The case of this book comes from the original ecology of business in China. It is authentic, tasteful, profound and temperamental, and will definitely enter China MBA &；; EMBA classroom and consulting industry have made pioneering contributions to the growth of business education and consulting talents in China.
-Author
Chapter I Industrial Integration and Capital Operation: COSCO Ship Repair
Industrial integration is the inevitable trend of China's economic development. This case is a vivid footnote of industrial integration, but it is only the tip of the iceberg of the general trend of industrial integration in China! In this case, the comparative thinking on structural efficiency and operational efficiency and the SCMT model on industrial integration are not only thought-provoking, but also of great practical significance.
—— Ning, Chairman of COFCO and former General Manager of Hong Kong China Resources Group.
Chapter II Organizational Reengineering and Company Valuation: Beijing New Oriental
This case can be a historical document about New Oriental, which has both strategic and philosophical significance, and is much better than the Harvard New Oriental case I saw. Harvard wrote the skin of New Oriental, and this case wrote the meat of New Oriental!
—— President of Beijing New Oriental School and Chairman of New Oriental Company Yu.
Chapter III Strategic Transformation and Marketing Breakthrough: Opal Lighting
Industrial change is always the key factor to determine the fate of enterprises. From this case, we can see how enterprises identify strategic opportunities in the industrial structure, how manufacturers' efforts drive changes in business formats, how this change affects the fate of other manufacturers, and how it promotes the upgrading of the whole industry.
—— Xiao Feng, General Manager of Bosera Fund Management Co., Ltd.
Chapter IV Strategic Marketing and Management Promotion: JJ Lighting
Whether a company has investment value depends on its fundamentals in the final analysis. This case reveals how the fundamental improvement of enterprises is carried out from the perspective of strategic marketing. Actual combat and details are the characteristics of this case. This is of guiding significance to both business operators and securities investors.
—— Wang Wenjing, Chairman of UFIDA Software Co., Ltd.
Chapter V Domestic Marketing of Export Enterprises: HY in Zhejiang
We often observe that success is the mother of failure. In the change of enterprise's fate, historical success often leads to future failure. Since the reform and opening up, many export-oriented enterprises in China's coastal areas have achieved great success, and these enterprises are faced with the problem of how to turn to the domestic market under the new situation. If we can't open up the situation in expanding the domestic market, the prospects of such enterprises are worrying. The practical exploration provided by this case shows hope and challenge.
-Liu Jian, editor-in-chief of Economic Observer
Chapter VI Deep Marketing Based on Industrial Value Chain: Zheng Hong Feed.
There are two things that left a deep impression on this case. First, the strategy comes from "walking" rather than "thinking". Every enterprise needs to keep moving forward in the process of meeting challenges and seeking development. Once the "sword" is successful, its model has become the industry format. It is this format that determines the niche of the industry and the life and death of the manufacturers in the industry. Second, the fate of enterprises is often subject to the industrial value chain, not just products and technology. Therefore, the competitive thinking around products and technologies should be upgraded to the value chain competitive thinking at the appropriate time and occasion.
—— Wu Wanshan, Chairman of Huatai Securities Co., Ltd.
Chapter VII Reengineering of Central Enterprises and Industry Leader: Sinotrans Group
The transformation and reconstruction of central enterprises is a historic task. If the transformation is good, central enterprises will be China's "national team" to participate in international industrial competition, the "regular army" to defend national economic security under the new situation of globalization, and the vanguard to occupy the commanding heights of industries and realize industrial power. This case draws a road map of industrial upgrading, organizational reengineering and capital operation of large state-owned enterprise groups, and shows a vivid and valuable practical exploration process, which is thought-provoking.
-Niu Wenwen, editor-in-chief of China Entrepreneur magazine
Chapter VIII Strategic Planning and Internationalization of Listed Companies: New China Foundation
The stock price is always changing rapidly, but the value of the company is the result of years of hard work. The story behind the K-line is the more reliable factor that determines the direction of the K-line. How to go behind the K-line to grasp the fate of listed companies and how to judge the investment value of listed companies is worth understanding for securities analysts and fund managers.
—— Zhao Xuejun, General Manager of harvest fund Management Co., Ltd.
Chapter 9 Strategic Consultation and Management Upgrade: Chaohongji Jewelry
The development of economy brings a wave of consumption upgrading, and the jewelry industry has great potential. The growth of an enterprise requires the courage and responsibility of the company's decision makers, the efforts of managers and employees for several years and decades, the timely provision of capital by appropriate capital institutions, and the provision of management consulting services by institutions like Hejun. A variety of vitamins!
—— Wang Zhongming, Director of Development Research Center of the State Council State-owned Assets Supervision and Administration Commission
Chapter 10 Strategic Planning Based on Industry and Resources: Kangenbei Pharmaceutical
The pharmaceutical industry in China is facing a brand-new situation. This case provides a good reference for pharmaceutical manufacturers to think about their strategic positioning and make development plans according to the general trend of the industry and their own resources. From Kang's case, we also see that private pharmaceutical enterprises are constantly moving towards rationality and foresight. The development of pharmaceutical industry in China needs the long-term efforts and silent contributions of enterprises based on rationality and foresight.
—— Mingde Yu, Executive Vice President of China Pharmaceutical Enterprise Management Association and former Director of Pharmaceutical Department of the State Economic and Trade Commission.
Chapter 11 Human Resource Management Based on Strategy: Lijiang Tourism
Human resource management can be highly technical (such as quality evaluation, KPI, salary design, etc. ) it is still very strategic. As the name implies, this case is a practical exploration of "human resource management based on strategy", which is very enlightening. It can be seen that the significance of such management efforts to enterprises is definitely not only in terms of human resources, but also in terms of the entire organizational system. All functional modules can only work if the system does not fail. As a way of thinking and a solution, the essence of human resource management based on strategy is probably here.
—— Liang Junping, doctoral supervisor and professor of Guanghua School of Management, Peking University, and head of the Department of Human Resources Management.
Chapter XII Human Resource System in Group Management: DH and TY Real Estate Group
The truth of enterprise management is that the faster the enterprise develops, the more problems there are, and the greater the requirements and urgency of management; Enterprises with no future have few problems, or even only one problem, that is, they have no future. In recent years, real estate enterprises in China have developed rapidly. The transformation from project company to collectivization is a common problem of many real estate enterprises, and there are many management challenges in this process. Commercial success does not mean organizational success; The success of a project does not mean that a group can also succeed. For many domestic enterprises, we need to be vigilant.
—— Zhang Guiping, Chairman of suning universal Real Estate Group
Chapter XIII Operation System Construction and Management Upgrade: Golden Sun
Many enterprises have the consciousness of "grasping management", but they often have no patience and can't do anything. Management is a slow variable, and no one can expect to handle management problems well, and enterprises will become better overnight. This case shows how a fast-growing but problematic enterprise builds its own operating system by "grasping management", and finally moves from system failure to system efficiency.
—— Huang Tieying, a professor at Guanghua School of Management of Peking University and former general manager of Hong Kong Huachuang Real Estate.
Chapter 14 Corporate Culture Construction: Sanhuan Chemical Industry
How high the road is, how big the career is. Corporate culture is a way, which has been deeply rooted in people's hearts since the Enlightenment. This case shows how a state-owned enterprise with culture as its core competitiveness thinks and practices its corporate culture construction, and also shows us how corporate culture, an easy "retreat" proposition, is implemented in excellent state-owned enterprises.
—— Wang Zhongming, Director of Development Research Center of the State Council State-owned Assets Supervision and Administration Commission
Sanhuan Chemical regards corporate culture as the core competitiveness of an enterprise, which in itself is a sign that an enterprise has reached a certain level, and it can put forward the values centered on "Heaven rewards diligence", which is a cultural taste with oriental cultural characteristics and makes people feel very warm. He who wins the hearts of the people wins the world. I believe that enterprises with such values and cultural taste can unite people and achieve something.
—— Ji Keliang, Chairman of Kweichow Moutai Group
Chapter 15 Enterprise Brand Building: The Course of Both Form and Spirit
A tasteful enterprise should also be like a tasteful woman. Needless to say, the clock meeting is also very important outside the program. This case illustrates with vivid practice how a truly excellent corporate image design can help enterprises learn and show off from it.
-Zhong, Chairman of Jiang Zhong Pharmaceutical Group
Chapter 16 Organizational Design and Control: Fu Rong Group
Many enterprises in China have been established by personal abilities and market opportunities. Once they become bigger, it will be difficult to ensure the safety and efficiency of enterprise operation by relying on personal authority and ability. If we continue to advance, we will face two major problems: first, how to enter the state of strategic implementation; The second is how to enter the state of organizational management and transfer personalized control to organizational control. This case shows the story of how such an enterprise entered the state of organizational management step by step by analyzing the causes of problems, designing organizational structure and processes, and implementing management changes. The scene is true, the logic is clear, and the measures are appropriate. For managers engaged in enterprise practice, reading such vivid cases is more educational than reading dry theoretical books.
—— Wang Jinyu, General Manager of Foton Motor Co., Ltd.
Chapter 17 Business Model Design and Private Financing: Lington Neutron Knife
From a technological invention (or product) to a feasible business model, the conversion distance may be separated by a sufficient layer of paper, or it may be 108,000 miles. No matter far or near, this change is a matter of life and death. From technical products to business models, this case shows a life-and-death transformation process.
—— Zhu Min, a famous Chinese entrepreneur and venture capitalist in Silicon Valley, chairman of Cybertron (China) Investment Co., Ltd. and director of NEA Fund in the United States.
Chapter 18 China Investment Strategy of International Consortium: Goldman Sachs.
VC &； The survival mode of PE institutions, the supply-demand relationship and competitive situation of business markets, and VC &；; The investment strategy of PE in China's commercial environment is worth knowing by domestic and foreign investment institutions. Especially for those investment institutions that don't know much about the business environment in China, the analysis and suggestions given in this case are very enlightening.
—— Guo Guangchang, Chairman of the Board of Directors of Fosun Group
Chapter XIX Industrial Development Plan of Local Government: Beijing Industrial Promotion Bureau
In recent years, biomedicine is very hot, and many local governments have positioned the biomedical industry as a key industry and formulated their own regional development plans. But many plans often fall into some misunderstandings, or blindly follow the trend, you have everything for me; Still a mere formality, the same; Or focus on hot spot tracking, regardless of their own resources and capabilities. This case almost exhausts all the information about biopharmaceutical industry, systematically combs the development course and competition pattern of biopharmaceutical industry at home and abroad, and grasps the basic laws of biopharmaceutical industry development.
—— Guo Yunpei, deputy editor-in-chief of China Medical Journal and vice president of China Medical Quality Association.
Chapter 20 Organizational Development and Management Improvement: A Building Materials Shopping Mall
Hejun Consulting invented the discourse system with great epistemological significance, such as "original ecology business", "business population" and "academic sketches", and advocated consultants to dive to the front line of original ecology business in China, get in close contact with all kinds of business population in China, observe, feel and experience their living conditions, joys and sorrows, and provide them with professional help to solve problems, so as to find the source of ideas and academic destination from their changes in fate.
—— Wang Mingfu, Chairman of Hejun Consulting Group