In order to build a giant enterprise with an annual income of more than 7 billion in six years, the competitive strategy of retreating for progress and the team incentive method of cross the rubicon and high salary are its two axes in an invincible position.
Banfuyi: Take retreat as progress and create the best living environment for enterprises.
1978, 20-year-old Niu Gensheng entered a cattle farm. Five years later, Niu Gensheng entered Yili, started as a bottle washer, and was gradually promoted to workshop director. 1992, as vice president of Yili management. Starting from 1998, Niu Gensheng was dismissed by the board of directors of Yili. There is no reason to dismiss, and the only solution is to make the best of it.
Unwilling to be lonely, Niu Gensheng chose to start his own business. 1999 1, Mengniu was formally incorporated with a registered capital of 1 10,000, which was basically the money from the sale of Yili shares by Niu Gensheng and his wife. "At that time, I rented a small bungalow as an office in a community in Hohhot. At that time, it was only 53 square meters and the monthly rent was more than 200 yuan. When Mengniu was founded, there were hundreds of dairy enterprises headed by Yili in Inner Mongolia alone. Yili Group, which was in Hohhot with Mengniu, had been listed for many years and had a complete production and marketing system for frozen products, liquid milk and milk powder. The net profit of that year reached more than 80 million yuan. When Mengniu 1999 was born, there was no milk source, no factory building and no market. It can be said that there was nothing. "
However, there are people in Niu Gensheng. Niu Gensheng's Mengniu banner is pulling the heroes of the world back to China. After learning the news, the old men who were still working in Yili put down their bodies and began to defect in batches. Hundreds of people, starting from scratch, fought with him without regrets. However, when the interest pattern of the dairy industry was basically formed, Mengniu's living space was squeezed, and either explicit or implicit calculations came from all corners.
Some competitors began to hope to strangle Mengniu, a newborn baby, in the cradle. Mengniu experienced events such as billboards being smashed and milk being cut. In the face of a competitor's stab in the back, Niu Gensheng chose the strategy of retreating for progress.
At that time, Zheng Junhuai, president of Yili, had a deep understanding of Niu Gensheng's ability, so Yili exerted the greatest pressure on Mengniu. But on any occasion, Niu Gensheng showed full respect for Yili, who had abandoned him mercilessly. Mengniu was modest at first, and its advertising slogan was: Learn from Yili and strive to be a national enterprise. At that time, Mengniu was the second largest dairy brand in Inner Mongolia, and Yili was the first. Niu Gensheng mentioned Yili on different occasions, and his words were always full of attachment to Yili and respect for the old leader Zheng Junhuai. Niu Gensheng's approach gradually won more sympathy and support.
As for why he did it at that time, Niu Gensheng's analysis was "If you don't strike back, you won't retaliate. Only in this way can you survive and grow. " Facing the strategy that competitors want to kill, Niu Gensheng said frankly: "If you don't fight back, you can't kill yourself. As long as you fight back, the possibility of strangulation is particularly high. Being beaten and scolded at that time was to avoid being beaten and scolded in the future, to survive and develop well, and finally to avoid being beaten and scolded. When you have been fighting for several years and the process of fighting and swearing is over, you must learn how to win without fighting and how to win without fighting. "
In this way, the competitor's vicious move was solved by Niu Gensheng.