What are the invisible champions in Germany?

They may be small-their income may be less than 3 billion euros-but they are all global leaders in their fields, with an annual growth rate of 10%. In the 10 years when low-cost countries in Asia and other regions completely changed the manufacturing economy, these invisible champions-strangely-became more successful. The trend of "the two winners of globalization are Germany and China" prompted Professor Simon to put forward a bold proposition: "The two winners of globalization are Germany and China." His argument is that the scale of Germany's invisible champion enterprises is 2.5 times larger than that of 10 years ago; The market share is 2.5 times that of the biggest competitor; Created 1 10,000 jobs. Professor Simon said: "These small companies are the core of the German economy. They provide courses on how to grow, how to create jobs and how to innovate for all companies, big or small. " Simon recently published the book 2 1 hidden champion of the century. It has been 10 years since he coined this term in the best-selling book The Hidden Champion. These invisible champion enterprises have some characteristics different from other enterprises: they are very concerned about the market segments that can make them occupy a dominant position and continue to produce in high-cost Germany; There is a global strategy to open up new markets, as well as "hands-on" innovation and production methods; Usually a family business or a private business to ensure continuity. Klingelnberg, a manufacturer of gear milling and grinding machine tools with a history of 193 years, is a typical example. The company is headquartered near Cologne, with a history of 193, and has entered the 7th generation of family management. Current Chairman Dieter? Klinger Klingelnberg said that the company is in a dominant position in most of its professional equipment markets. After 35 years in office, klinger Enberg handed over the management to his son, Jane klinger Enberg, and attributed the company's success to in-depth research and rapid access to the market it identified. "You have to identify the market very, very accurately by talking to customers or universities, and then make a lot of investment, hire people, and rapidly increase the market share through growth," said klinger Enberg. "In the past 65,438+00 years, there have been many opportunities." The market has become bigger: our products are now easily sold to China, Russian or Indian. "

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& lt All the above information belongs to ZTE Corporation, and shall not be disseminated > All rights reserved, and shall not be disseminated abroad without ZTE's permission. Page 2 In the past 10 years, Trumpf, the global leader in laser cutting machine production in metal products industry, has achieved substantial growth. In the past 10 years, its annual sales have more than tripled, reaching160,000 euros, which has boosted the pre-tax profit by nearly six times, reaching 204 million euros. The company has always believed in the strategy of independence. In the 1970s, when Trumpf first opened the laser cutting machine market, Bert Holder, the supervisor and company owner of the past 40 years? Leibinger decided that the company should set up its own laser cutting machine production business, because most of the existing equipment is not satisfactory. This decision has achieved results, making Trumpf not only a supplier of laser cutting machines, but also a supplier of laser equipment for other companies in welding and other fields. Self-reliance is also important for Kern micro technology. The company is a global leader in micro-parts processing systems in the defense, pharmaceutical and watch industries. Last year, this company with 120 employees achieved sales of150,000 euros, of which about one third came from machine sales and some came from its own production business. The company uses this business to produce parts for external customers who use Kern Microtechnic machine tools. Innovation is crucial. Leibinger said that innovation is crucial to the success of the company. He mentioned that the company decided to expand from the core business of machine tools to medical laser equipment and electronic products, while maintaining its market leader position. He said that by keeping close contact with scientists around the world and constantly questioning his strategic direction, Trump succeeded in doing this. Professor Simon pointed out that the rise of German companies in new fields such as biogas, wind energy and nanotechnology shows that their response is quite rapid. Hans Jochen, head of engine and fan manufacturer EBM-Papst? Baker emphasized the importance of management style to success. The company has almost no rules, very decentralized power and extremely simple organizational structure-only eight weeks ago, the first public relations expert was hired. Professor Simon said that decentralization is very important. "Invisible champions don't just disperse their companies. They will set up new companies when they enter new fields. In this way, the head of the new company is not a middle manager, as if he were in a big company, but the head of an independent company; This is very important for responsibility. " Belk said that the great advantage of companies such as EBM-Papst and Trumpf over larger companies lies in their decision-making speed. At lunch, I decided to set up a Russian subsidiary. "We may discuss whether to set up a Russian subsidiary at lunch. At the end of lunch, things were settled. However, if it is in Volkswagen or Siemens, it may take half a year to make a decision, and then discuss it with the Committee and lawyers for half a year. " Another feature of invisible champion enterprises seems obvious, but it is difficult to put it into practice: putting customers at the core of company decision-making. Volker, Chairman of Sennheiser Management Committee, the world's leading headset manufacturer? Volker Bartels said that keeping in touch with customers highlights new trends, such as keeping up with changes in the mobile phone market and sports.

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Listening to music requires shrinking headphones 2. Helmut, CEO of Voith, a paper machine and turbine manufacturer? Hermut Kormann found that many companies, especially large listed companies, focus on chasing market share instead of pleasing customers. "If customers have problems, we won't say it's their fault, not ours. We will ask customers:' How do you need to correct this mistake? Call of the East: European and American companies have made outstanding achievements in paving the way for China's invisible champion enterprises, but they still face challenges in the 2 1 century. Herman, a management consultant specializing in small companies? Simon said: "The biggest challenge for invisible champion enterprises is to transform themselves from European and American enterprises to Eurasian enterprises." Professor Simon believes that the typical business ratio of these enterprises-70% in Europe and the United States-needs to be changed to 70% in Europe and China. "This will have a huge impact on corporate culture: for some enterprises, China has become a second hometown." SMS Demag, a machinery manufacturer in the steel industry, is an example. More than 40% of its income comes from China. Dieter, chairman of machine tool manufacturer Krimberg? Klinger Enberg thinks that the shortage of German engineers is a bigger problem. "China now trains 300,000 engineers every year, while we only have 30,000. This problem will soon affect us. " He admits that this may have a greater impact on the German economy than German companies, because German companies are developing professional skills in other countries. Krimberg tried to find another solution: this month, the company advertised for engineers over 60 to meet the company's demand for experienced problem solvers.