At the age of 37, he didn't graduate from junior high school, but he was worth NT$ 56 billion. The sales of Gome Electrical Appliances Group led by him increased by 6 years 16 times. With 430 stores, he became the largest home appliance distributor, sweeping the China market.

Interview ● Zhang Yijun and Han Bin finishing ● Han Bin

A Huang Guangyu has many faces. In 2005, Huang Guangyu, chairman of Gome Electrical Appliances Group, was the richest man on Hurun's China Rich List.

Over the past year, there have been various controversial voices. Some people call him a "price butcher" and a "price killer", and think that he has formed a low-price kingdom by squeezing the profits of suppliers. But he retorted that the lack of core competitiveness of suppliers would lead to price reduction competition.

The source of the richest man is only1a small electrical appliance store with an area of about 30 ping in Beijing when it started its business in 987. Huang Guangyu, who didn't finish junior high school, smelled the charm of "low price" from the beginning and became the most important appeal of Gome with low price. Then gradually expand from Beijing, Tianjin and Shanghai, and the strategy becomes clearer and clearer. 20% off goods attract consumers to queue up in the middle of the night to buy; In the battle against Nanjing, the base camp of Suning Appliance, the number one opponent, he will get a 30% discount if his opponent opens 20%; If Suning drops to 50%, it will dare to drop to 30%. In the low-price competition described as "rivers of blood", China has gradually established its position as the largest chain home appliance retailer.

How did this passionate fighting force win this battle? The following is a summary of Huang Guangyu's exclusive interview with this magazine in Beijing:

Businessweek asked: Everyone is interested in low prices. I want to know what is the process of Gome's low price formation. When did you realize that this is the most important thing for your enterprise development?

Earn five points now, earn five points later, earn less now and earn more later.

Huang Guangyu's answer (hereinafter referred to as the answer): We haven't formed a profound theory about him. First, cost performance (cost performance, whether it is worth the money) is something that everyone should choose when shopping. At that time (1987, Gome was founded), China was a market where supply was less than demand. At that time, the unit price of products in shops was relatively high.

We found this problem, so I tried to make it cheaper, leave a good impression on consumers and have long-term business opportunities. On the other hand, capital turnover is also critical. One of our strategies is "diligent sales", and this capital turnover rate will be high. You should give people good returns and satisfy consumers; If it's too expensive, consumers won't come, so I'm sure it must be low, which is an important reason for the low price.

If I buy 100 TV sets today, we can sell 100 days. From the perspective of profit rate, I hope to sell one thing a day, and the profit rate may be 100%, 9% for two pieces and 8% for three pieces a day. When my profit margin is 6%, my sales may increase by 20%. For me, that's it. From this perspective, I have gained a customer base and a reputation.

From the perspective of corporate governance structure, many people (referring to retailers) are reluctant to make less money, but I am the last ledger, and some people still value immediate interests. At that time, we finally decided that five points are for today, to make money for a good life, and five points are for the future, to make money for the future. What money should be earned, what money should not be earned, and under what circumstances, earning less can leave a better impression on everyone (referring to consumers).

Q: How to copy Gome's corporate culture so that everyone has a standard and a value?

To create an implementation atmosphere, 70% of people can do it to succeed.

A: The first thing we do is not to ask why. Do this well first, and if you can do this, you can command thousands of troops.

Execution is the atmosphere. Seven people are carrying it out, three people are not, and those three people will carry it out sooner or later. So if three people are carrying out it and seven people are not, then these three people will not carry it out sooner or later. As a management team or management policy, first, the law should shock the public; Second, you should create this (executive) atmosphere. If 70% people do it, then you can succeed. If an enterprise does not have this point, it is impossible to copy this premise on the basis of innovation.

And our innovation, we made it very clear, what is innovation, is the icing on the cake, not the savior. Regardless of anyone, this is a definition of our innovation. Anyone who enters the enterprise, including Huang Guangyu, is definitely not the savior of this enterprise. He is the icing on the cake of this enterprise, and no one in this enterprise is the savior.

Q: So you just said that reaching 70% is crucial, instead of asking "why"?

A: It's not absolutely impossible to ask why. First, whether you ask or not, you still have to do it. As long as your superiors ask you to do it, you must do it. Can you do it without intention? This is the most critical question.

1 1 ten thousand people, each person saves one yuan every day, which is 1 1 ten thousand yuan. If I can save you ten dollars a day, it will be 300 yuan in a month. You can calculate how much money 1 1 ten thousand people can save. Your strength alone is very small, and whether you can implement it is the basis of whether an enterprise can be competitive. Without this, you don't have to do anything.

There can be no generals and slaves in the team, and you will lose miserably.

Q: Does this mean that Gome will not rely on geniuses or heroes?

A: Gome has many geniuses. What is a genius? Genius is something based on the original, something created by predecessors, so that it can become better. Genius is the ability to adapt to all kinds of environments and tolerate all kinds of complex environments. If others can't do well, he can do well. This is the definition of genius.

Q: So your definition of genius is different from others?

A: If you want to recognize genius and genius personality in a big team, it is not a country today. It's a Gome, and then there are many small Gome, so it's better to open a franchise store. Ha ha ha, right?

Q: Are you a genius yourself?

A: Not really. (firmly)

Q: You are not a genius. What does that mean?

A: (Oh ~) How to define genius? How do you say this? hahaha. What ordinary people can't do is genius, hahaha. This kind of thing must be encouraged by enterprises. In fact, after an idea comes out, he needs a lot of cooperation. In addition, many people need to help him finish it later. This is a team. If you flatter a person too much, others may become worthless. Then it is impossible for this feeling of generals and slaves to appear in the same team. Generals and soldiers can, but generals and slaves can't Otherwise, if you hold one person and hit a hundred people, you may lose miserably.

If the last elimination mechanism does not perform well, the store will close.

Q: I wonder how you define Gome? There will be a century-old enterprise in China in the future. How can such a big enterprise keep itself from making mistakes?

A: No mistakes? Every enterprise makes mistakes. Wrong, of course not. How do you regard it as normal and actively repair it? For example, we put forward a slogan: "It is better to open the store after closing it." We admit that opening so many stores may make mistakes. So it's okay to be wrong, you have to admit it.

Errors are graded, and it is often more important to admit them than to correct them or deny them. Once I have set a policy, I will set a higher standard for it in terms of strategy and mission objectives. Of course, when you clean up your mistakes, you are also more lenient.

For example, I set up a "tracking office" called "180 office". Even after opening the store 180 days, we will conduct a comprehensive analysis. This is our key pointer. For example, we adopt the method of reviewing mistakes, and the final elimination mechanism is the same for employees. Of course, the first time will be given to the last one to the fifth one for two months. Two months later, you are still in the last five. I'm sorry

Always from the worst point of view, start with the system first, and then do business.

Q: When you say store closing, you mean not absolute value, but relative value. If all the 100 stores meet the estimated target, the last one will still be audited.

A: That's not true. You don't have to turn it off. After the review, there will be five store closing indicators after 100 stores. Of course, although he is still in the last place, he is still very good, so he may not close the door. For example, we didn't have this problem in 2002.

My mechanism is to force them to make a review. Judging from the facts today, it is either necessary to close, or there is no store to close and it cannot be closed. You must explain to me why not. At this time, everyone is very objective to judge this problem.

You have to prove why you didn't close the store. You don't have a store, you just don't do well and your work is not thorough. I talk to them from this angle and let them think from this angle.

Q: You mean that opening a store has a reason to close it. Finally, you come and argue with me why you don't turn it off. It seems that you are not a bad person, but you have to prove that you are not a bad person.

A: Almost. If we do too much argumentation, whether to rent this place or not may be more expensive than the cost of closing the store then. If you want to open a shop more effectively and simply, there will definitely be mistakes.

At that time, we had not yet developed out of Beijing, and we were doing systems and management every day. How do we manage 100 stores? How do we manage when we can't see it at a glance? What should this system do? At that time, they thought I was bored and wrote so many systems. Everyone is asking, can we still do business at this time? No (emphasis)! We must devote ourselves to doing these things during this time.

It's a shame for me to have guests come to our house and try to keep money.

Q: Now that you are a rich man, how do you feel about money when you have no money?

A: At first, the motive of making money was to change family life, and the subconscious was more urgent.

Once our company did grass-roots recruitment in Chongwen Cultural Center. At that time, the government supported collective recruitment. After I arrived, I didn't go to the place where our company recruited. I went to another place-I also applied. At that time, others were willing to spend 300,000 to 500,000 RMB. A foreigner wants me to be his vice president, and that foreigner is the president. I'm embarrassed, too I later identified myself. At that time, I wanted to be recognized by others. Now the society takes a fancy to my ability, and some people take a fancy to me. Even if you earn 50% off, you can still support your family. Then I felt that I had nothing to worry about, and I could give up my career.

Q: Is this an important issue of entrepreneurship?

A: I don't think this problem is entrepreneurship. I think this is a person's sense of responsibility and work style. Someone will explain. I asked myself, when the client came, I asked him to keep all the money he brought. It's my shame not to leave.

Q: Of course you want all employees to do this?

A: Of course, all employees can. Gome's sales will increase by at least 10%.

Huang Guangyu's small file

Birth: 1969

Native place: Shantou, Guangdong

Education: Dropped out of junior high school.

Experience:/kloc-started his business at the age of 0/6.

Present position: Chairman of Gome Electrical Appliances Group and President of Pengrun Real Estate Group.

Worth: RMB 654.38+04 billion, ranking 654.38+0 in Hurun China Rich List in 2005.

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