General Manager and Standing Committee of Party Committee of Zhu Fushou Dongfeng Motor Corporation
Deputy General Manager, Standing Committee of Party Committee of Li Shaozhu Dongfeng Motor Corporation
Tong Dongcheng, Deputy General Manager of Dongfeng Motor Corporation and Member of the Standing Committee of the Party Committee
Fan Zhong, Deputy Secretary of the Party Committee of Dongfeng Motor Corporation
Ouyang Jie, Deputy General Manager of Dongfeng Motor Corporation.
Deputy General Manager, Standing Committee of Party Committee of Liu Weidong Dongfeng Motor Corporation
Deputy General Manager, Standing Committee of Party Committee of Zhou Wenjie Dongfeng Motor Corporation
Member of the Standing Committee of Party Committee and Secretary of Discipline Inspection Commission of Ma Dongfeng Motor Company
Standing Committee of Zhou Qiang Dongfeng Motor Company 20111On October 20th, Dongfeng Motor Co., Ltd., the largest automobile joint venture company in China, held the establishment ceremony of Dongfeng Motor Russia Co., Ltd. in Moscow. This is an important measure for Dongfeng Limited to enhance its international competitiveness, expand its overseas market share and enter overseas markets.
Xu Ping, then Chairman of Dongfeng Motor Corporation and Chairman of Dongfeng Co., Ltd., awarded the license to the newly established Dongfeng Motor Russian Co., Ltd., and Tong Dongcheng, Deputy General Manager of Dongfeng Motor Corporation and Vice President of dongfeng shares, spoke on behalf of Dongfeng Motor Corporation. Officials from the Chinese Embassy in Russia, Russian government officials and Wuhan municipal government officials attended the inaugural meeting.
The company will sell the main products of Dongfeng brand series under Dongfeng Co., Ltd. in Russia and integrate into the Russian automobile market competition. Since 1992, Dongfeng has been married to international brands one after another, and some have been married to Peugeot Citroen of France, Cummins of the United States, Kia of South Korea, Renault of France, Honda of Japan and Nissan more than once. Until they walked out of Shiyan and spread all over the country, they became an increasingly powerful large automobile group. But during this period, it experienced various twists and turns and difficulties.
65438-0992 Dongfeng and Honda started parts manufacturing cooperation in Huizhou. When the Guangzhou Peugeot project failed, Dongfeng and Honda entered the Guangzhou Peugeot project to discuss the reorganization of the project with the Guangzhou municipal government. However, at the last minute, due to the failure to negotiate with the Guangzhou Municipal Government on the shareholding ratio, the Guangzhou Peugeot project was split into "one project, two companies and three partners: Guangzhou and Honda jointly invested 50-50 to establish a vehicle project-Guangzhou Honda Automobile Co., Ltd.; Dongfeng is in a corner, in a small corner of that yard, doing engine projects with Honda. Although the project was successful later, Dongfeng was never reconciled.
In 2000, Dongfeng Motor Company ended its losses for many years and turned losses into profits. How to make Dongfeng Motor Company embark on a long-term, stable and sustainable development road is the primary problem before Miao Wei, the head of the family at that time. Based on the historical opportunity that China has not yet joined the WTO, and foreign automobile companies want to enter China's automobile market, and in line with the strategic consideration of introducing capital, technology, improving management level and building a new Dongfeng with international competitiveness, Miao Wei put forward a bold idea of taking out all the assets of Dongfeng Automobile Company except the joint venture with France and the part that needs to be separated from the non-automobile main business. Despite all kinds of doubts and objections, with the support of the State Economic and Trade Commission, Dongfeng and Nissan were successfully married in June 2003. Dongfeng took out 70% of its main business, and Nissan took out 8.35 billion yuan in cash with the same value to set up Dongfeng Motor Co., Ltd., which is still the largest joint venture company in China.
In 2004, Dongfeng people had a hard time. In the first half of the year, the performance of Dongfeng's earlier joint venture company, Shenlong Automobile, declined first, with a year-on-year sales decline of 65,438+03.4%, while the performance of Dongfeng Motor Co., Ltd., which was established in full cooperation with Nissan the year before, was also lower than expected. "Toyota sells, Nissan exchanges technology". In the eyes of many people, the main purpose of cooperation between Dongfeng and Nissan is to leverage the development of passenger cars. From June to August, 65438, Dongfeng Limited only sold more than 30,000 passenger cars, far below the target of 80,000 at the beginning of the year. On the contrary, the original commercial vehicles of Dongfeng performed well, with total sales exceeding130,000, accounting for 80% of Dongfeng Limited. One year after the joint venture, Dongfeng not only didn't drink the passenger car porridge brought by Nissan, but also gave Nissan half of the commercial car porridge in the bowl. Saved the east wind of the joint venture company for a while and was ridiculed. Dongfeng's diversified joint venture road is said to be "one woman marries more", which is contrary to common sense. The resident staff management mode adopted by Dongfeng is more worthy of reflection, because the resident staff sent by Dongfeng to various joint venture subsidiaries is simply a formality, and its largest joint venture company, Dongfeng Limited, is biased towards Nissan's management mode. There are even rumors that Nissan has seized the limited voice of its partner Dongfeng in China.
This time, it has extended from pure technical cooperation to the cooperation of the whole product value chain. It's not just Dongfeng's competitors who are jealous. One month after Dongfeng and Nissan signed the cooperation agreement, the old partner of Dongfeng Peugeot Citroen Group of France immediately upgraded the cooperation relationship from Citroen level to PSA group level, which is the best evidence. However, in the first half of this year, the entire passenger car market was in a downturn, and the prices of major brands fell again and again. Even Audi, an old joint venture brand that has been trying to keep the banner of price reduction, unexpectedly gave the diving price at the beginning of 10. Catch up with the "market famine year", the harvest is naturally not much better, not to mention Dongfeng Nissan, which was established only one year ago. Just because you stepped into a puddle doesn't mean you chose the wrong way.
During the one-year joint venture, Nissan focused on the basic management of the enterprise, introduced Nissan's refined management model, and carried out a series of reforms. A matrix organizational structure has been adopted, and a procurement planning and management headquarters has been set up to further centralize procurement. The financial personnel of subordinate subsidiaries are assigned to the financial headquarters of the company, and then assigned to the subsidiaries as the dispatched personnel of the financial headquarters, and strict budget management is implemented. Make purchasing more centralized and financial clearer. Established a KPI (Key Performance Indicator) assessment system for all employees, and decomposed the company's medium-term business plan into each subsidiary, department and even individual. Fully implement QCD (Quality, Cost and Delivery Time) improvement activities in production units, implement Kanban management and encourage innovation.
Comparing carefully before and after the joint venture, we will find that Nissan has not subverted the management mode of Old Dongfeng, but has refined and improved the management mode of Old Dongfeng. Dongfeng Co., Ltd. is still "centralized management, compartmentalized operation". This is the idea put forward by Miao Wei, the current general manager of Dongfeng, when he took over Dongfeng. The significance lies in dividing the subordinate subsidiaries into several business segments and managing them as profit centers and cost centers. The head office takes the role of investment decision-making center, evaluates profit center and cost center with economic added value, and decomposes market pressure into subsidiaries, departments and even individuals. The internal rights and responsibilities of each profit center are relatively clear, thus mobilizing the enthusiasm of all employees.
Dongfeng limited's business is divided into five sectors: passenger car company, commercial vehicle company, parts division, equipment company and joint-stock company. There are still commercial vehicle parts purchasing department, passenger vehicle parts purchasing department, material purchasing department, tooling and mold purchasing department, logistics purchasing department and service support purchasing department under the procurement plan management headquarters. It just makes the management under this framework more refined. Even the most effective QCD improvement activities are exactly the same as the "one-stream" lean thought promoted by Dongfeng many years ago, and even some more traditional rationalization suggestions can be found from it. "The only difference between now and before is implementation, and now it is more institutionalized." A workshop director of Dongfeng Limited Commercial Vehicle Frame Factory hit the nail on the head.
In fact, there is no difference between good and bad management modes, only the question of suitability and unsuitability. In a joint venture, only when the two sides of the joint venture are tolerant of each other and learn from each other's strengths can there be good development.
Dongfeng Limited's passenger car project has experienced a short run-in and adjustment, and achieved great success. When the Dongfeng Shiyan commercial vehicle project faced serious difficulties around 2005, a large amount of funds from the Dongfeng Limited passenger vehicle project helped the Dongfeng commercial vehicle project tide over the difficulties. Practice has proved that Dongfeng has successfully rebuilt the enterprise through a comprehensive joint venture with Nissan.
Group management is the art of balancing centralization and decentralization, and the key to the success of group management lies in the balance of collection and release. The automobile industry is an industry with a long value chain and great emphasis on scale effect, and its balance skills are more exquisite. The balance of Dongfeng, which has accumulated a large number of joint venture brands, lies in the resident system with Dongfeng characteristics.
The resident system is to send senior executives to the management decision-making level of the joint venture company. These residents can't get the salary of the joint venture company They signed a labor contract with the group headquarters and informed the group headquarters of the joint venture company on a regular basis. The headquarters will assess these residents according to the sales revenue, profits, capital preservation and appreciation and asset profit rate of the joint venture company. So that these accredited personnel dare to safeguard the interests of the joint venture company when there is a conflict of interest with the other party to the joint venture, thus protecting the interests of the group as the investor. This management mode is very common in the automobile industry, but the difference is that Dongfeng's resident system is more organized.
The personnel assigned by Dongfeng headquarters to the decision-making level of the management of each joint venture company are nominated and selected by the Party Committee of the Group. "When the joint venture company wants to make a business decision, the resident staff at the business decision-making level will hold an internal meeting first to negotiate the decision." Take Dongfeng Motor Co., Ltd., which accounts for more than 70% of the new Dongfeng business, as an example. According to the 50: 50 shareholding ratio of the parties to the joint venture, the board of directors of the company and the Chinese and Japanese representatives of the company's highest decision-making level-the company management Committee are equally divided. There are 8 members in the company's management committee, among which 4 members from Dongfeng, Xu Ping, Li Shaozhu, Tong Dongcheng and Ouyang Jie, were nominated and elected by Dongfeng Party Committee, without exception. The management committee meets every two weeks to discuss and solve problems in management. Before each meeting, the four resident staff will hold consultations first. This unique tradition also extends to the grassroots. Walking in many factories owned by Dongfeng Co., Ltd., you will always see the workers in party emblem marked on the badges from time to time, and some badges are also marked with the league emblem. There is also a special party member activity scoreboard on the management billboard in the workshop. The score in this scoring column will directly affect his final performance.
Dongfeng knows very well that it is impossible to succeed in the automobile industry simply as an investor, because at present, the domestic automobile industry relies heavily on foreign enterprises in technology and research and development. To put it another way, if Dongfeng is only an asset management company, it can be said that it is not attractive to Nissan. Dongfeng is not only a simple investor, but also an operator. The market share has reached 15%, and the profitability is leading in the industry. In the list of top 500 Chinese brands compiled by the World Brand Value Laboratory in 20 10, Dongfeng brand ranked 4 1, and its brand value has reached 218.23 million yuan.
All vehicle companies will promote marketing transformation, promote the smooth production of new models, strengthen the continuous marketing of existing models, and ensure the continuous and stable sales during the product life cycle.
According to the judgment of the future market situation and the development plan of Dongfeng Motor Group, in the next two years, Dongfeng Motor Group will continue to strengthen the launch of SUV products (brand-new & owned 14 generation products, 4 new energy products and 10 car products). There are 30 new and replacement products in the whole passenger car field, including 10. For commercial vehicles, there will be three series of new products of medium and heavy trucks and light trucks 1 series of new products.