Enterprise competition can be divided into four levels: product competition, marketing competition, strategic competition and cultural competition. The success of enterprise product competition is short-term success, the success of marketing competition is medium-term success, and the success of strategic competition is medium-term success. Only the success of cultural competition is the fundamental guarantee for the long-term success of enterprises. By analyzing and comparing the corporate cultures of Haier, Lenovo and TCL, this paper demonstrates the important role of corporate culture in enterprise development, hoping that these inspirations can provide reference value for enterprises interested in building corporate culture.
1. Similarity of corporate culture construction among Haier, Lenovo and TCL
(1) The cultural literacy of business leaders is high. Haier, Lenovo and TCL have established a good corporate culture system, which is inseparable from the high personal cultural literacy of business leaders. The so-called cultural literacy mainly refers to spiritual motivation, values and behavior patterns, rather than the narrow sense of education. Three business leaders * * * have the following characteristics:
1. Strong spiritual motivation and passionate pursuit of goals. Haier started at 6.5438+0.47 million yuan, Lenovo started at 200,000 yuan and TCL started at 5,000 yuan. It is not easy to stand out in the fierce market economy competition and leave the traditional large enterprises and foreign enterprises behind. Without lofty aspirations and spiritual motivation, it is difficult to achieve this result. They constantly put forward new goals and directions for themselves and enterprises, from single product to diversified operation, from domestic famous brands to international famous brands, from a backward state-owned enterprise to listed companies, and they do not hesitate in the pace of self-transcendence.
2. Self-confidence and perseverance. Self-confidence means trusting your own judgment, especially in difficult times. At 1989, when almost all refrigerator manufacturers cut prices, Zhang Ruimin did not cut prices but increased prices by12%; Liu Chuanzhi was not willing to be only an agent when the international brand army was under pressure. He established his own PC brand and eventually became the first in the market, leaving HP, the "teacher" at that time, behind him. Li Dongsheng will always be a latecomer, emerging in the already fierce markets of color TV, PC and mobile phone.
3. Strong sense of national pride and responsibility. All three entrepreneurs have integrated their dedication to serving the country into their business philosophy. Haier shouted the slogan "Haier, Made in China", Lenovo put forward "Lenovo of the world" and TCL wanted to be a "world-class enterprise". This patriotic and powerful idea inspires entrepreneurs to go up from a higher level.
4. Pay attention to study. The entrepreneur's leadership and management ability is not innate, which is closely related to his acquired study and practice. All three entrepreneurs attach great importance to study, practice and summary. Zhang Ruimin not only knows the essence of China traditional culture, such as The Art of War, The Book of Changes and The Tao Te Ching. He also entrusted his colleagues working overseas to help him collect the latest management books and let him master the latest management trends in the world. Li Dongsheng and TCL executives have developed the habit of giving each other management books, and sometimes they will receive two or three copies of the same book. Liu Chuanzhi especially likes to read biographies of entrepreneurs, and he often reads them several times in combination with his own experience. Every Saturday, he spends half a day sorting out his personal thoughts.
5. Set an example. Zhang Ruimin asked employees to punch in, and he punched in himself. There is no special car and no canteen. Li Dongsheng requires employees to wear suits at work, always wear suits at work and in public places, and don't travel lightly. Liu Chuanzhi is still like a scholar of Chinese Academy of Sciences. He felt uneasy when he saw his colleague riding in the car. I have been to the offices of three entrepreneurs, and all three offices are quite frugal.
(2) Attach great importance to the construction of corporate culture.
Zhang Ruimin thinks that one of his main tasks in the enterprise is to be a "preacher". Haier is the first enterprise to set up a specialized organization "Corporate Culture Center" within the enterprise. Unlike some corporate newspapers, Haier Newspaper is mainly geared to the outside world, exposing problems and criticizing people without mercy. The case of Haier's acquisition of Red Star Electric Appliances has attracted the attention of Harvard Business School and become one of the well-known enterprise management cases. This case shows that the merger of Haier is culture-oriented. It is in this way that Haier revitalizes tangible assets with intangible assets and transforms corporate culture into productive resources. Now, Haier has extended this culture to international investment. In the production workshops in the United States, Haier's ideas are posted everywhere in Chinese and English.
Liu Chuanzhi, the head of Lenovo, has two famous metaphors. One is the "house map". Liu Chuanzhi believes that if an enterprise is compared to a house, then the foundation is enterprise culture and enterprise system, and the house is capital flow, information flow and logistics. And the roof is managed by various technical functions. Liu Chuanzhi believes that the Lenovo case of Harvard Business School pays more attention to the house and roof, but the foundation is not clear, and the problems of China enterprises are more in the foundation. Another metaphor is the engine. The company advocates that every employee should be an "engine", not a "screw". Lenovo started from 200 1, 1 1, and with the help of external experts, it took a year to systematically review and sort out Lenovo culture, which greatly improved the accuracy, popularity and systematization of Lenovo culture.
Starting from 1997, TCL has comprehensively promoted the construction of corporate culture, refined the core values, business objectives and entrepreneurial spirit suitable for TCL's development, formed TCL culture featuring "alloy culture", "innovation culture" and "crisis culture", put forward the proposition that "culture is tomorrow's economy" and vigorously promoted the concept of "innovation, integration of knowledge and practice" put forward by President Li Dongsheng. TCL deployed a large-scale, high-intensity corporate culture innovation implementation plan, and incorporated corporate culture construction into the cadre KPI assessment indicators. TCL has realized from top to bottom that it is impossible to become an internationally competitive enterprise without building an internationally competitive corporate culture.
From these three enterprises, we can see that excellent enterprises in China have a profound understanding and attention to the construction of corporate culture.
(C) corporate culture system formed in the process of development
Haier has a history of 17 years, Lenovo has a history of 17 years and TCL has a history of 2 1 year. All three enterprises have gradually formed and perfected a corporate culture system in their development.
Haier has a corporate culture handbook with more than 90 pages, which gives a comprehensive and detailed description of Haier's corporate culture. After each concept, there are Haier's own small cases. For example, Haier's core values: innovation; Haier spirit: dedication to the country, the pursuit of Excellence; Haier style: quick response, immediate action; Haier's survival philosophy: always trembling, always walking on thin ice; Haier's employment philosophy: everyone is a talent, and horse racing is not like a horse; Haier quality concept: excellent products are made by excellent people; Haier's marketing concept: sell word of mouth first, then sell products; Haier's competitive concept: floating boat method: as long as it is half a chip higher than competitors; Market concept: only off-season ideas, no off-season market, only weak ideas, no weak market; Haier's after-sales service concept: users are always right; Haier's export philosophy: easy first, then difficult; Haier's concept of capital operation: the east shines, and then the west shines; Haier's concept of technological innovation: market first, then factory; Haier's concept of technological innovation: creating new markets and creating new life; Haier's functional service concept: your satisfaction is our working standard; Haier's view of resources: not how many resources it has, but how many resources it uses; Wait a minute. The manual also explains Haier's OEC management method, 80/20 principle, PDCA, 5W3H 1S, 6S, SST, market chain, etc. (Space is limited, readers can't annotate them one by one), which expounds Haier's development process, goals, personal accomplishment, identification marks and image terms.
Lenovo's core concept is: to integrate employees' personal pursuit into the long-term development of the enterprise; The specific explanation is: to run an enterprise is to run a person; Small companies do things, big companies are people; We will let all employees develop together with the enterprise and let our employees be respected by the society because of their contributions. Lenovo's employment concept: give you a stage without ceiling; Not only education but also ability, not only qualifications and achievements. Lenovo's overall situation: consider the issue from the fundamental interests of Lenovo. Lenovo's good employee standards: dedication and self-motivation, strong adaptability, strong sense of responsibility, understanding, innovative spirit, good communication, giving consideration to work and life. Lenovo spirit: being realistic, enterprising and innovative. Lenovo's work style: serious, strict, positive and efficient. Lenovo's lifestyle: equality, trust, appreciation and affection. Lenovo's corporate ethics: integrity: win the trust of users, employees and partners. Lenovo morality: it is better to lose money than to be credible; Business, regardless of size, is treated equally; Sincerely and frankly treat others and strive for perfection; Open and aboveboard, honest and upright; Work hard and make money with confidence. Lenovo dogma: don't take advantage of work to seek personal gain; Do not accept red envelopes; Do not engage in a second occupation; Salary is confidential.
TCL's corporate goal: to build a world-famous brand and an international enterprise; Corporate mission: innovate technology and enjoy life; Enterprise tenet: create value for customers, create opportunities for employees and create benefits for society; Enterprise spirit: dedication, honesty, teamwork and innovation; Competitive strategy: develop the best products, provide the best service and create the best brand; Corporate style: going all out may not be successful, and not going all out may not be successful; Management concept: innovation, integration of knowledge and practice; Learning philosophy: be diligent in thinking, faster than action, and persistent in change.
(D) the coordination of culture and strategy
Enterprises are not religious organizations or social groups, and corporate culture is not for the sake of culture. Corporate culture is not only the driving force of enterprise development, but also the tool of enterprise management. Corporate culture is not static. Generally speaking, it will change with the strategic changes of enterprises. The strategic change of an enterprise is often the result of its reaction to the change of external competitive environment. At this time, business leaders must know how to use cultural changes to coordinate or promote strategic changes.
Lenovo formed a "survival culture" at the beginning of its business, and the characteristics of corporate culture are mainly dedication and sense of crisis. Later, with the development of enterprises, especially after the establishment of the PC division, young people headed by Yang took up leadership positions, and Lenovo culture transitioned to "rigorous culture", emphasizing "seriousness, strictness, initiative and efficiency". In fiscal year 2000, Lenovo proposed the construction of "family culture" and advocated "equality, trust, appreciation and family". In the words of Liu Chuanzhi, Lenovo needs to create "humid" air. During the transition of old and new teams and the division of labor, Lenovo appropriately put forward the construction of family culture to improve employees' satisfaction and cooperation spirit, which is very suitable for Lenovo's corporate strategy-the transformation to service. The culture of service industry needs not only efficiency, but also "smile". Lenovo tries to promote the cooperation, support and autonomy of employees through the influence on internal employees, and then support the service-oriented business outside the enterprise to satisfy customers.
In the three strategic stages of enterprise development, the focus of Haier's corporate culture construction is different. At the beginning of Haier's business, it implemented the strategy of creating famous brands by specialization (82-92). Zhang Ruimin clearly realized the importance of product quality to brand strategy, so he attached importance to the construction of quality culture from the beginning. In the stage of diversification strategy (1992- 1998), on the one hand, we pay attention to the integration and dissemination of culture, and conduct acquisitions and mergers with culture as the guide, on the other hand, we build a service culture. In the stage of internationalization strategy (1998-present), Haier has highlighted the concept of serving the country and put forward the slogan "Made in China by Haier".
In 2002, TCL launched a large-scale corporate culture reform movement among enterprises, successfully implementing the "Apollo" plan for TCL, reforming the entire group company into a shareholding system, introducing foreign capital and planning to go public. At the same time, the enterprise development goals have been re-formulated. The original culture has been unable to adapt to the new situation, and Li Dongsheng clearly realized that without cultural changes, the new strategic plan will be difficult to implement smoothly.
(E) Building a learning organization
An organization with excellent corporate culture must be a learning organization. In Haier, Lenovo and TCL, not only enterprise leaders attach importance to learning, but also the whole organization has formed a good learning atmosphere. Haier has established Haier University with a building area of more than 3,600 square meters in Haier Industrial Park and an international training center of 35,000 square meters in Yangkou Development Zone. Every Saturday, Haier's middle and senior cadres will gather in Haier University to discuss and learn from Haier's current problems in a case-based way. Lenovo also established the Lenovo School of Management to systematically train Lenovo cadres. Lenovo's cadres and employees have relatively high academic qualifications and are in such a competitive environment as Beijing, so the learning atmosphere will be relatively strong. TCL is located in a small city like Huizhou, Guangdong, and it pays insufficient attention to learning Guangdong culture. However, the learning atmosphere within TCL Group is very strong, and the research team of our Peking University Case Study Center felt very strong during TCL research. The main middle-level cadres of TCL are very familiar with the basic knowledge and latest trends in their functional fields. TCL has established a training institute, set up internal MBA classes, and continuously introduced some internationally popular management training methods and contents.
Second, Haier, Lenovo and TCL corporate culture differences
Generally speaking, corporate culture belongs to a social subculture, which is bound to be influenced by social, regional and even industrial culture. Although the cultures of Haier, Lenovo and TCL have many characteristics, they have formed strong cultural characteristics different from other enterprises because of their unique development history, leader personality, geographical location and industry characteristics. If China's three major rivers, the Yellow River, the Yangtze River and the Pearl River, are used to divide and compare China culture, the cultures of these three enterprises are just close to such a statement: Haier culture, like the Yellow River culture, is full of vitality and unstoppable; Lenovo culture, like the Yangtze River culture, has a long history of combining rigidity with softness. TCL culture, like Pearl River culture, is short, pithy, quick and agile.
The most outstanding thing about Haier's culture is its strong execution, and the decisions made at the top can basically be implemented at the grassroots level without distortion. At the same time, it emphasizes the efficiency of implementation, and Haier's style is "quick response and immediate action". Haier's OEC management advocates that things should be done day by day and handled in time. This way of working is very prominent in China enterprises. There is a fable in Haier that a flock of sheep led by a lion can defeat a flock of lions led by a sheep. The problem faced by many enterprises in China is actually the relationship between lions and sheep. Haier under the leadership of Zhang Ruimin, as long as what is determined, can be strongly implemented, such as business process reengineering. Even internationally, the success rate is only 50%. On the basis of more than 30,000 employees and more than 20 billion sales revenue, Haier has carried out comprehensive process reengineering with market chain as its content without the help of consulting companies, and has achieved due results quickly. In contrast, with the help of McKinsey, the process reengineering of Shida Company based on more than 2,000 people and 200 million sales revenue was a complete failure. Recently, there is a popular saying in western management circles: "Strategy is implementation", because strategy formulation is only a matter for a few people in the short term, while strategy implementation is indeed a matter for most people in the long run. The personal qualities of middle-level cadres in Haier are not the strongest, but they have formed a strongest organization with Zhang Ruimin as the core and Haier culture as the foundation.
The most distinctive feature of TCL culture is internal entrepreneurship. Influenced by Guangdong culture, TCL has obvious market awareness and performance orientation. When the company holds a meeting, the representatives of the units with good performance automatically sit in the front, and the representatives of the units with poor performance automatically sit in the back. The company encourages internal entrepreneurship and entrepreneurship. In the early days of making color TV sets, Li Dongsheng only invested 3 million yuan, which is really a drop in the bucket compared with the massive investment of tens of billions of state-owned enterprises. Yang Weiqiang went to make a computer and invested 50 million yuan, and went to Wanmingjian to make a mobile phone, with an investment of 6.5438+million dollars. The formation of three industry is an internal entrepreneurial process, and entrepreneurship has played a huge role. Li Dongsheng did not suppress the emergence of other entrepreneurs, but encouraged them. Some enterprises and the public only hear one name, while TCL shows the society a group of entrepreneurs. This reflects TCL's culture of encouraging internal entrepreneurship. Despite some failures, TCL has indeed grown into four strong pillar industries.
The prominent feature of Lenovo is "family culture". Liu Chuanzhi himself has repeatedly said in public that Lenovo is a family business and has no family. His corporate culture advice to New Lenovo is to "increase humid air" and strengthen trust and decentralization. Lenovo is an early enterprise to solve the problem of employees' dividend rights and property rights. Although ideologically advanced, the political environment like Beijing and Liu Chuanzhi's educational background determine Lenovo's original dividend right and the relative egalitarianism of equity distribution in the future. Therefore, it was mainly Liu Chuanzhi who gave his subordinates a career platform during the campaign. "Family business" is mainly embodied in the right of family governance, not the right to distribute family interests. Lenovo's career is a career that highly agrees with Liu Chuanzhi's non-family members. The author thinks that the strategic explanation of digital China splitting is far-fetched: one is to make products, the other is to make services; One is its own brand, the other is a brand agent and so on. Because soon products and services, private brands and brand agents will be intertwined. Perhaps the real reason can only be explained by family culture. Lenovo wants to give two families a world. From top to bottom, Lenovo has used this kind of affection to unite a group of people with lofty ideals.
Any culture has some negative factors, just as a person's advantages are sometimes his shortcomings. A confident person may be willful, and a calm and cautious person may be indecisive. The negative factor of Haier culture is that Haier's dependence on Zhang Ruimin and the strong culture of home appliance industry make it difficult to generate other growth points besides its main business. For example, Haier's biopharmaceutical "Gigi Lai", Haier's PC was unsuccessful, and Haier's mobile phone was made early but not necessarily well. TCL's PC and mobile phone are better, but TCL's culture makes it rely heavily on opportunities and personal abilities, resulting in a slight lack of ability to integrate organizational resources and grasp corporate strategy. The negative side of Lenovo culture is that this kind of affection may be higher than strategy and system.
Three, Haier, Lenovo, TCL corporate culture construction inspiration
Haier, Lenovo and TCL already have the foundation to March into world-class enterprises. China urgently needs such enterprises to represent China in the world market and carry forward the national spirit of China. Here, the author uses a passage from President Li Dongsheng's corporate culture report as an inspiration for the construction of these three corporate cultures: "Now, foreign companies are afraid to look down on us as before when they look at Chinese enterprises and TCL. They felt the rapid rise of China enterprises in many fields and the pressure and threat from China enterprises. Here, I want to quote Jack? Welch's words:' Those who sit in the conference room and share the market easily, don't forget that half of this cake will be left to China in the future. In today's China, some unheard-of companies may appear in front of us as giants in the next decade, threatening our survival. Therefore, China is not only the largest market, but also the national industry of China is becoming our strong competitor. "In a sense, they have some fear of us. Our competitiveness in the past proves that China enterprises will be the rivals that can't be ignored on the world stage in the future. We are confident that through the efforts of this generation, we will contribute to the growth of TCL and the rise of China's national industry! And realize your own value in this process, let's work together! "
China expects a number of outstanding China enterprises such as Haier, Lenovo and TCL to succeed in the world market, so as to prove the economic strength of China and the value of China culture.