Developing form
Yutong's corporate culture was gradually formed in the process of development and growth in recent ten years.
In 2003, when Yutong developed from Zhengzhou Bus Factory with only 200 to 300 people and emerged in the domestic bus industry, the company once reviewed, combed and summarized its own entrepreneurial experience. Today, Yutong summed up his "five magic weapons" for success, namely, market orientation, mechanism innovation, team winning, promoting righteousness and entrepreneurship.
In 2008, compared with five years ago, great changes have taken place in the domestic and international environment. Yutong has occupied the first place in the domestic market for several years in a row, and there is no rival to catch up with it in sales volume. It should surpass itself and March into world-famous brands. In order to meet the new challenges, Yutong upgraded on the basis of dialectical inheritance of its excellent cultural traditions and put forward a more systematic corporate culture concept. Yutong people clearly answered who Yutong is-Yutong is an industry organization that upholds the belief of "respecting morality, cooperation and innovation", abides by the standards of "being faithful, quick and proficient in business" and adheres to the principle of "governing enterprises according to law"; Who is Yutong? Yutong aims to expand the national industry, lead the development direction of the industry, create value for customers through win-win cooperation with partners, thus benefiting society, prospering enterprises, enriching employees and giving back to shareholders.
Yutong not only provides energy-saving and safe products for the society with innovative technology, but also keeps the production process clean and environmentally friendly with higher standards. It is also a unit of society. It provides a place for 20,000 families to settle down, and it benefits the people with institutionalized public welfare activities.
Landing system
People often say that culture is empty. In many enterprises, cultural construction is usually listed as "important but not urgent" work. But in Yutong, Tang Yuxiang, president of the group, said: "Cultural construction is the foundation of enterprise management and the top priority." He believes that the role of corporate culture in enterprise management is to unify thoughts, so that all employees can form * * * understanding and standards in values, professional ethics, ideological and behavioral norms, and ways of doing things.
Culture is virtual, and its landing is real. In Yutong, an important measure of cultural landing is institutional guarantee. For example, with the "customer-centric" business philosophy, there will be a series of practices and systems to win the development with partners, create synergy advantages in the industrial value chain, such as creating the best customer experience and helping suppliers grow.
In promoting cultural construction, Yutong also has a pragmatic approach: systematic cultural audit. Specifically, it is to check the enterprise rules and regulations item by item according to the connotation of enterprise culture, so that the rules and regulations are consistent with the orientation of enterprise culture. For example, enterprises with strict management have many detailed penalties. Some punishment clauses seem to clarify responsibilities, but in fact they are contrary to advocating cooperation. Some punishment regulations seem to be for strict discipline, but they constrain innovation. This system should follow the values of "respecting morality, cooperation and innovation" and be revised in the direction of advocating cooperation and encouraging innovation.
Take root among employees
The role of corporate culture in the development of enterprises has long been recognized by managers, and all aspiring enterprises are creating and promoting their own characteristic culture. But a common phenomenon is that managers and grass-roots employees cannot form * * * knowledge in culture. Some people describe that in promoting the construction of corporate culture, it is often "the boss flies in the sky and the employees climb on the ground".
In Yutong, this is not the case. Corporate culture is also deeply rooted among ordinary employees.
Xiang Peng, Deputy Secretary of the Party Committee of Yutong Company, told such an example. Yutong's company-level manager visits customers in different places every year. During a routine visit, a customer representative in Chongqing commented on Yutong's local sales staff: frank, enthusiastic, diligent and familiar with business. Customers in another region use almost the same words when evaluating salespeople: sincerity, enthusiasm, trouble-free, and understanding the market and products. Peng is not surprised by this. She is convinced that the promotion of Yutong's corporate culture will have such an effect among employees.
Over the years, Yutong has continuously strengthened the management concept of "customer-centered, employee-centered" among all employees. The recognition of this concept by cadres and employees has gradually penetrated into the details of Yutong's work, and has produced more and more obvious influence in the market.
In the case mentioned at the beginning of this article, the maintenance station that insisted on righteousness not only did not lose business, but won more customers. After being sternly rejected by stationmaster Li, that Mr. Zhang was not angry, but happy. It turned out that he was not a hired driver, but a real owner. During that time, he found that the driver had been repairing the vehicle frequently for several months, and the cost was very high. He felt something was wrong. After investigation, it was found that the driver colluded with a repair shop to cheat. So he pretended to be the driver's "unannounced visit", hoping to find a maintenance station with standardized service. Later, he not only appointed the driver he hired to repair the vehicle in Yutong, but also introduced other friends.
Virtual culture is based on real details.
Advanced culture is a powerful culture. The continuous construction of corporate culture will inevitably play an active role in all levels of enterprise management. It is the long-term and powerful promotion of corporate culture construction that has enabled Yutong to maintain its continuous competitiveness and made Yutong's main economic indicators grow at an average annual rate of more than 50% in 10 years. Yutong has adhered to "customer-centered, employee-centered" for many years. Internally, this concept ensures that the work of all departments of the company starts from the overall situation, rather than pursuing local interests; Externally, this concept ensures that Yutong constantly strengthens the influence of Yutong brand among users, instead of staring at the gains and losses of one city and one pool.
However, a strong culture is not a forced culture. To achieve the effect of corporate culture construction, what is needed is not indoctrination, but nourishment. Yutong's cultural construction has a remarkable feature: it is combined with work and business, with vivid carrier and strong operability. In Yutong's corporate culture handbook, there are not only corporate values and management concepts, but also detailed codes of conduct for leading cadres and employees. For cadres, there are not only "key behaviors" (advocated practices) and "negative behaviors" (opposed practices), but also "behavioral commandments" (untouchable bottom line). In the employee code of conduct, there are requirements from professional ethics and professional behavior to daily behaviors such as communication and dress. This working method of infiltrating details can make cultural construction not become a slogan or a high profile, and finally achieve practical results.