1) human resources
Niu Gensheng, president of Mengniu Group, was the vice president of production and operation of Yili Group at that time, and also recruited several old subordinates and others who also came out of Yili. Mengniu's eight top entrepreneurs are all from Yili, and 90% of middle-level cadres are from Yili. Without Yili's years of training, there would be no Mengniu today. Niu Gensheng said, "We come from excellent enterprises in the industry and have accumulated 20 years of experience. In the original enterprise, I was responsible for product research and development, production, sales and advertising. For example, Bai Jun, the current supervisor, was removed from the post of manager of Yili Baotou Branch, Sun Yubin, the current vice president and manager of ice cream company, was the manager of Yili Frozen Food Company, and Qiu Lianjun, the current chief engineer, was the inventor of Yili Bitter Coffee. Sun Xianhong, the current director of the marketing planning center, has been in charge of Yili advertising planning. With the participation of such a group of elite soldiers, they are very experienced in doing things. Other companies may need five or six years or even longer to find and cultivate a professional team with rich and comprehensive industry experience, and Mengniu has rich human resources from the beginning. Talent is the most precious wealth of an enterprise, which Mengniu owns.
2) Take advantage of the situation to take off
Niu Gensheng is a master of following the trend. Mengniu has been talking about Yili, and Mengniu's product promotion has been linked to Yili from the beginning. Their first advertising sign said "Be the second brand in Inner Mongolia". On the packaging of ice cream, they also printed the words "Struggle for the national industry and learn from Yili", which tied Mengniu and Yili together and invisibly promoted Mengniu's brand with Yili's popularity.
Niu Zong not only followed the trend, but also entered the market with a higher vision, positioning Mengniu as the builder of the dairy market and striving to become a big industry cake. He advocated that everyone should drink milk, but not necessarily Mengniu's milk, as long as they drink milk. Inner Mongolia is a big brand. He frequently uses words such as "Cheer for Inner Mongolia" and "Swertia takes off from Yili to promote Mengniu Dairy" on billboards, and several brands often appear together. In order to make use of the concept of "the best milk source in Inner Mongolia prairie", Mengniu also put forward the concept of "China Milk Capital". The milk source in Hohhot is the best in the country, and the per capita milk quantity is also the highest in the country. In June, 20001year, Mengniu put light box advertisements on the main streets of Hohhot with the theme of "We are the same brand-Hohhot, the milk capital of China". Since then, the concept of "China Milk Capital" has been frequently cited by government officials and the media, and has been supported by the government and the public.
As Niu Gensheng said, to build a big brand is to build a big brand in Inner Mongolia. "Those who do not seek the overall situation are not enough to seek a domain, and those who do not seek the world are not enough to seek a moment." This vast grassland culture is the biggest intangible asset left by the ancients to Inner Mongolia.
3) Reverse thinking
Do the market first, then build the factory. Five months after the company was registered, Mengniu had 10 million yuan. How to use this money? According to the thinking of general enterprises, we should first build factories, import equipment, produce products, and then advertise and promote sales, so that products can be well-known and have a market. But Mr Niu didn't have enough money to build a factory and buy equipment, so he put forward the idea of reverse operation: "Build the market first and rebuild the factory."
Teacher Niu's plan is to concentrate the limited funds on marketing, and then turn the national factories into their own processing workshops.
Niu Gensheng first used more than 3 million yuan to advertise in Hohhot, because the city of Hohhot is not too big, and more than 3 million yuan is enough to cause overwhelming advertising effects. Almost overnight, many people knew about Mengniu. Then, Niu Gensheng and China Nutrition Society jointly developed a series of new products, and then cooperated with domestic dairy factories to put the brand, technology and formula into use. All products were branded as "Mengniu" in the form of trusteeship, contracting, leasing and commissioned production. In this way, less investment, quick results, and can create their own brands. This development model has also been fully applied in Beijing Hyundai Motor and achieved good results.
4) Integrate resources
With the brand, Mengniu began to produce products. At this time, Mengniu still did not build a factory or buy equipment. Cows always follow the 2: 8 rule. He provides 20% brand resources himself, and the remaining 80% integrates social resources. When Niu Gensheng learned that Heilongjiang Province, which has the largest milk source production base in China, has a wholly American-owned enterprise, due to poor management and poor efficiency, he took the enterprise into custody with seven elite soldiers. In the first year of Mengniu brand, the sales of 20 million yuan of milk were all completed by this enterprise. Not only did Niu Gensheng not invest in this company, but eight of them earned 470,000 yuan a year. Mengniu's operation is successful. In a short period of two or three months, Niu Gensheng has revitalized 780 million yuan of external assets and completed the expansion that ordinary enterprises can only complete in a few years.
Mengniu has integrated many social resources. At present, there are more than 600 trucks, milk tankers and refrigerated trucks involved in the transportation of raw materials and products, more than 500 milk stations and supporting facilities for the company to purchase raw milk, and nearly 654.38 million square meters of staff quarters with a total value of more than 500 million yuan, all of which are mobilized and organized by the local government and the company, and all of which are completed by social investment. There are more than 500 milk trucks with Mengniu logo, but none of them were purchased by Mengniu itself, all of which were purchased by private funds. Someone joked that Mengniu only asked about the milk, not the car. The individual owner bought a milk truck, painted the unified logo of Mengniu and signed a milk delivery contract with Mengniu.
When the enterprise began to take shape, Mengniu was not satisfied with the status quo and wanted to become a global dairy leader. At this time, the cow always began to shake the world. 2002 is the third time to increase capital and share. The three shareholders are Morgan Stanley, CDH Investment and Win-Win Investment Company, and the share expansion is not strong enough. These three companies also bought shares of some old shareholders at 10.6438+0 yuan. * * * contributed USD 26 million, equivalent to RMB 2 1.5 million, accounting for 33% of the shares. The joining of these three world financial giants has injected vitality into Mengniu's take-off again.
5) Corporate culture
Mengniu has developed to this day, and Mr. Niu knows that enterprises need a culture suitable for enterprise development in order to build a century-old foundation, so Mengniu attaches great importance to the construction of corporate culture.
In Mengniu factory, you can see hundreds of placards. As soon as you enter the company gate, you are greeted by: "If you have wisdom, please show your wisdom;" If you lack wisdom, please sweat; If you lack wisdom and don't want to sweat, please leave this unit. "
In places prone to interpersonal friction, put up placards: "The sun is shining, parents are generous, gentlemen are generous, and villains are successful". "Seeing others is not pleasing to the eye, first of all, self-cultivation is not enough." Where dealing with customers, write: "Learn the most from the most dissatisfied customers". It is engraved in the workshop: "Product equals character, and quality is life". In the principle of employing people, it is emphasized that "talents with virtue are all reused, talents without virtue are cultivated and used, talents without virtue are restricted, and talents without virtue are resolutely not used".
The construction of culture is not just shouting slogans. The built culture needs to be well publicized to be effective. Niu Gensheng takes the lead. There is a rule in Mengniu's staff canteen that employees will be fined 50 yuan every time they are found to have leftovers, so as to advocate economy. But the most severely punished is Niu Gensheng. Because every time Mengniu comes, in order to avoid poor hospitality, he always adds a few more dishes to the guests, who often can't finish eating. In this case, Niu Gensheng always took the initiative to pay for the punishment.
According to Niu Gensheng's ideal, Mengniu should not only produce good products, but also "produce" excellent people. Therefore, as long as it's not a business trip, Niu Gensheng will have at least four regular training sessions every month. Every Tuesday night from 6: 00 to 8: 30, Niu Gensheng prepares his own materials and trains more than 60 middle-level cadres. "It's mainly the brainwashing of ideas," Niu Gensheng said. "This world is not the world of the rich, nor the world of the powerful, but the world of the willing."
Mengniu's culture is very good, and it is well publicized, which has achieved the role that corporate culture should play in the development of enterprises. Therefore, Mengniu's culture has now become an example for many corporate culture construction and learning.