Company figure-Wang Heng Peel

In April 2006, Golden Eagle International will celebrate 14 anniversary, and Golden Eagle Shopping will also celebrate 10 anniversary. Golden Eagle started from real estate in Nanjing, and started from the construction of the landmark building-Golden Eagle International Mall. After fourteen years of development, Golden Eagle International has actively set foot in real estate, software, automobile marketing and other business fields, and devoted itself to social charity, and has grown into a large-scale diversified foreign-funded enterprise group.

Golden Eagle witnessed and participated in the whole development process of its 14 years from its take-off. On March 3rd, 2006, the reporter interviewed Mr. Wang Heng, Chairman of Golden Eagle International Group.

Reporter: Please briefly introduce the development of Golden Eagle International. Golden Eagle International chose to develop in Nanjing. What is this city mainly like? 14 years, Golden Eagle International grew into a large-scale diversified foreign-funded enterprise group. As far as your experience is concerned, what kind of support do you think the development of foreign-funded enterprises needs most from the local government, and how should enterprises coordinate with the local government?

Wang Heng: Golden Eagle International has been in Nanjing for 14 years. The main reason for choosing Nanjing in Jiangsu at that time was that Jiangsu was a rich province in the history of China, and Nanjing, as the capital of Jiangsu and an important city in the Yangtze River Delta, had great room for development. At the same time, it happened that Nanjing had a key project to build a landmark building of an international metropolis, which was a good opportunity for our overseas real estate practitioners at that time. Seize and make good use of this opportunity, which not only meets the needs of Nanjing and is beneficial to the development of China, but also can realize one's personal ambition.

I think if the relationship between enterprises and the government is harmonious, enterprises can understand and master the local political and humanistic directions and trends, and in the process of development, they can take fewer detours, quickly see the expected goals and find solutions to problems. I remember 1993 during the macro-control period, the situation was very severe for the real estate industry. At that time, Jiangsu provincial government and Nanjing municipal government not only gave our enterprises a lot of encouragement, but also spared no effort in practical work, such as attracting investment. The government not only helps enterprises to publicize and bridge the gap for investment, but also has clear practices in solving funds. Government support is crucial to the development of enterprises.

With the development of social evolution and economic reform, I think modern enterprises and governments should pay more attention to it: enterprises should understand their social responsibilities, and the government should give enterprises a more open and legal platform. This is a more reasonable relationship between enterprises and the government; Enterprises should pay attention to social benefits and influence, pay more taxes, and the government should serve the government in legal construction and market opening, which is a better working method.

Reporter: From 65438 to 2004, Golden Eagle Group's industries included real estate, commercial chain, commercial circulation and automobiles, forming a strong industrial chain. What role did these industries play in the development of the group, and how did they promote each other and achieve a win-win situation?

Wang Heng: Golden Eagle Group started from real estate and started from the construction of the landmark Golden Eagle International Mall, so real estate is our main business. We have been actively promoting the real estate industry, and its subsidiaries, such as property management and decoration companies, have grown into excellent enterprises with national first-class qualifications. After more than ten years' efforts, the development scale of China's real estate industry is getting bigger and bigger, and there are more and more support points. It is not just building a house or selling a house, but growing up in long-term competition, long-term operation and management, and brand service. Today, the scale of Golden Eagle Shopping Center has reached most of the listed ones, and some of them will be merged into commercial chains after finishing.

Looking back on our efforts in the past ten years, we are most proud of "customer loyalty", that is, repeat customers, which is our corporate characteristic. According to the statistics of our POS and ERP systems, the consumption of our VIP cards (that is, old customers) has reached 57% of the total consumption, which means that nearly six of the ten transactions were spent by old customers, while the average commercial enterprise has achieved about 30%.

I think trade and automobile service are sunrise industries. How to use the company's service characteristics and brand effect to cut into a broader development space is a direction worthy of attention. All our enterprises have a * * * nature, that is, they are service-oriented, create value and focus on developing the tertiary industry. Then, how can our tertiary industry integrate into the current national policy in the development of Jiangsu and even the whole country? In my opinion, the development of the tertiary industry in our country is still relatively backward at present, but if we have a brand and the ability to create, there will be great room for development in this respect, but we can operate for a long time and continue to develop. Therefore, we are very concerned about how to enhance the value and service, and how to link our corporate image and brand with the actual service. We have a slogan: do better than promise. This gives full play to our concept of enhancing value and service in the tertiary industry we are involved in.

Reporter: In the process of industrial development, Golden Eagle once considered developing high-tech industries. Why did you seem to give up or shrink in this respect later?

Wang Heng: We attach great importance to considering our strengths, weaknesses, opportunities and threats to competition. In terms of high-tech development, we used to have two main development aspects, one is medicine and the other is software. The situation of software development is still relatively good, with excellent influence and performance; In terms of medicine, considering its own ability and professional actual situation, Golden Eagle Medicine had better be merged into Xinbai Medicine. Golden Eagle Medicine was originally engaged in research and development, while Xinbai was engaged in manufacturing. We feel that if the planning and thickness of the manufacturing industry have taken shape, not everything will be included in Golden Eagle. The merger of Golden Eagle Pharmaceutical into Xinbai Pharmaceutical is a good example. This is conducive to the integrity of Golden Eagle Pharmaceutical, and at the same time, it can form integration in R&D, manufacturing and sales, and the role of integration is far greater than that of Golden Eagle Pharmaceutical alone in technology companies.

We will continue to pay attention to the development of high-tech industries. But when looking for opportunities and giving full play to their own advantages, we should make a complete evaluation, not engage in science and technology for the sake of science and technology.

Reporter: Why did Golden Eagle choose to list in Hong Kong this time, instead of in Shanghai or Shenzhen? Hong Kong's listing has won a victory for Golden Eagle's capital operation. How to treat the previous capital operation in China?

Wang Heng: In 2005, Hong Kong was rated as the freest city in international capital operation, surpassing new york in the United States, London in the United Kingdom and Tokyo in Japan. The formation of a market is the result of years of accumulation. Hong Kong is a free port with abundant professionals and basic advantages in investment banking, law and taxation. Hong Kong's capital operation environment is relatively open and fair. This market operation mode gives Golden Eagle Trading Group the biggest space. Not only many local investors, but also institutional investors all over the world who are concerned about the Hong Kong market are very concerned and very supportive of Golden Eagle.

The market in Hong Kong is huge, so how much money can be melted in? Comparatively speaking, domestic capital operation, especially listed companies, has not completely stepped out of the distribution system, and there are still some restrictions in terms of region, quota and policy. Hong Kong may be more suitable for an enterprise like ours that values its performance.

Reporter: Golden Eagle International has developed to this day and must have its own unique experience in enterprise management and talent introduction. Please talk about it. In addition, it is difficult for an enterprise that lacks innovation to talk about growth, let alone development. What articles did Golden Eagle Group do around the platform of innovation?

Wang Heng: Up to now, Golden Eagle Group's biggest investment is in "teamwork", and its biggest advantage is also in "teamwork". There are now 27 companies in our group, all of which have entered the stage of collective play and team play. No matter in enterprise management or talent introduction, we all advocate the continuous improvement and growth of team work mode on an open platform, so that enterprises and talents can be developed. Specifically, the boss of a company does not need a generalist, but he must be a person who can integrate various occupations and let others play. He must be a good team leader. Therefore, the innovation we are talking about now has changed from the scientific and technological innovation ten years ago, such as the management innovation of ERP system, the innovation of IT platform and the intervention of websites, to another innovation, which is to let managers realize innovation in organizational structure. Managers cannot function in a single strict management or centralized way. They should improve the overall quality of the team in terms of flat management and the role of the team, starting with the introduction of trainers and fair evaluation of talents. I think the most effective achievement of our innovation in the last three years is the formation of "team work".

Reporter: Golden Eagle International has always been committed to public welfare construction. Please tell us something about this. It is understood that this year's Golden Eagle Four Clean-ups will still take "charity for the general public" as the theme. What kind of social responsibility do you think enterprises should bear while making money, and what is the relationship between this social responsibility and the competitiveness of corporate brands?

Wang Heng: I think integrating into the society and devoting myself to the construction of public welfare undertakings will bring unexpected benefits both at home and abroad. The propaganda that can be accepted by the outside world, the masses or the society is actually public welfare propaganda, not the advertisement of "Pharaoh selling melons"; Internally, if we add elements such as compassion, joy and love to the corporate culture, it will definitely make employees have great centripetal force to the enterprise. This process of developing public welfare activities will also enhance the cohesion within the enterprise. Many of our public welfare activities every year are basically spontaneous by trade unions and employees, not required by business leaders, such as winter relief and helping the disabled. Public welfare undertakings should have a hundred benefits and no harm.

Since 1992, when we set up jianye district Disabled People's Activity Center with savings from not holding celebrations, we have been paying attention to the disadvantaged groups. The positioning image of our enterprise is high-end, serving the relatively wealthy class. In order to better integrate into society, we need a balance. Therefore, from the beginning, we paid attention to hiring more disabled employees, taking care of their families, and doing more good deeds in subsidizing special education such as schools for the blind to show our respect and care for the disadvantaged groups.

Besides, I've been thinking about a problem. Bill Gates in the United States can set up a charity fund of $30 billion, while the foundation in China only provides more than $6 billion a year. This huge contrast should make each of us think about it. I think the best way to change this phenomenon is to encourage charity and encourage the establishment of private charitable funds. Through the establishment of this fund, charitable funds can be directly used in society, which will reduce a lot of unnecessary waste.

Reporter: Can you tell us what the next development strategy of Golden Eagle International is? Where is the future goal of Golden Eagle International, and how will it meet the challenge in the face of the internationalization of competition?

Wang Heng: In the process of globalization of commercial enterprises, every market will be open. The region we are now operating in is mainly Jiangsu, and the next step is definitely the whole country. Therefore, how to maintain our position and become a leader in the industry is our first step.

Therefore, it is a very important part of our development strategy how to treat our core competitiveness accurately, in which industries we persist and in which industries we quit.

Golden Eagle is familiar with the international situation. In our real estate industry, circulation industry and commerce industry, we are all very concerned about our own positioning and direction of efforts. What we have to do is to turn our industry into a national leader and become the most competitive among our peers. I think competition among peers is inevitable in social evolution, and we should welcome foreign competitors to participate. Only competition can make progress, and only competition can make consumers get real benefits. Protection can't last long, only to protect backwardness.

If we take a long view, I firmly believe that enterprises in China will go abroad in the next two or three decades. At that time, such as "China enterprises control the world's most famous department stores" will no longer be a special case or news. Therefore, for us, now is the stage to consolidate the China market and enhance our competitiveness. In the next step, for our successors, we should still have global thinking and strategy. They should consider how to break through in technology, strategy and the world, and what kind of pattern to achieve.

Reporter: What level and position do you think Golden Eagle is currently in the domestic business field?

Wang Heng: I think the current market in China is not backward, or there is any gap with foreign countries, but how practitioners can improve their service concepts to meet the needs of consumers. This is a problem that colleagues at home and abroad are discussing. The demand market of all walks of life in China is very broad, and the sustainable development of China is an accepted fact, and this trend is unstoppable. Under the premise of such a good market development, every employee should work out the most suitable practices for the market and its own development.

We spent a lot of time in the background, from POS system to customer service CRM. We have made a complete ERP system, which will play a great advantage in our chain. It will tell me who our suppliers are, how much each person's salary is, and how to analyze the data to achieve our goals. Our ERP system may not be as good as Wal-Mart in technology, but we are still confident in customer service and website communication with customers.

However, whether these systems are most effective in specific regions and specific markets is still inconclusive. Premier Wen pointed out that a large amount of circulation consumption should go to the countryside. I think Su Guo's model is very good, and it doesn't need to be done too much, but it has effectively put logistics in various locations and played its due role. I don't think China's business needs 100% to imitate the advanced nature, and many well-known foreign department stores are slowly declining.

Reporter: How can enterprises in China truly embark on the road of sustainable development and truly realize the ideal of "serving the country through industry"? Compared with foreign-funded enterprises and multinational companies, what do enterprises in China lack most? Please tell us your opinion.

Wang Heng: When we talk about "sustainable development", we just want to see if the company's structure, strategy and positioning make a fuss about "sustainable development". Many entrepreneurs, including me, sometimes make short-term decisions. The result of our reflection in recent years is that in order to achieve sustainable development, we must pay attention to the following points:

First of all, we should consider whether the enterprise structure is sustainable. In terms of structure, we need to consider which parts, which cores will be considered in five, ten or twenty years, and which ones will lay the foundation and make profits to support sustainability.

Secondly, we should consider whether the team role is sustainable. Teamwork is the most important thing for enterprises. We should consider whether we can establish a team, who will inherit and continue to operate it, and whether there is any way to get rid of personal or family management, which may be the key to achieving sustainable development. If there is a transparent, open and non-self-limiting mechanism or concept, sustainable development will be brought into full play. For example, my personal background is real estate and business, but I am willing to develop into high technology, and my ability and concentration may not be able to achieve this goal. If it is a team work, we can make corresponding decisions on staffing and organizational structure after making it clear that high-tech industry is also an important link in enterprise development. If the individual's will is too strong, he will only set foot in his familiar field, and he will ignore other links.

Therefore, I think, whether in domestic or overseas financing listing, relative to capital, the most important thing to be solved is sustainable development. I think there are several points:

First, it must be transparent. If you are opaque to employees and investors, there is no support point; Second, it must be open. Openness is part of innovation. For enterprises in China, any innovation or improvement can't compare with the openness of organizational structure. Openness is the bottleneck of China enterprises. Insufficient openness is an important reason why domestic enterprises are difficult to compete with foreign countries. At present, China is not fully open, and there are many protection policies. In this case, strong leadership and personal decision-making may be equal to that of foreign companies, but in a few years, the problem will become more and more complicated.

Reporter: In recent years, there has been a phenomenon in the field of commercial circulation: established state-owned enterprises are gradually fading out of the market and being replaced by private enterprises. How to treat this phenomenon?

Wang Heng: For any enterprise, if it lacks innovation, especially innovation in mechanism, it is basically impossible to gain effective competitiveness. When you become the target of others, you will be surpassed if you don't make progress. Where is the motivation and competition mechanism of enterprises? In order to solve these problems, many old enterprises have to make changes.

(Source: Xinhuanet Jiangsu Channel)