Liang Zhaoxian is the only son of Liang Qingde, the founder of Galanz, but he did not have a unique and superior life since he was a child, nor was he so lively and cheerful. He even blushes when he speaks in public, but this is only an appearance, because his character is much smarter and stronger than his appearance.
The characteristic of Liang Zhaoxian is a word to outsiders: bitterness. I started working at six or seven in the morning and didn't go home to rest until after 90 in the evening. He is very strict with himself. "Every day, he asks himself if he has made any mistakes." Even during the Spring Festival, I was thinking: Have I made 365 mistakes in these 365 days? If so, how much have I corrected? "
He needs to go all out, because he once promised his father that Galanz would achieve two firsts: the production and sales of microwave ovens are the first in China, the first in the world, and the first in Galanz air conditioners in China.
However, the reality is that the air-conditioning project has been launched for 9 years, but it is still the chaser behind the leader. After years of bitter price wars, the remaining Gree and Midea are first-class strong enemies, and it is difficult for Galanz, a latecomer, to break through. In the microwave oven, Midea and other companies began to catch up and quickly occupied a certain market share.
What should we do?
The method used by Liang Zhaoxian is cruel and bitter enough. He believes that it is precisely because enterprises that enter the air-conditioning industry ahead of time enjoy high profits for a long time. After the rich profits, "as long as they are meager profits, they think that there is no profit, that is, Galanz wants to find a way out in other people's dead ends."
This road is quality and scale. In the production of microwave ovens, Liang Zhaoxian has been deeply aware of this. As a synonym of low price and low cost, Galanz can often climb to a larger scale earlier than its competitors, and then quickly reduce the price below the cost line of smaller enterprises.
For example, as early as 2004, Galanz set the price with a breakeven point of 6.5438+0.2 million units, and completely banned microwave oven enterprises with an annual output of less than 6.5438+0 million units. And every time Galanz controls low prices, it is the ultimate it can do, Liang Zhaoxian said. "The most important thing is not to give ourselves any retreat, so every time we cut prices, we have to go down to the right position, and then seize market share through the shortest time and the fastest speed." In this way, on the one hand, "we have no retreat", on the other hand, Liang Zhaoxian thinks that competitors are also very uncomfortable. Behind the lack of retreat is the time to test the determination and courage of operators. At this time, Liang Zhaoxian understood: "You must go forward and hope that Galanz will fall at the last minute. With such determination and courage, I believe that the future will be bright. "
No wonder Liang Zhaoxian said, "Others bet on air conditioning, we bet!" Because there is no way out.
By the end of 2008, the export volume of Galanz air conditioners soared by more than 33% year-on-year, rising against the market.
We won because of no way back. Different from the bold and fierce style in business, Liang Zhaoxian's first impression to reporters is that he is as low-key as other pragmatic Shunde businessmen, and even he is not good at talking.
Low-key Liang Zhaoxian rarely accepts media interviews and rarely attends large-scale public events. Businessmen's means of understanding the outside world is to rely on subordinates to communicate, from the media. Liang Zhaoxian has to read books and newspapers every day, and even if he is on a business trip, he has to put a lot of financial newspapers and periodicals in his bag.
But in fact, Galanz employees told reporters that Liang Zhaoxian is capable and decisive, and his work is resolute, which is very similar to his father Liang Qingde.
Liang Zhaoxian said that he was not interested in his father's business at first, but Liang Qingde began to cultivate him deliberately. "I remember that summer vacation when I was studying, my father forced me to work in the down factory at that time. When the weather is hot, I walk barefoot on the concrete slab. " He said.
1987 After graduating from South China University of Technology, Liang Zhaoxian set up a trading company in Hong Kong to engage in international trade. 1June, 1992, Liang qingde officially changed its name to Guangdong galanz enterprise group co., ltd, and transformed to produce microwave ovens. Liang Zhaoxian returned to his father in time and became the executive deputy general manager of the company, responsible for sales management.
Galanz is not always smooth sailing. Liang Zhaoxian recalled that at that time, the father and son went to Shanghai to invite technical experts to introduce advanced production technology from Toshiba and personally went to various places to guide sales. At the end of 1994, Galanz began its first leap-the production and sales volume of microwave ovens exceeded 65,438+10,000, ranking first in the industry. Judging from the market sales, Galanz's name of "price butcher" is by no means a hollow reputation. Whenever the scale of production and sales reaches a higher level, Galanz drastically reduces the price of products. By 2000, Galanz microwave ovens have covered more than 65,438+000 countries and regions around the world, ranking as "the largest microwave oven manufacturer in the world".
In 2000, Liang Zhaoxian officially became the president of Galanz. 200 1, Galanz solved the property right problem peacefully, and the government shareholders completely withdrew.
Like all former "princes", Liang Zhaoxian was not immediately convinced by all the staff when he took office. However, Liang Zhaoxian is not worried about this. His first main task is to improve Galanz's cash flow and change the payment method of goods first and then goods at 1998. Anyone who knows a thing or two will know the hardships. In the first few years, Liang Zhaoxian and his father visited important agents all over the country one by one, established personal relationships, set reasonable returns for agents, and jointly reduced the risks of agents.
"At Galanz, accounts receivable are on everyone's head." A salesperson of Galanz said, "This is a dead order, which means it must be completed." Liang Zhaoxian's own meticulous and decisive ability is reflected in this respect. On the one hand, he carefully examines the accounts receivable statements every month and gives instructions immediately when problems are found; On the other hand, he handled the external problems encountered in this process with rare courage, so much so that he even asked his subordinates to sue Carrefour, a big customer, for defaulting on payment through legal channels. At that time, few enterprises challenged the huge dealers.
/i fy k'YW After three years of hard work, Liang Zhaoxian finally established the "rules of the game" of paying first and getting the goods later, which ensured Galanz's good cash flow. At the same time, it also established its prestige in the enterprise. Liang Zhaoxian, an MBA student in Hong Kong, thinks more about strategy. After taking office, he put forward the slogan "greatness lies in creation".
Liang Zhaoxian often suddenly appears in the technical center of Galanz, chatting with employees, asking about the progress of work, and even understanding the recent living conditions of employees. Galanz's nearly 65,438+10,000 square meters technical research complex was built with the company's investment of tens of millions of yuan, including a nationally recognized laboratory, which shows that the testing capacity of the laboratory has basically reached the international advanced level.
As early as 1997, Galanz's annual sales income was only11000000 yuan, but Liang Zhaoxian invested most of his annual profits in the construction of American research centers. After years of exploration, Galanz finally mastered the core technology of magnetron, the core component of microwave oven. Magnetron is the heart of microwave oven, and its life determines the life of microwave oven. Galanz began to develop magnetron technology from 1996. At that time, all the magnetrons used by China enterprises were imported from Japan and other countries. Liang Zhaoxian quietly invited researchers, and he did not hesitate to spend billions of dollars.
At first, in order to prevent magnetron suppliers from being out of stock, Liang Zhaoxian strictly "blocked" the news. For a long time, even the employees of the company didn't know there was such a research and development department. When a company was conducting a fire drill, employees saw some people in white coats rushing to the playground and asked each other: Is this a medical staff? In fact, these people are "invisible" technicians who study magnetrons. More than a year later, Galanz's magnetron technology was not only successfully developed, but also put into mass production. With stable technical equipment, this group of people can "see the light".
Liang Zhaoxian also has his own shrewdness. After the American financial crisis, he "took advantage of the fire" and introduced more than a dozen high-tech R&D personnel from Europe, America, Japan and South Korea to increase R&D strength.
Now, Liang Zhaoxian hopes to introduce the management mechanism of listed companies. He often asks a question: Who are the bosses of Boeing, Coca Cola and Citibank? No one can say, in fact, it is a mechanism, not the boss. Now Galanz hopes to enter such a state.
Jong's hope is to make Galanz a 500-year enterprise. [3]
Liang Zhaoxian-Economic Person of the Year: In the changing situation, the manufacturing industry led by Liang Zhaoxian has taken an amazing step. In the financial crisis, Liang Zhaoxian insisted on taking the initiative to attack and turned "crisis" into "opportunity" against the trend.
His "active attack" pilot strategy has become the focus of hot discussion and even questioned. However, the data obtained from Galanz shows the correctness of its strategy: microwave ovens and other categories have achieved growth in the China market, among which air conditioners have increased by more than 1.20% year-on-year.
Because of this, Liang Zhaoxian, CEO of Galanz Group, became the candidate for the first China Economic Person of the Year in Foshan in 2009.
After the crisis:
Continue to lay a solid foundation for overseas markets.
According to the group, the main reason why Liang Zhaoxian became one of the short-listed candidates of China 18 was that he insisted on the pilot strategy of taking the initiative in the financial crisis.
On this strategy,1late October, 2009, 165438+ Liang Zhaoxian gave a more detailed explanation at the "2009 China CEO Summit Forum".
"After the financial crisis, European and American countries are studying China, so our original disadvantages have become the advantages of the new era, which means that a large number of outstanding enterprises and multinational companies will appear in China every financial crisis." Liang Zhaoxian believes that China enterprises should unite at present, not simply to survive and develop, but to really go abroad. The financial crisis will make China enterprises more mature and competitive.
He said: "As an entrepreneur, you can make your own decisions according to different environments. At present, we must first increase exports, insist on walking on two legs, and lay a solid foundation for overseas markets. "
Innovation:
Absorb talents from developed countries
"We should pay attention to the changes in the financial crisis and absorb talents from developed countries on a large scale, because that is the biggest opportunity given by the financial crisis. Man is the most important factor in production. We attract R&D talents from Europe and America. If you master the world's high-end talents, you can master your own future. " Liang Zhaoxian said that as a manufacturer, it should be said that enterprises in China have a lot of experience and good competitiveness, but in the new round of competition, corporate marketing in China should be innovative.
However, for most manufacturing enterprises, transformation is the most painful. In response to this problem, Liang Zhaoxian said at the forum that both the economic structure of the country and the industrial structure of enterprises need to be transformed. Without transformation, enterprises will have no future. It is necessary not only to change the situation that only OEM products and products have no brands in the past, but also to change money from earning performance in the past to earning brands in the future.
Liang Zhaoxian said: "As long as China enterprises can transform, the future world should be the world of our China enterprises." [4