His first thought was Lenovo, because he saw the job advertisement of this high-tech company the other day and became more and more famous. He found Lenovo's office building according to the address published in the notice. In an office on the second floor, the examiner interviewed him. Although his eloquence is not very good, his answer satisfies the examiner. After half an hour of preliminary examination, a second interview was conducted. When he learned that he had been admitted, he was very happy, but not that kind of ecstasy, not only because there were few high-level high-tech talents like him at that time, but also because he just used Lenovo or other companies as a springboard and he was thinking about another one. Later, he learned that 1988, Lenovo openly recruited 58 employees from 500 applicants nationwide, and Yang was just one of them. ?
Of course, this is also something to celebrate. After all, it is one step closer to Silicon Valley in the United States. Moreover, Lenovo is a well-known high-tech company in China, which has its own professional counterparts and applies what it has learned. But his heart cooled down when the company announced his work. The company gave him a job as a salesman, and he also promoted other people's products, Sun Workstation (Sun is the name of the company, which is actually the acronym of Stanford University Network, which means "Stanford University Network" in Chinese. Sun was originally founded by four graduate students, including Stanford University and Scott McNealy of the University of California, Berkeley. /kloc-0 officially registered in February, 1982, focusing on the design and manufacture of workstations, and began to generate income and profits six months later. The number of employees in the world exceeds 26,000), and Sun workstations using INTEL386 chips were still unfamiliar and not very practical at that time. ?
Many years later, he still clearly remembers many scenes of selling Sun workstations. He rode a broken bicycle bought from the second-hand car market, walked the streets and sold the workstation he had just become familiar with. He still remembers the scene when his mobile phone was dropped by a customer. He still remembers the feeling of waiting for hours in front of customers. Of course, he still remembers how he felt when he sold his first workstation. The first workstation he sold was for the State Administration of Medicine. When the order was finally signed, his mood was complicated and his excitement was mixed with some guilt. I am excited because I finally opened the business, and I feel guilty because I feel like I am sorry for my customers. A PC is enough for the State Administration of Medicine, but he tries his best to convince people that Sun workstation is their only choice. Later, Yang recalled: "You can imagine my happy mood at that time, but I still think that in fact, this customer should not have bought Sun's workstation at that time, and buying a PC would have solved the problem. Of course, we still promote the manufacture of such workstations. " As compensation, he tried his best to meet all kinds of service requirements put forward by users. Yang later said frankly: "It's a pity that Sun's workstation was not very successful at that time. The products we represent are not good products. It is the only workstation of Sun Company that uses Intel386 chip. The user's use is not good-either not applicable or not enough. Although the product is not ours, it was sold by our agent after all, so the mood of selling workstations at that time was both exciting and embarrassing. " ?
It is the sale of this first workstation that gives him a feeling and confidence in sales, and it is also the experience of sales work that enables him to face all difficulties in the future. It was Yang's excellent service and good response to customers that attracted Liu Chuanzhi's attention. He initially regarded sales as a temporary job, but gradually, he became interested in it. Receiving customers, receiving invoices, welding network cables, debugging machines and after-sales service, he felt the value of his work in the thanks of customers. Although he has studied computer expertise for seven years, it is not very useful, but he has learned something new from sales, that is, the benefits come from the market and the market comes from the service. Many years later, when he became the senior manager of Lenovo Group, one of his business ideas was to make Lenovo a "service association". Later, someone asked Yang about his life experience. Yang reviewed his work experience in the initial stage and came to a conclusion: "Young people in their twenties and forties have always laid the foundation, and their professional counterparts are of course good, but they are not very important. Young people should not bear the burden of professional counterparts. " ?
During this period, Yang successfully completed the GRE exam and was admitted to an institution of higher learning in Chicago, USA, waiting for feedback from the school. At this time, Yang was appointed as the general manager of 1992 Computer Aided Equipment Department.
A CAD manager who can't even speak well?
On April 20th, 1992, Lenovo announced a new appointment list, and Yang was appointed as the general manager of CAD department. But people pay special attention to the names of Guo Wei, Wang Pingsheng and others, not Yang. On the one hand, it is because CAD (abbreviation of computer-aided design, which means computer-aided design) is still a sales department at the grass-roots level, and on the other hand, it is because Yang was not so prominent among young people at that time. Although he looks eye-catching, he is 1.8 1 m tall, with broad shoulders and angular forehead, but he is not good at words and always hesitates when he speaks, especially when he speaks to colleagues or subordinates in public. A person so tall always shows a sense of shyness when he speaks. He usually talks less, giving people an introverted feeling. It's his first time as a cadre, and he doesn't even know how to speak at a meeting. Many people who worked in the CAD department later recalled that after the meeting, many people thought that Yang was not suitable to be a leader, but Yang himself later recalled that the first meeting made him a little depressed and he could feel his colleagues' dissatisfaction with him. "They must think that I am not a good leader." He said. ?
But Yang has inherent potential. It was this appointment that brought his potential into full play. CAD is the abbreviation of Computer Aided Equipment Department. In fact, it mainly sells plotters from Hewlett-Packard Company. Yang learned another sales model besides retail and wholesale from the sales of Whipple plotter: agency and distribution. This sales model has special sales channels, a specific customer base, stable agents and relatively fixed sales channels, forming a huge sales network. Yang realized that the CAD department he led was actually a part of HP's huge sales network, and HP established its own global sales network in this mode, occupying the largest market with the least manpower and earning as much profit as possible. Yang's words gave great inspiration. He began to conceive a sales network centered on Lenovo. That is, in the month when Yang took office, Lenovo CAD department signed an agency sales contract with a company in Zhongguancun, which assumed the distribution responsibility of HP plotters, and Lenovo CAD department returned 3% of the turnover in return. This first agency contract, which imitates the HP Agency Agreement, is of great significance to Yang. Since then, real distributors have been born in China IT industry. With this sales model, Yang made the sales performance of CAD grow continuously, doubling from the previous year of 1992, from 30 million yuan in 1993 to 230 million yuan in 1992. ?
Yang still remembers the joy of discovering this sales method at that time, no less than Columbus' discovery of the New World. Of course, he also remembers the difficulty of the concept of "selling" agents. He personally led the team, centered on the intersection of Zhongguancun Street, and distributed it to computer shops on both sides of the street. He first introduced the advantages of HP plotter represented by Lenovo, and then began to explain the concept of "agent" and publicize the benefits of agent. Finally, he asked, "Is your company willing to act as an agent?" At first, because people were unfamiliar with "agency" and "distribution" and were skeptical about the promised benefits, they had to return empty-handed. But finally there was the first one, so there was the second one. Soon, CAD called together the interested merchants and held a small agency meeting. Although not many people attended, it was of great significance to Yang and Lenovo. It was from this meeting that Yang formed a new marketing concept, which he later applied to Lenovo's PC sales, thus changing Lenovo's fate. Yang later admitted that he regarded HP as his teacher when selling personal computers. 1994, Lenovo has launched Lenovo-branded computers, and Yang's first action as the person in charge is to copy the "HP model"-from direct sales to full agency system. In the sales of HP plotters, Yang also learned the skills of HP in organizing sales teams. He made plans according to HP's "Ten-step Planning Method", and he listed HP's senior manager course "Management Process Control" as a compulsory course for his subordinates. According to Yang Lin, the current executive vice president of Digital China, "From 1994 to 1996, Yang learned his tricks from HP, and only after 1996 did he have innovative tricks." Yang Lin was the deputy manager of Lenovo CAD department at that time. ?
Yang's success in the CAD department shows his talent, that is, he is good at learning, summing up experience, discovering and using, which makes him feel at home in a strange sales field that has nothing to do with his major. In terms of sales, Yang shows extraordinary management ability. He has never studied management, nor read several books on public relations and negotiation skills. He is not good at words, but he has the ability to win "big orders". He later concluded: "There are two main points in the negotiation. One is honesty; The second is to design the content of the conversation. " Not being able to speak well does not prevent him from becoming an excellent marketer or an excellent leader. It can be said that Lenovo's work arrangement for Yang is a mistake that conforms to his inherent potential and gives full play to Yang's talent. ?
It was Yang Cong 199 1 to 1993 who took charge of the CAD department for just two years, which attracted Liu Chuanzhi's attention and made him the general manager of the PC department at the most critical moment of Lenovo, pinning Lenovo's future on him. ?
Maxima and Bole?
Han Yu lamented: "There are always swift horses, but there is no Bole." In Bole's view, swift horse is really worth cherishing. In the real society, the encounter between Maxima and Bole only depends on coincidence. ?
Liu Chuanzhi summed up the experience of enterprise management and said: "Apart from keen insight and strategic judgment, cultivating talents and choosing successors are probably the most important tasks of enterprise leaders." Enterprise leaders must first have Bole skills and be good at identifying and selecting talents. Liu Chuanzhi once summarized Lenovo's internal successful management into three elements: building a team, formulating a strategy and leading a team. The core of the three elements is the cultivation and use of talents. The reason why Lenovo can survive in the computer market like a forest of strong hands, and the reason why Lenovo can establish a brand and occupy a place in the world IT industry is, in the final analysis, the success of the talent strategy. Typical examples of successful talent strategy are Yang and Guo Wei. ?
The story of Liu Chuanzhi and Yang is considered as a typical example of Bole's understanding of Maxima. If he had not entered Lenovo, if he had not met Liu Chuanzhi, Yang would have been another fate. In a sense, Yang's success today would not have been possible without Liu Chuanzhi's insight and talent. ?
199 1 year, Yang served as the general manager of Lenovo CAD department, mainly acting for HP products. Liu Chuanzhi gave Yang a warm environment and suitable soil, and Yang grew desperately. From 199 1 to 1993, CAD sales increased from 50 million to 1. 1 billion, and then from 1. 1 billion to1billion. Liu Chuanzhi gradually discovered that Yang was a "general" with strong ambition and strong execution. The dream of going abroad after Master Yang graduated has never been broken. When he was invited by HP headquarters in the United States, Yang packed his bags and was ready to leave. At the end of 1993, due to the influx of foreign computer brands into the China market, China's computer industry was in crisis, and Lenovo failed to achieve its set goals for the first time. Liu Chuanzhi admitted that he had lost the battle. He left Yang, who came to say goodbye, and gave him the important task of saving Lenovo's microcomputer business. ?
1March 1994 19, 30-year-old Yang was appointed as the general manager of the computer division. In a very short time, Yang reorganized the computer division, and computer sales increased greatly. Liu Chuanzhi was satisfied with Yang's performance, but Yang didn't know how to compromise, and the contradiction with others gradually affected his evaluation from top to bottom in the company. In this case, Liu Chuanzhi made up his mind to educate Yang. After Yang scolded him in front of many senior executives of the company and some subordinates of Yang, Liu Chuanzhi wrote a letter to Yang overnight, which showed his good intentions. Yang Yuanqing quickly understood Liu Chuanzhi's expectations of himself and gradually learned to compromise. ?
Liu Chuanzhi did his best to clear the obstacles for Yang, so that Yang could explore the market with confidence and boldness. By the end of fiscal year 1996, Lenovo's sales volume has become the first in the domestic market, and Lenovo computers have emerged in the world PC market. With the experience of general manager of Lenovo Computer Company, Liu Chuanzhi feels that Yang has the ability to control the overall situation. In April 2000, Lenovo was split into Lenovo Computer and Digital China, and Yang was in charge of Lenovo Computer. After another year's training, on April 20th, 20001year, Liu Chuanzhi officially handed over the banner of Lenovo to Yang. ?
Human resource management is the management core of Lenovo Group. Lenovo has a strict talent system and has formed a standard system of high-level talents in practice. Talents who can undertake certain responsibilities must first have beliefs and values consistent with Lenovo's corporate culture, be loyal to the enterprise, have the spirit of sacrifice, have the ability to judge the situation and be independent, have the management ability to form a team and lead a team, and have the ability to unite with the majority, coordinate and cooperate, be tireless and accept new people. Good moral quality, excellent professional quality, professional attitude, sense of crisis and competition, sense of cooperation to make up for Taiwan, good at learning and summing up, etc. Are regarded as the qualities that talents must possess. ?
Without talents, there is no enterprise. Enterprises should not only make good use of talents, but also cultivate talents. Lenovo's successful experience is to cultivate talents in the process of identifying talents and cultivating talents in dynamic practice. Liu Chuanzhi used the words "sewing insoles" and "making suits" to describe the method of cultivating talents: "Cultivating a strategic talent is the same as cultivating an excellent tailor. We shouldn't give him a piece of fine wool to make a suit from the beginning, but let him start by sewing insoles. When the insole is finished, make shorts, then pants, shirts and finally suits. You can't pull out the seedlings and encourage them. You have to rush in. " For example, Guo Wei, who started as a secretary in Lenovo, has worked in more than ten positions. From opening the door for the boss and carrying the suitcase, I worked as a manager in the public relations department with only five people, and worked as a director manager in the group office one year later. Then I worked as general manager of business department, general manager of enterprise department and head of finance department. Lenovo Group built a production base in Huizhou, Guangdong, and Guo Wei was sent to take charge of specific affairs, and later went to Hong Kong Lenovo to take charge of investment affairs. ?
Yang's development is more typical. 1988 started as a salesman and became the manager of CAD business department two years later. In the process of consignment, Yang learned new marketing experience from Hewlett-Packard Company in the United States, which made the turnover of CAD business department increase rapidly in a short time. Because of his excellent work, Yang was appointed as the general manager of Lenovo Microcomputer Division. In the Microcomputer Division, Yang led his team. Through hard work, Lenovo's computer sales rose rapidly within two years. Yang's promotion in Lenovo Group can be said to be one step at a time. ?
It is precisely because Liu Chuanzhi let them gradually participate in decision-making and management that there will be so many exercise opportunities. In the management of specific business, they gradually learn to think independently and actively, and integrate Lenovo culture into their own values and ways of thinking. The reason why they can become the engine of Lenovo, not just the "gear" of passive transmission, is also because Liu Chuanzhi gave them the opportunity to give full play, and they got a broad stage to display their talents with clear responsibilities and rights. ?
"Distinguishing good horses from horse racing" is regarded as Lenovo's unique experience in cultivating talents. The so-called "identifying good horses from horse racing" means making people do things and identifying and cultivating talents in doing things. As early as the early 1990 s, Lenovo began to train young people and put them on the front desk after realizing the potential danger of a fault in the age structure of personnel. At that time, the elders of the company had different opinions on the reuse of young people. After all, young people are inexperienced, self-disciplined and have no outstanding performance, so they have to worry when they are appointed. However, under the insistence of Liu Chuanzhi, a group of young people were gradually entrusted with heavy responsibilities. Especially Yang, when Lenovo's microcomputer business was at a low ebb, Liu Chuanzhi resolutely decided to put Yang in charge of the microcomputer business department and handed such a big burden to a young man. Even Liu Chuanzhi later admitted that this was a gamble. Yang lived up to Liu Chuanzhi's expectations. Liu Chuanzhi won the bet and Yang grew up. Yang's success changed the elders' views on young people. Since then, dozens of young people have been promoted almost every year, and some young people have been appointed as chief managers of many departments.
Liu Chuanzhi often concentrates plastic surgery talents in the president's office to discuss projects that need decision-making with them. In the process of "sharpening the knife", he not only trained young people's thinking and decision-making ability, but also trained them to cooperate with each other, so that they gradually approached the integration of values. Liu Chuanzhi often tells young people about his personal experience. He taught not only the experience of managing enterprises, but also his life experience. He told young people that they should not only adhere to principles, but also be good at compromise, whether in life or management. Only by adhering to principles can we be upright and good at compromise and ensure unity. Compromise is to accommodate others and wronged yourself. If a person wants to make a difference, he must have such a realm. The reason why compromise is emphasized is that even if a person is brilliant, if he can't compromise and cooperate with others, it is impossible to have the ability of team building and coordinated operations. If he can't form a United and powerful leadership team, there will be no enterprise development, and even his personal development will be limited. Liu Chuanzhi made Yang learn to compromise, which was widely circulated in Lenovo and other industries and was written into training books as a classic example. ?
As "Bole", we should not only be able to identify and use talents, but also be able to motivate talents. Lenovo's motivation for talents is mainly career, ideal and goal. Material incentives are of course very important, but if they are overused, they may become opium. For young people, recognizing their abilities, affirming their achievements and letting them manage a department alone can give full play to their talents. This is the most effective incentive. For example, Yang, when he was in charge of Lenovo's microcomputer division, Liu Chuanzhi gave Yang the power originally belonging to several departments, even including personnel and finance, so that he could really operate the whole division independently without any constraints, and 50% of the profits from computer sales were handed over to the group company, and the other 50% was handled by him. In the best year of computer performance, Yang used the money to buy a car for every excellent manager. All this makes Yang feel a sense of accomplishment. ?
If Liu Chuanzhi, the "Bole", discovered Yang, then the development of Lenovo's second-generation young marshal can not be separated from Yang's discovery and appointment. In a sense, Yang is a Bole. ?
There are many similarities with Yang's experience. Chen Shaopeng graduated from Beijing Institute of Light Industry. Because of his excellent performance, he was qualified to stay in Beijing and was assigned to work in the computer center of a unit under the Ministry of Light Industry at that time. In February, 1993, Chen Shaopeng saw two recruitment notices in Beijing Youth Daily. One was for a technician of a communication company, and the other was for Lenovo. There is a sentence in the Lenovo advertisement: "If you want to stand tall and see far, please be a Lenovo person." Chen Shaopeng certainly wants to stand tall and see far. He sent resumes to both companies and soon received an interview notice from the communication company, but Lenovo was what he wanted most. After waiting for two days, I received an interview notice from Lenovo and dismissed the communication company. In a canteen near the old Lenovo headquarters, Chen Shaopeng and more than 70 other people took the written test and then participated in the interview. On March 3rd, 1993, Chen Shaopeng was informed that he was hired. Like Yang, he was originally a technical research and development personnel, but was assigned to the sales department. When Yang reorganized Lenovo Microcomputer Division, he became one of 1 12 people selected by Yang. When Yang "hacked" more than 100 salespeople, only 18 people remained, which became one of the "18 pine trees". ?
Yang was appointed as the manager of Lenovo's southwest region and sent him to explore the southwest market. Chen Shaopeng came to Chengdu alone, but at that time, the southwest market centered on Chengdu didn't even know the name Lenovo. Chen Shaopeng hired a local boy, and after a month of preparation, he opened the first Lenovo computer store in Chengdu. Because of his excellent performance, Yang transferred him to the northwest. With superhuman perseverance, Chen Shaopeng developed the western market without foundation and created the legend of Lenovo's western development. ?
1996, Chen Shaopeng was sent to explore the South China market. That year, he encountered unprecedented setbacks. Due to the influence of Hong Kong, South China, the local market, generally only recognized international brands of PCs, and did not recognize Lenovo, which was not well-known at that time. In addition, Chen Shaopeng, who grew up in the northwest, can't speak the language of South China, which brings great difficulties to communication. When he first arrived in South China, Chen Shaopeng visited the biggest agent in Guangdong seven times, trying to persuade them to sell Lenovo products, but it still failed. ?
At the summary meeting in Beidaihe that year, Yang criticized South China by name, because the computer sales in South China only increased by more than 10%. That time, the strong Chen Shaopeng shed tears for the first time. However, Chen Shaopeng soon came out of his depression. After returning to Guangzhou, he changed his strategy. He cooperated with a well-known computer city in Guangzhou at that time and held the "Computer Festival", which made Lenovo's name well known to people and began to have agents to discuss the business of selling Lenovo computers. Things have changed. Lenovo South China's sales performance in 1997 increased by 585% compared with 1996. ?
His success made him a legend of Lenovo, just like Yang. The performance from the northwest to South China also created his legendary promotion speed in Lenovo. Chen Shaopeng is known as Lenovo's actual general, and he is a lucky star to accomplish one thing. When he enters any area, it seems that he can achieve amazing performance soaring speed. When he was the general manager of Lenovo's business desktop computer division, as the main force, he seized the opportunity with a keen sense of business and made remarkable achievements in the battle to build Lenovo's leading position in PC. When he was the vice president of Lenovo's marketing system, he successfully instigated the strategic change of Lenovo's marketing model and organizational structure. When he was the vice president of Lenovo's sales system, he experimented with a variety of novel sales tactics, which was considered as a classic case of commercial marketing. ?
On September 30th, 2005, Chen Shaopeng was appointed as the general manager of Lenovo Greater China. For the first time, he really stepped down from the sales line and entered the public eye. He said: "Before that, I was in charge of sales in China, but I never, at least at that time, thought that I would be the president of Greater China." Shortly after taking office, he quickly formulated four integration strategies: building international brands, establishing flexible enterprises, breaking through four key markets and giving full play to Think brand business. ?
June 2006: 5438+065438+1October 10. As the chairman of Lenovo Group, Yang praised it greatly. He said to the agents, "You can cooperate with Shao Peng with confidence. He is completely trustworthy. " He told reporters: "I just gave him Greater China because I was relieved of Shao Peng's 120%. I will also tell my old partners at the agent conference that we should cooperate with Shao Peng in a down-to-earth manner. " Yang believes that the reason why Greater China has achieved such good results shows that Lenovo has not lost its focus on the China market after internationalization. Lenovo's business model is successful, but more importantly, the team it leads has extraordinary ability: "We have never lost the chain for nearly seven consecutive quarters. With a market share of more than 30%, it is not easy for Greater China to still be higher than the industry average growth rate. " Nearly 40% of the Group's revenue comes from Greater China led by Chen Shaopeng, which has become Lenovo's rear area. Yang was "1.20% at ease", but he didn't embarrass Yang and handed in a satisfactory answer sheet.
(Editor: Mo Mo