly, there will be no bad enterprises. He resolutely spent huge sums of money to redeem Mei Lu and Meijiajing, two national brands "frozen" by foreign businessmen. This action not only made shanghai jahwa lose the annual rebate of 6,543,805 yuan from the joint venture company for 30 consecutive years, but also paid a "ransom" of 6 million yuan at one time. Without the belief of winning, it is difficult to have such a choice.

After returning to state-owned enterprises, Ge focused on financing investment, scientific research and development and marketing, led all cadres and workers to follow the concept that development is the last word, faced the wave of change, complied with market demand, profoundly grasped the objective laws of economic operation, boldly explored and practiced, and gradually established four systems: talent introduction and management system, new product development system, market development system and enterprise internal control system, which effectively promoted the economic growth of enterprises.

1at the end of 998, as an important measure for Shanghai industry to implement the strategy of big group, shanghai jahwa absorbed and merged the former Shanghai Daily Chemical (Group) Company, and on the basis of classifying the original more than 80 offspring companies, it took measures to clean up, adjust and stop bleeding and promote the privatization of small and medium-sized enterprises respectively; Development and adjustment will enter the domestic capital market, and diversified investment will make future enterprises have more room for growth; Strategic adjustment, with the development of cosmetics as the platform, fine chemicals, medicine and other main businesses as reinvestment development. In this large-scale industry reorganization, the consciousness of seeking innovation and breakthrough once again stirred Ge Wenyao's heart of never being satisfied with his career development and never giving up. He adopted a diversified model related to core competitiveness, and built four industrial sectors in Xinjiahua Group, including cosmetics, medicine, beverages and fine chemicals, which gathered the overall advantages and significantly enhanced the competitiveness and anti-risk ability of the enterprise. In the year of reorganization, the total industrial output value was 2.747 billion yuan, the sales income was 3.056 billion yuan, and the profit was 65.438+07755 million yuan.

Let desperate enterprises regain their youth, let hard-working employees live a happy life, let the enterprises they lead become the embodiment of social justice and kindness, let consumers in China enjoy first-class products, let China's state-owned enterprises rank among the world's top players, and let the world be full of reverence and yearning for "Made in China". It is with this ideal and practice that Ge Wenyao wrote the legend and wonderful life of the enterprise with wisdom and painstaking efforts.

In 2007, Ge Meng came up with the idea of developing fashion industry and entering the high-end consumer goods market, and updated the development vision of the enterprise with the times: "Committed to becoming a representative enterprise of fashion consumer goods in China". And in the development of recent years, we also follow this idea and constantly adjust the existing brands and products.

As one of the earliest national cosmetics enterprises in China, it faces the transformation and upgrading from manufacturing to fashion industry, and the challenges encountered in the whole process can be imagined. Ge Wenyao clearly realized that if he wants to compete with multinational companies, he must build the competitiveness of the whole industrial chain in the whole R&D, design, precision manufacturing, terminal retail and other links. And established a three-step strategy in the process of transformation: the first step is to occupy a place in some categories of daily chemical market in China; The second step is to occupy a larger share in the China market and gradually push the brand to overseas markets; The third step is to gain a place in the global market.

In order to cooperate with the promotion of the company's strategic positioning, shanghai jahwa adopted a differentiated brand management strategy, built a number of well-known domestic brands such as herborist, Liushen, Meijiajing, Gaofu and Qingfei, and established a leading position in several market segments. In 2008, herborist brand became the first cosmetics brand in China to go abroad. Within a year, among more than 2,000 items of 87 skin care brands in Sephora Xiangjie Store, herborist's turnover ranked in the top ten of the sales charts, among which the star product "Qingji Yang Yan Taiji Mud" ranked in the top five of the single product sales. With its strength and incisive grasp of China elements, herborist has changed the dilemma that it is hard to create a ticket for China brands.

At the same time, Ge Yemin sharply captured the true meaning of fashionable consumer goods in the wave of consumption upgrading in China. He believes that the essence of fashion industry can only seek and achieve high-end enterprises by virtue of its unique brand culture and connotation. In 20 10, shanghai jahwa re-launched the first generation of cosmetics brand in the modern sense in China history-Shuangmei brand, which became a household name in Hongkong and Shanghai at that time, and attracted extensive attention from Chinese and foreign media and many consumers. The revival of Shuangmei is regarded as a bold effort and a beneficial attempt to upgrade and transform cheap "Made in China" to high value-added "Created in China".

In Ge's home layout planning, shanghai jahwa's strategy is not only to be a producer of mass products, but also a creator of fashionable consumer goods. Shuangmei is just part of his planned fashion industry. Other major industries under construction include cosmetics and related businesses (such as herborist Hanfang Spa), tourism and hotel industry, and composite product lines such as jewelry and porcelain. Ge Wen Yao has clearly set shanghai jahwa's reference target at the world's leading cosmetics groups such as L 'Oreal and Estee Lauder. These European and American cosmetics giants have formed an echelon through many brands, and the brand with the highest positioning has surpassed the specific skin care function for consumers.