Relationship management, a Chinese sample

From the west side of National Highway 107 in Xushui County, Baoding, walk along a cement road built by Dawu Group for 4 kilometers to arrive at Dawu City. It used to be a wasteland that no one wanted, and it is still so remote that even taxi drivers in Baoding are reluctant to go. However, the Dawu City built here by Sun Dawu has already begun to take shape, with all facilities for living, entertainment, education, etc., and in the future, nearly 10,000 villagers from the surrounding 7 villages will also move to Dawu City one after another. To this end, 1,000 acres of land was given for planning. The Dawu Group took root in this wallless village. At present, among the more than 2,000 employees of the group, more than 1,500 are villagers in the surrounding villages. Dawu Group has brought them a change in the way of production, which will be followed by a change in the way of life they look forward to.

At the end of 2008, at the third board member election meeting of Dawu Group, Sun Dawu's younger brother, Sun Erwu, ran for chairman with the promise of quadrupling the group's output value from 300 million yuan to 1.2 billion yuan in four years. As a result, the annual output value of Dawu Group exceeded 1 billion yuan in 2011 and is expected to reach 1.2 billion yuan in 2012. To manage such a rapidly growing enterprise, Dawu Group implements "feeling management". This management system is considered by Sun Dawu to be the core competitiveness of Dawu Group.

He Weigui

What is the meaning of love? Sun Dawu first gave a simple answer: "Harmony is precious." It is reflected in the company, that is, the company and its employees form a community of interests.

Sun Dawu emphasized that the "feeling" of a family business does not focus on "feeling", but on "righteousness". The so-called "Qing" means that two people's eyes are looking at each other; the so-called "righteousness" means that the two people's eyes are facing in the same direction. This kind of "feeling" can be the eye contact between the superior and the subordinate. For example, the subordinate asks for treatment from the superior, and the latter says that he has already given a lot of money. The resulting contention and grabbing are a kind of eye contact. But if the superior encounters this situation and says, "Yes, but I can't give this money, let's earn it together", then "it doesn't matter how high you want, because if you want higher, you will earn more outside." ". In this way, the "feeling" of looking at each other is transformed into the "righteousness" of the same direction, and the leader of the enterprise will be just as good.

In Sun Dawu's view, correct guidance and education for employees with affection can enable them to work and create consciously, which means that employees think that this company is related to them, and they will love it. For the open Dawu Group, this sense of responsibility caused by the love of "Dawu people" is especially important. For example, the group's materials are piled up in many places, but Sun Dawu is proud that it rarely happens that it is lost, and even employees will take the initiative to stop it when they see the behavior of outsiders stealing. This shows that the bond of affection has allowed employees to closely link their own interests with the interests of the company. In other enterprises, the situation is quite the opposite. Sun Dawu cited an example of "ants gnawing dead elephants": in an iron nail factory, workers used work clothes to sell iron nails on the outside, and later the factory installed monitoring equipment. Everyone threw it out from the wall, and finally the business collapsed.

In fact, every employee has an organic connection to the business, and it's not just about getting paid. As far as enterprises are concerned, Sun Dawu believes that "some sentimental things must be done". For example, Dawu Group mandates that 11 subsidiaries and 22 factories under it provide employees with an annual salary increase of 15%. Another example is Dawu Group, which started to implement the internal insurance system in 2011. Employees with more than 3 years of service can join voluntarily. The current number of members is 600 to 700, more than one-third of the total number of employees. Assuming that an employee's monthly salary is 3,000 yuan, the group's annual contribution of 3,000 yuan and the employee's own contribution of 1,500 yuan are included in the employee pension account. Sun Dawu calculated that if an employee joins the internal insurance from the age of 30, there may be 400,000 to 500,000 when he retires at the age of 60. It is worth mentioning that the funds are recorded in the special account of the union pension fund, and the interest is calculated at 6.6% per annum, and the interest is also included in the internal insurance funds. In addition to this extensive internal insurance system, Dawu Group also has a social security system for teachers and a retirement system for employees who are about to retire.

Anyone is loyal

For the employees of Dawu Group, they and the company form a community of shared interests and destiny. If the leader is good, follow the leader, if not, vote with their hands to elect the leader , instead of voting with your feet and walking away. However, for family members, the company is first and foremost a community with a shared future, and the two are closely related. Sun Dawu said that outsiders may see that his relatives, family members or people who are related are reused, in fact, because they are reliable and have a high degree of trust. Therefore, private enterprises appear to be cronyism on the surface, but their essence is "loyalty". Whoever is loyal to the enterprise will be reused by the enterprise. "The Group's continuous improvement of wages and benefits, including the implementation of the internal insurance system, in a sense, is a reward for employee loyalty, which is to create a community of shared interests and destiny for the enterprise."

Sun Dawu is also often moved by cadres and employees Loyalty to the company. Liu Ping, the general manager of the group, has been severely punished twice. When he was impeached some time ago, he said:

"I can not be the general manager, even if I am a worker, I will not leave the Dawu Group." This also made Sun Dawu. I am sure that Liu Ping can gain a foothold here and grow up gradually. Zhang Ping, the general manager of Hot Spring City, can use 200 hot spring tickets every month to coordinate the relationship between all parties, but her own father and children pay for the tickets when they go to the hot springs. Yao Huilai, the driver of the convoy, did not leave despite being notified of a mistake. Sun Dawu said that he values such employees who are loyal.

However, loyalty is also dynamic and changing because temptation is always present. Therefore, Sun Dawu proposed that "employing people should be suspicious, and suspicious people should use them". He said bluntly: "There are actually no talents with both political integrity and ability that entrepreneurs expect. When a person is promoted, he is usually reliable. Later, he relaxes his supervision because of trust, and he will turn bad in the face of temptation." Therefore, Sun Dawu implements the separation of powers in the enterprise. The main responsibility of the board of supervisors as the chairman of the board of supervisors is system supervision and moral supervision. For example, Sun Dawu does not assess the profit indicators of the board of directors and the council, nor does he care how much profit they distribute, but cares about the distribution ratio of different levels, especially low-level employees.

Heart-to-Heart

When talking about the oriental approach of emotional management, Sun Dawu pointed out that the foundation of Dawu Group's management is legal principles, and in Confucianism, both exist - "the use of propriety, and is precious". In his view, the Confucian rites (li) and the Western contract are interlinked.

Emotional management is not lacking in Western companies, one of which is Ford. Henry Ford pioneered the eight-hour workday in the United States, with a minimum of nine hours; workers in his factories were paid an average of $5 a day. What was the concept of $5 back then? At that time, the child went to school, including food, housing, tuition, cultural utensils and other full expenses for a week, as long as 2 US dollars was enough. Also, the average daily wage at the time was $2.50. Ford proposed to make cars affordable to everyone, and eventually lowered the price of a car from $700 to $800 to $260, meaning workers at its factories could buy one after only two months of work.

Sun Dawu took Ford as an example when training young cadres of the group, and pointed out that the reason why the latter's career can grow bigger is that he simply thinks about realizing his own wishes, rather than thinking about making money. Therefore, the slogan of Dawu Group Liquor Company is "to create Wuliangye that the common people can afford". Sun Dawu said proudly that more than a dozen Anhui wine critics once mistook the 100-yuan bottle of Sun's family wine for a thousand-yuan Wuliangye. But he emphasized that the Dawu Group does not aim at profit, but development. Just like Ford priced a car that could have sold for seven or eight hundred US dollars at two or three hundred US dollars, Sun's family wine will not be sold at a high price.

In Sun Dawu's view, it is too easy for a business to make money, but if you organize a business to make money, you will definitely not be able to make money for a long time. If an enterprise wants to develop sustainably, it must be ideological and cultural that leads the enterprise forward. However, as the spiritual leader of the Dawu Group, he also admitted that even his younger brother and two sons could not understand and fully accept his thoughts. Sun Dawu once joked to Sun Erwu: "Why are you so anxious to make money?" Sun Erwu replied aggrievedly: "I don't make money, why should I be the chairman?"

When talking about this matter , Sun Dawu said meaningfully: "The people's hearts reach the sky." In his view, the realization of the enterprise's goals requires the complete integration of "people's craftsmanship" and "heaven's secrets of creation".

People stop for the enterprise

People stop for the enterprise, and enterprise management is the management of people. Moreover, Sun Dawu is not to supervise people's laziness and thief, but more willing to release the human nature of employees and see how to deal with them. "When the company was small, it was yours. When the company was big, I became the part-time worker for everyone. I just thought you could steal it if you wanted, and it was also yours."

When he was the chairman of the board, Cadres and salesmen were allowed to arrive two hours late and leave two hours early, but he found that not many people would take the opportunity to take advantage of the situation. Another system still in use today is that the group's buses can be used privately. Enterprises give employees trust and respect, and the latter will return with trust. For example, the Dawu Group stipulates that cadres can stay on vacation, but they will be cancelled at the end of the year. Some people save 20 to 30 days of vacation, and they would rather waste it than rest. It is said that many cadres in the Dawu Group do not have the concept of going to and from work, and they only leave work when they feel at ease. Why do they treat their work as a matter of their own at home? A relevant person from the Dawu Group Secretariat explained that in addition to the authorization, the cadres also have the right to confirm. The meaning of confirming power is "this power belongs to him, and no one can interfere. Within the scope of his power, even if he does something wrong, you can't stop it, let alone punish it." This is the meaning of "whoever heads the family is the boss". Of course, if he made a wrong decision and caused heavy losses, even if the leader could not avoid him, he would be elected by the employees.

"When you trust him, he will respect himself consciously. This is what I call business management." However, this requires a big enough mind of business leaders. Sun Dawu admits that he also grew up from practice. , so for the current chairman who is different from his own practice, he can hold back his speech. Not long ago, the manager of the feed company told Sun Dawu about a Shanxi supplier who had delivered bran to Dawu for 20 years. When it comes to bran, thieves often steal a few packages of goods on the road, but Sun Dawu always calculates the money according to the amount on the order, so that he does not suffer any losses. "The current leaders will perceive these sentimental things from practice. Whether I say it or not, this enterprise has such a heritage." Sun Dawu is very confident about this.

So, he would not remind his brother unless he had a routine meeting once a month. Not long ago, Sun Erwu took the initiative to mention the requirement to declare a gift of ten yuan. Sun Dawu has held back his different views on this issue for more than a year, that is, he asked: "Which floor does the declaration end? Is it possible to send it to me? Here, it is considered public? Since the company is owned by everyone, it cannot be done."

The secretary on the side mentioned a specific example: the salesperson of a subsidiary company received two bottles of sesame oil from others, but did not declare it. , but for the company's public use. Sun Dawu said that this can be done, one is clear that the other is white, and it should be dealt with by himself. The secretary asked again: "You originally said that ethical issues are not trivial issues. If you want to make a big issue, it seems that there is still a problem of degree?" "It is not a moral issue if it is made public." "What is it called openness?" "Generally, all subsidiaries are There is a leading group of five to seven people, as long as the group knows about it. One is for personal use, and two are for public use, but even if it is public, you cannot use it privately. If everyone uses it or uses it to create income, as long as it Bai', it's not a moral issue."

Sun Dawu said that this kind of debate happens all the time, which is normal, because it is the public who say that the public is right, and the mother that the mother is right. Produce fairness and justice. However, Sun Dawu is more willing to advocate "competition without competition. The competition is about service, price, and quality. This is a long-term competition, and the competition is temporary." Contest and fight, and reason is long-lasting."

"Competition is in the same direction, and competition is in the opposite direction." Sun Dawu said, for example, Dawu Group stipulates that 15% of the revenue growth of the company is used as a reward. If you stay in place, you can only get 6%. Everyone competes, not fights. This is in line with love. Under the leadership of emotional management, Dawu Group is also moving in the direction envisioned by Sun Dawu.