It is Vanke's greatest feature to lay the foundation with ideas and value morality more than commercial interests. Vanke believes that it is the cornerstone of Vanke's success to stick to the bottom line of value, refuse the temptation of interests, persist in obtaining fair returns from the market with professional ability, and commit to building a standardized and transparent corporate culture and a stable and focused development model. With its performance in corporate governance and ethical standards, Vanke has always enjoyed a high reputation.
Excellent corporate culture
Vanke has positioned itself as a leader in the real estate industry in China. Vanke is equal at home and open to the outside world, and is committed to building a "sunshine system". Vanke regards talents as capital and advocates "a healthy and prosperous life". Vanke's corporate culture case is highly respected by the industry.
When the competition between enterprises reaches a certain stage, the differences between enterprises will be directly reflected in the corporate culture. In fact, corporate culture largely reflects the ideological realm of an entrepreneur. From the Vanke corporate culture led by Wang Shi, we can see that corporate culture can not be separated from the rich humanistic feelings from the perspective of entrepreneurs. Vanke's "sunshine system" makes it a reality to create a healthy and rich life, and the ideological realm of entrepreneurs is affecting the health and progress of enterprises.
corporate vision
"To be a sustainable leader in China's real estate industry". In order to realize this vision as soon as possible, Vanke requires itself to work hard in the following aspects:
1, constantly learn professional skills and improve the living standards of Chinese people;
2. Always provide customers with residential products and good after-sales service that meet their needs;
3. Show the humanistic spirit of "pursuing perfection" and become the representative of realizing ideal life;
4. Develop the company's business rapidly and steadily to achieve scale effect;
5. Improve efficiency and achieve first-class profitability in the industry;
6. Establish a brand and become the most famous and trustworthy enterprise in the real estate industry;
7. Have the best professional and management personnel in the industry, and provide them with the best development space and the most competitive salary;
8. Establish the image of outstanding emerging enterprises with honest and rational business behavior;
9. Provide investors with ideal returns.
Company goals
"Building infinite life". Purpose has several meanings:
1, for customers, it means understanding your life and creating an ideal space to show yourself;
2. For investors, it means understanding your expectations and returning a satisfactory ideal income;
3. For employees, it means understanding your pursuit and providing an ideal platform for self-achievement;
4. For the society, it means understanding the needs of the times and establishing the ideal image of modern enterprises.
Core values
Create a healthy and rich life. Core values include several aspects:
1. Customers are Vanke's eternal partners.
◎ Customers are the scarcest resource and the whole reason for Vanke's existence.
◎ Respect customers, understand customers, continuously provide products and services that exceed customers' expectations, and guide an active and healthy modern lifestyle. This is the concept that Vanke has always adhered to and advocated.
◎ In the eyes of customers, every employee of the company represents Vanke.
◎ A mistake of 1% is a loss of 100% for customers.
The most important criterion to measure the success of employees is the degree of customer satisfaction.
◎ Grow with customers and make Vanke perfect in complaints.
2. Talent is the capital of Vanke.
◎ People who devote themselves enthusiastically and do their jobs well are the company's most valuable resources.
◎ Respecting people and creating a harmonious and passionate environment for outstanding talents are the primary factors for Vanke's success.
◎ Vanke respects each employee's personality, personal will and choice; All employees are equal in personality and equal in the face of development opportunities; Vanke provides a good working environment, creates a harmonious working atmosphere and advocates simple and sincere interpersonal relationships.
◎ The professional manager team is the concrete embodiment of Vanke's talent concept. It is an important mission of Vanke to continuously cultivate a professional, passionate and creative team of professional managers.
◎ Vanke advocates "a healthy and prosperous life". Work is not only a means of making a living, but also brings us happiness and a sense of accomplishment. Outside of work, we encourage all employees to pursue physical and mental health, family harmony and great enrichment of personal life.
Learning is a way of life.
3. "Sunlight Lighting System"
◎ Vanke is equal at home and open to the outside world, and is committed to building a "sunshine system".
◎ Specialization+Standardization+Transparency = Vanke.
◎ Standardization, honesty and enterprising are the management methods of Vanke.
Vanke encourages all forms of communication, advocates information sharing and opposes black-box operation.
Vanke opposes any form of bureaucracy.
4. Continue to grow and lead.
◎ Vanke has positioned itself as the leader of the real estate industry in China.
◎ Pursuing sustainable growth with quality and benefit through market innovation, product innovation, service innovation and system innovation is the only way for Vanke to lead the industry and create a prosperous life.
In the new economic era, Vanke should be big and small, flexible, forge ahead, always have ideals and passion, and constantly exceed its own achievements and customer expectations.
Committed to building a "sunshine system" and adhering to standardized, honest and enterprising management methods are Vanke's basic values. When other developers put forward less than 40% profits, Vanke made it clear that more than 25% profits would not be earned. Vanke does not take profit as its sole goal, nor does it simply provide shelter for customers. Instead, it participates in the process of urban growth and urban cultural construction and adheres to the mission and ideal of being responsible for the city and future generations.
Vanke's culture has always adhered to simplicity, standardization and transparency. Vanke will never ask employees to adopt different values and codes of conduct inside and outside the company. Vanke adheres to the concept of "talent is Vanke's capital", so that employees always maintain an equal and win-win relationship with the company, customers and partners. For more than 20 years, Vanke has maintained its position as an industry leader and achieved the stable development of the enterprise, among which Vanke's one carat culture is a strong supporting factor.
1 embodiment of carat culture
For more than 20 years, the people-oriented management thought embodied in Vanke's one carat culture has gradually penetrated into daily management. Vanke has always advocated "healthy and rich life" and attached importance to the balance between work and life; Provide employees with space and opportunities for sustainable development; Advocate simple interpersonal relationships and strive to create a working atmosphere that can give full play to employees' talents. Through continuous exploration and efforts, Vanke has established a team of professional managers who are full of passion, loyal to their duties, professional and diligent, and formed a company atmosphere of pursuing innovation, continuous progress and vigorous progress, as well as a unique way of employing people. Practice has proved that the principle of employing people displayed by Vanke's one carat culture is the driving force for Vanke's steady development over the years.
Cultivate a sustainable team of professional managers.
Vanke's magic weapon to find and attract talents is based on the numerous opportunities provided by the company's own development, but the most important point is: "Vanke's idealistic corporate culture is an irresistible temptation for professional managers."
Zhang Peng, who graduated from Shanghai Jiaotong University, admitted that when he was looking for a job in 2000, he gave up his job opportunity in Shanghai and chose to come to Vanke, which was a touching sentence for Vanke-"devoting himself to training professional managers".
Vanke's talent concept is a fairly complete system, the most important of which is to train professional managers. The basic requirements for talents are all around this concept. The concept of "occupation" is "making a living and being good at it", and professional managers naturally have to make a living and be good at management. From primary management to decision-making management, all managers form a team of professional managers to undertake the main management tasks of the company.
Vanke's human resource management model shows that professional managers are the support of Vanke's development.
Vanke believes that professional managers are the fourth element necessary for the survival and expansion of modern enterprises, that is, entrepreneurial talents based on manpower, financial resources and material resources. Therefore, Vanke put forward the "year of professional managers" in 1998, to cultivate and develop professional managers, realize the sustainable development of professional managers in Vanke, and promote the improvement of management ability and management ability of the whole company. In terms of management structure, the company is committed to standardized management, and through a series of measures such as reasonable authorization, it has created a broad space for professional managers to directly transform their professionalism into productivity and provided institutional guarantee.
Vanke entrepreneurs completed the orientation of transforming into professional managers very early, and established a perfect manager system within the enterprise very early, thus avoiding the conflicts and impacts among the founding partners of many private enterprises, making the management team stable for a long time and forming a systematic manager culture. Rational entrepreneurs and excellent professional managers enable Vanke to concentrate on management, which not only accumulates advantages locally, but also builds an efficient system of cross-regional management.
Well-known corporate culture classic case 2 Wal-Mart: respect everyone.
"Sam can be regarded as the greatest entrepreneur of this century. The Wal-Mart corporate culture he established is the key to all success and is unparalleled. " Harry Cunningham, the founder of American Kmart chain stores, commented on his competitor sam walton.
The customer is God.
In Wal-Mart's view, customers are God. In order to provide consumers with good quality and low price goods, Wal-Mart not only tries to reduce operating expenses to benefit consumers through the organizational form of chain operation and high-tech management means, but also tries to save expenses in all aspects. It is common for large American companies to own special planes, but Wal-Mart's dozens of special planes are second-hand. Large American companies generally have luxurious office buildings, but Wal-Mart's headquarters has always been located in bungalows in remote towns and villages. Although the founder of Wal-Mart is rich, he only goes to cheap barbershops for haircuts. The current chairman is now the richest man in the world, but his office is only 12 square meters, and the furnishings are very simple, and the office of the company president is less than 20 square meters. The message that these practices convey to consumers is that Wal-Mart always saves customers every penny.
In order to provide quality service to consumers, Wal-Mart has tried every means. Wal-Mart requires employees to abide by the principle of "three-meter smile" and try to call customers by their first names. A smile can only show eight teeth.
Respect for the individual
Wal-Mart not only emphasizes respecting customers and providing first-class services, but also emphasizes respecting everyone in the company and adhering to the people-oriented principle.
Within Wal-Mart, although there is a clear division of labor among employees at all levels, there is little discrimination. A former vice chairman of the company once said: "We are a group of dedicated and hard-working ordinary people who come together to achieve outstanding goals. Although we have different backgrounds, skin colors and beliefs, we firmly believe that everyone should be respected and dignified. "
In Wal-Mart, employees are the greatest asset. They have special policies for employees. Employees are not called employees, but collaborators and colleagues. Front-line employees can talk directly to the supervisor or even the president without fear of retaliation. Employees are proud to wear the badge of "Our employees are different", which fully embodies the unique marketing connotation of Wal-Mart. Wal-Mart attaches importance to the spiritual encouragement of employees, the development of employees' potential, the cultivation of employees' quality, the suggestions of every employee and the establishment of a harmonious atmosphere within the enterprise. It is these values that make employees feel that they are an important member of the company, just like in the big family of the company. It is also in this way that Wal-Mart can unite its employees, give full play to their collective strength and be willing to contribute to the company's own big family.
Civil servant leadership
Wal-Mart rarely has a hierarchical atmosphere. Sam walton, the founder, is very happy to be with his employees, talking about some issues or giving speeches to convey the values he advocates to them. Today, Wal-Mart managers at all levels still carry out the traditional corporate culture, and managers are considered as "public servant leaders".
Wal-Mart's "public servant leader" always puts communication with employees in the first place. They serve every employee, guide, help and encourage them, and create opportunities for their success. Therefore, Wal-Mart's "public servants" don't sit behind their desks and give orders, but go out and communicate directly with employees, deal with related problems in time and implement "walking management". Although there is a door in their office, the door is always open, and some stores don't even have a door, so every employee can walk in at any time and put forward his own opinions.
Motivate employees
Wal-Mart uses encouragement instead of criticism or punishment when dealing with employee relations. If employees do things well, they will praise their good performance: "You did a good job!" " "If employees do something wrong, they will say to them," You can do it better in another way! " "
Wal-Mart stipulates that all subordinates should be called "partners", not "employees". Wal-Mart has formulated a policy of sharing operating results and responsibilities with employees, so that employees have a sense of responsibility and participation, such as profit sharing, employee stock purchase, low-price incentives and other plans to mobilize employees' enthusiasm.
Sam walton kept patrolling the shops, shaking hands with people, looking people in the eyes and trying to remember their names-even if there were too many shops, he couldn't go one by one. He also wrote some friendly personal letters and published them in Wal-Mart World, the company's newsletter, so that employees could see his personal friendly exchanges with employees and his respect for employees. Later, he began to appear on the screen through the satellite system and talk to the employees.
Saturday morning meeting
Saturday's weekly meeting has become a unique cultural atmosphere of Wal-Mart. At this time, under the leadership of Sam, everyone will do aerobics from time to time, sometimes sing songs, and sometimes simply shout slogans. They can do whatever they want anyway. As long as it can enliven the atmosphere, they can try at will.
Sam thinks that without those entertainments and unexpected things, it is impossible for them to make most managers and employees in Bentonville headquarters go to the meeting with smiles every Saturday morning. If there are only monotonous and lengthy comparative data at the meeting, and then serious business issues are spoken, it will only make people doze off at the meeting and the atmosphere will be inactive.
Therefore, sometimes Wal-Mart will invite some special guests to join the meeting to help increase the fun. Sidney Monclerev and Fran Tarkenton both attended Wal-Mart parties. Garth brooks, a country singer from Oklahoma, also brought beautiful songs to the participants of Wal-Mart's Saturday Weekly Meeting. Managers sometimes go into battle by themselves. For example, Sam and sugar ray leonard had a simulated boxing match in the competition field. In this way, many serious and important business topics can be easily discussed and discussed in a freewheeling and active atmosphere, and everyone is full of enthusiasm and spirit.
Classic case of well-known corporate culture 3 IKEA: equality and tolerance
IKEA in Sweden is one of the few dazzling business miracles in the 20th century. Established at the beginning of 1943. It started from a somewhat "poor" stationery mail-order business, and in less than 60 years, it has developed into 180 chain stores in 42 countries around the world, with more than 70,000 employees, becoming the largest enterprise carrier in the world. Undoubtedly, the strong support of IKEA's prosperity is its unshakable cultural concept for many years, and this culture embodies the brand of its profound founder Ingvar Kamprad.
The egalitarian employment concept
Ikea's corporate culture comes from Nordic, Scandinavian and Swedish cultures, such as informality, concern for cost, humor and down-to-earth, and one of the core of its culture is egalitarianism. Campla advocates equality, opposes bureaucracy, trusts employees' intuition and establishes a flat organization. IKEA regularly holds anti-corruption weeks, during which executives work in the storage room behind the store.
IKEA receives nearly 20,000 new employees every year. How to convey IKEA culture and values to them and implement them everywhere is a huge challenge. "To pay attention to corporate culture, we must maintain a fair attitude in the recruitment process. Only in this way can we ensure that the corporate culture is understood and properly evaluated when recruiting employees. " IKEA CEO Darvig said. In addition, IKEA always takes different kinds of training plans as the workflow, and has a variety of evaluation methods. In the past, there were always no suitable candidates for some positions. IKEA paid more and more attention to employees' career design, and tried to let employees undertake different jobs within the company, such as retail to procurement, and the scope was expanding.
Although IKEA once thought that Swedes were more suitable to be managers of the company, it abandoned this strategy five years ago and advocated treating employees from different countries equally. "Diversity can create a more challenging working atmosphere and consolidate our employee base." Darvig said.
Encourage employees to look at problems from the customer's point of view
While instilling the concept of equality into the management system, IKEA is also instilling a culture of focusing on customer service into employees. Anders Moberg, former CEO of IKEA, said that founder Campla had a profound influence on his personal management style: "He trained us to look at everything from the customer's point of view." This culture is reflected in all aspects of IKEA's work, from designers to service personnel.
For example, at the team level, there is a method called market capital, which is to investigate customers and visitors in various stores. It consists of more than 100 different questions, which are conducted every three years, and the questions are the same every time. IKEA uses standardized methods to measure trends and judge its market position.
In order to form a customer-oriented culture, IKEA noticed when recruiting employees that it is very important to remember that some people are happier, more active, more cooperative and better at communication than others. Even if this position does not require contact with customers, a well-communicated employee will contribute to the overall customer service concept.
Not only the front-line employees who are in direct contact with customers, but also the designers and management support departments behind them attach great importance to customers' feelings and needs. In order to truly design furniture close to customers, in Amhus, a small town in southern Sweden, 12 Swedish full-time designers and 80 freelance designers work side by side with the indoor product team, and the company can give them a three-year trial and error period. Now IKEA will change products and exhibition halls according to the customs and habits of consumers in different countries, paying special attention to details.
The charm of the founder
In fact, both egalitarianism and concern for customers are the perfect embodiment of Campla's personal characteristics. "Campla has long been an idol of IKEA culture and a promoter of IKEA beliefs." Christopher Bartlett, a professor at Harvard Business School, said, "When he spoke, the audience was infected, whether it was consumers or employees."
Charming, practical and stingy-Campla, who once became a genius in retail from a country boy with reading difficulties, has an amazing story. At the age of six, Campla began to set foot in the retail industry, from selling matches to selling fish, Christmas tree decorations, seeds, ballpoint pens and pencils. 1943, 17-year-old Campla founded IKEA with her retail talent and passion. The name IKEA is a combination of the initials (IK) of the founder's name and the initials of his farm (Elmtaryd) and village (Agunnaryd). At first, IKEA sold pens, wallets, photo frames, decorative tablecloths, watches, jewelry and nylon stockings. 195 1 year, IKEA published the first catalogue (until 1963, Campla wrote all the entries himself). Slogans such as "create a better life for all", "wasting resources is a fatal evil" and "development is our responsibility" all appear in the rolling catalogue of IKEA, and this booklet will be distributed to all employees. Campla wrote in a furniture dealer's will: Divide your life into 65,438+00 minutes, and spend as little time as possible on meaningless activities.
The outstanding features of Campla's style are egalitarianism and tolerance for mistakes. A case from Harvard Business School described him like this. The manager wanted to fly first class to the meeting, and he replied, "At IKEA, there is no first class." To this day, even the top managers of IKEA fly economy class. Of course, when Campla's controversial past history was revealed, he also showed his tolerance. 1994, a Swedish journalist revealed that between the ages of/kloc-0 and 25, Campla had participated in many pre-Nazi conferences led by Swedish right-winger Perrin Gewehr.
Campla, on the other hand, solved this potential public relations crisis with an ingenious scheme. He sent an apology letter entitled "Great Mistakes in My Life" to 25,000 employees at that time: You have all experienced youth, and after a long time, you may find that some things you have done are absurd and stupid. This letter worked. Hundreds of employees signed up to support the boss: "Whenever you need us, we are here, in the big family of IKEA." "The loyalty to Campla is very high," said SteenKanter, a former IKEA executive. "He has a core team who are loyal followers of the IKEA brand and culture."