Jiang Wei's personal experience

In October 199, Jiang Wei came to Feilong. At this time, Feilong was just a small factory with a registered capital of 75, yuan and more than 6 employees, producing a kind of slimming tea called Feiyan. Later, Jiang Wei developed Yansheng Baobao Liquid.

In p>1991, Feilong began to bombard some cities with advertisements. In 1992, Feilong invested 1 million yuan in advertising fees and its profits soared to 6 million yuan. In 1994, Yansheng Baobao Liquid sold well in the national market, so Jiang Wei won three laurels: National Outstanding Young Entrepreneur, Top Ten Outstanding Young People in China and China Reform Man of the Year. On March 23, 1995, Feilong Group obtained the approval document for listing on the Hong Kong Stock Exchange. On April 18th, Jiang Wei suddenly announced his abandonment of listing. In April 1995, Jiang Wei visited the national market and found that there were huge loopholes in the management of Feilong. In June, Jiang Wei suddenly announced in the media that Feilong Group had entered a rest period. In October 1995, Feilong Group took off for the second time and got off to a bad start. At the beginning of 1996, Jiang Wei was forced to decide to withdraw from the provincial capital city and extend to a medium-sized city. However, he was blocked everywhere and eventually collapsed. Later, Jiang Wei launched a rectification movement within the enterprise and cleared 8% of middle and senior cadres. In July, 1996, Jiang Wei threw out a million words review entitled "My Mistakes", summarizing the 2 major mistakes made by President Chen. After the publication, the domestic media was widely transplanted. For a time, all kinds of rumors about Feilong spread everywhere. In June, 1997, Jiang Wei announced at the press conference that the debt of Feilong Group was only 16 million yuan, and the expected payment was about 35 million yuan. In August, 1998, Shenyang Feilong Company applied to the Trademark Office of China State Administration for Industry and Commerce to register the trademark of Viagra, and it was formally accepted according to law. At the same time, Feilong announced that as early as 1992, Feilong Group developed Viagra Kaitai, the first drug in China to treat male erectile dysfunction. On February 1, 1999, Viagra officially went public. It is said that the sales in the first month of listing reached 6 million yuan. In April, 1999, National Medical Products Administration issued a notice, requiring local drug supervision and administration departments to deal with the inferior drug Viagra produced by Feilong in accordance with the law. On May 6, 1999, Feilong announced that he was suing the Health Department of Liaoning Province. In the same month, Feilong sued the State Drug Administration in Beijing and filed a claim of 126.775 million yuan. At the beginning of 2, Feilong's lawsuit ended in failure. Jiang Wei's preemptive plan ended in abortion. In January 2, Jiang Wei held a press conference in Beijing and announced his decision to sell 51% of the shares of Feilong, which will take off again in April and May.

In p>26, Jiang Wei published a book "Yi Yi&; Thinking about Harmonious Culture in China, he declared that he would enter the cultural industry and implement the plan of building a huge network cultural empire by building three websites, namely: the Hall of Human Nature, the Internet-based Traditional Chinese Medicine and the virtual city practical animation e-commerce. His goal is to surpass Chinese companies such as Baidu, Alibaba and Shanda in three to five years, and challenge Google's dominance.

Jiang Wei's "Top 2 Mistakes of the President"

/ Jiang Wei (released on July 6, 1996) 1. Romanization of decision-making. In an enterprise with many intellectuals, it is beyond reproach to have a romantic corporate culture inherent in intellectuals. However, the enterprise is an economic organization, which is in a life-and-death economic competitive environment. The fundamental purpose of an enterprise is to obtain profits, and every behavior of an enterprise must be calculated numerically. During the six years of business practice, the president played down the profit purpose of the enterprise, and his decision-making was too idealistic and romantic, which led to serious idealistic and romantic behavior of most cadres of Feilong Group in the process of enterprise operation, regardless of cost, not counting profit. Businessmen aim at making money, and philosophers, artists and visionaries cannot exist in enterprises.

2. fuzziness of decision. Being unfamiliar is one of the business rules, but for a while, the president put too much emphasis on industrial diversification and set foot in many unfamiliar fields; At the same time, there are many things that the president is not familiar with, and there are no people familiar with it to implement, so blind decision-making and fuzzy decision-making happen from time to time. Make decisions based on irrational judgments such as approximate, estimated, approximate and seemingly.

3. impatience in decision-making. The market economy is not terminated until it begins. All businessmen must participate in endless market competition with a calm mind. In the past six years of enterprise development, especially in the critical period of enterprise development, the president is often in a state of impatience, panic and imbalance, which leads all cadres to be in a state of anxiety. In this top-down mentality, there are one-sided decisions, wrong decisions and dangerous decisions. Investigate its root cause, if you often think and prepare for the overall development, especially for the upcoming situation, then you will be in danger when making decisions. If you are prepared, you will be calm, and if you have foresight, you will not be nervous.

4. There is no long-term talent strategy. The essence of market economy is the competition of talents, which is a cliche. Looking back on the development of Feilong Group, except for strictly recruiting marketing talents from the society in 1992, the talent structure has never been seriously strategically designed. The phenomenon of randomly recruiting people, recruiting people according to human feelings, and even taking into account abnormal personnel such as family, family, marriage, etc., lasted for 3 years. As a company that has developed into the top of domestic medicine and health care products, it is hard for outsiders to imagine that the company does not have a complete talent structure and a complete regulation for selecting and cultivating talents; A frontier enterprise in the market economy competition has not realized the marketization of talent management, talent competition and talent use, and the low quality of personnel has caused the enterprise to be in a low-level and low-quality operation state. Enterprise talents are single in quality and weak in complementary knowledge, so they cannot become an organic and fast-developing whole. Unreasonable talent structure also leads to uneven development of all departments of the enterprise, such as weak planning, large market, weak quality inspection, large production, weak finance, large sales and other unbalanced or uncoordinated development. Unreasonable talent structure often causes weak talent departments to hinder, destroy and stagnate the rapid development of strong talent departments. Finally, the whole company is slow or even stagnant. Because there is no long-term talent strategy, there is no idea of talent reserve. When the enterprise develops into a new industry or enters a new stage, it suddenly finds that there is no talent preparation, so it is often in a shortage of talents in the development of the enterprise, and often pays a heavy tuition fee. In a word, the mistake of talent strategy is the most influential mistake since the group was established six years ago.

5. The talent mechanism is not market-oriented. There are two mistakes in Feilong Group's view of talents: one is that talents do not flow easily, and the other is to cultivate talents by themselves. There are objective reasons for the formation of these two views on talents. In order to maintain the cohesion of enterprises, a stable environment for talents is needed, so the mobility of Feilong people is very low. At the same time, because Feilong is a private enterprise and lacks legal protection, the reliability of talents is the first, and over time it has formed its own practice of cultivating talents. However, the recruitment and use of mature talents by important departments, key departments and departments in urgent need have been neglected for a long time, which leads to the mistakes of low quality of personnel and difficult high-quality operation of enterprises.

6. Single talent structure. Due to the characteristics of specialty, since 1993, under the premise of no talent structure design, we have recruited a large number of professionals in the direction of traditional Chinese medicine blindly and placed them in all departments and institutions of enterprises, resulting in a single knowledge structure at the top and middle levels of enterprises, which has led to an unreasonable talent structure of enterprises and seriously hindered the development of a large enterprise.

7. Poor talent selection. In March 1993, a senior leader's mistake caused the director of the marketing center to leave the company, and the marketing center was once in chaos. This incident reflects a common phenomenon of Feilong Group-weak handsome and strong generals. The weak commander can't manage the strong commander at all, and the strong commander doesn't accept the management of the weak commander at all, which actually leads to the unmanageability and non-management, and the warlord is divided and the mountain is king. In fact, the branches are in the marketing state of being independent and independent, so it is impossible to carry out unified large-scale marketing management. The fundamental problem of this phenomenon is that the internal competition mechanism has not been solved, and the strong will not become the strong handsome, and the weak handsome will not be able to win the position. The iron chair is a state-owned enterprise disease, but it has spread in Feilong Group, a private enterprise.

8. Enterprise development lacks foresight. In the course of business operation, we made the mistake of not having a long-term development plan and not improving the business operation structure in time. It is very dangerous for an enterprise to have no development plan. With the continuous development of enterprises, it is necessary to constantly improve the organic management and operation framework of enterprise leaders, so that enterprises will always become an organic operation body. This problem has not been solved yet.

9. Enterprise innovation is weak. Innovation is the foundation of enterprise development. An enterprise that has developed for five years will inevitably decline without innovation, and a product that has been sold for three years will inevitably die without innovation. This is a ruthless law. However, in the past six years, the president has overemphasized the past glory of the enterprise and failed to seriously think about innovation, resulting in no new ideas in enterprise management and market development. In the future, we should complete entrepreneurial innovation by replacing new forces.

1. The corporate philosophy is incoherent. Turning over the documents of Feilong Group in the past three years, the biggest feature is that the president talks a lot, but there is no guidance on how to do it. There is only theory without specific implementation methods, which leads to the theory being incomprehensible and the specific methods not being available. It is wasteful to talk once, and new ideas often appear, and there is no coherence. The president himself has not found a coherent idea, which leads to the lack of a coherent idea in the enterprise for a long time.

11. The management rules are not detailed. In the six years of development, Feilong Group has formulated numerous rules and disciplines, and the rules and regulations are relatively complete. However, most of these regulations do not have strict specific rules and are not implemented to specific responsible persons, resulting in a situation in which it is difficult to follow the rules. To correct this mistake, we should start from now on. After the existing laws and regulations are re-improved, all departments in the headquarters and market companies should add two aspects: the detailed rules for the implementation of laws and regulations and the detailed rules for the implementation inspection.

12. slow response to national economic policies. Before 1993, due to the use of ordinary invoices and legal restrictions, enterprises implemented ex-factory price sales to mobilize the enthusiasm of intermediate wholesalers. After the implementation of the new tax system in 1993, the state implemented the value-added tax deduction invoice, which enabled enterprises to have the conditions for increasing sales. At this time, the president not only did not make a decisive decision to increase the price of sales, but also increased the direct supply of enterprises to retailers. Instead, he used a reluctant method to adapt to this tax reform. With the implementation of price increase sales, enterprises can get 16% net profit in the market without increasing the retail price of products, and the operating funds in the market will also be greatly increased. If there is a fare increase in 1993, it will receive a fare increase fund of 2 million yuan. The fare increase in 1994 will receive 3 million yuan in fare increase funds. On this issue, the president was limited by conservative thinking, and as a result, in 1995, there were huge arrears of payment by middlemen, ineffective retail links and serious shortage of funds, and insurance was eliminated.

13. Ignore modern management. In 1993, a national department visited twice to promote modern automated management procedures; In 1994, another department came to promote modern office management procedures, but these three times were rejected by the president. At this time, the three companies completed the modern management. When the health care products market declined, they benefited greatly, and there was no financial chaos like Feilong Group. This lesson tells us that enterprises must constantly adopt modern science and technology to complete their careful management. Scientific management is not only based on scientific thinking, but also on scientific methods, and the foundation is science and technology.

14. The interest mechanism is not balanced. Due to the influence of the socialist cauldron for a long time, the president overemphasized the development of Feilong Group and did not break the egalitarianism of the distribution system for a long time. In fact, enterprise cadres use gray or black income to make up for their own income. In this way, the enterprise concept that the enterprise spent six years building was completely destroyed. Everything that inspires people is crushed by the legend of gray income. In 1996, enterprises began to break the average interest, but ignored the education of employees' correct view of money, which made some employees go from one extreme to the other, resulting in a terrible phenomenon that everything is money. Feilong Group was originally a company with ambitious young people. In the first five years, the group operated under a low distribution system and successfully completed its initial development by relying on corporate beliefs. In the development of the new era, we should make a clear concept: we need money, but we need our career more.

15. spread pepper noodles with money. Feilong group has been in a state of decentralized use of funds for a long time, and it is unable to use funds centrally in a planned and large scale. The scattered use of funds has caused a serious waste of funds and a serious shortage of funds. Managing funds well is a vital principle for enterprise development.

16. The same model of market development. After Yansheng Baobao Liquid entered the market successfully, its model was regarded as a universal standard model by the president, and the new products developed in the later period were wrongly popularized in a large area of the country with the same model. It is a big mistake that different products, different performances and different consumer groups have no unique promotion tactics. On this issue, the president made a serious empirical mistake, overconfident in the personal wisdom of the president, failed to start the major advertising companies in China in time, and made use of the collective wisdom to complement each other, resulting in no new plans and methods for launching all new products.

17. False market share. In the decision-making in the past six years, the excessive emphasis on market share and market sales has led to a serious situation of sharp increase in market receivables, confusion of goods and depreciation of goods. Especially when dealing with the contradiction between the total amount of goods in circulation, the disastrous impact of the total amount of goods in circulation on the market is ignored, which leads to a vicious circle of increased receivables and poor payment. Therefore, it is necessary to stabilize the relationship between supply and demand for a long time, rather than reducing the scale of production and sales, but also increasing the internal quality of enterprise operation.

18. There is no comprehensive market promotion rhythm. Any product has different cycles in the market, and the eternal vitality of the product in the market lies in the overall advertising planning. Without comprehensive advertising planning, it is equivalent to declaring the product dead at this moment.

19. ineffective advertisements for carpet bombing. The retail terminal of marketing is the most basic point of market attack. Due to the rapid development of the group, the president neglected to focus on the attacks on retailers, hospitals and pharmacies in the past three years, and unilaterally emphasized the role of three-dimensional advertising attacks in the whole country and big cities. Due to the long-term existence of this error, a large number of invalid advertisements are caused, the advertising effect is not obvious, the advertising funds are lost, and the advertising payables increase sharply, and the input and output are out of proportion.

2. Idealization of international trade. We are not familiar with the laws of international trade, and it is serious empiricism to repeatedly export domestic successful experience in the international market; Estimation of sales volume and price in the international market