Who is the director of brilliance jinbei?

Qi Yumin,1born in September 1959, was born in Xianyang, Shaanxi. Postgraduate degree, MBA degree; Senior engineer. 1982 graduated from Xi University of Technology. 1982 served as planner, deputy section chief, deputy director and director of planning department of Dalian heavy machinery factory. 1994 served as assistant general manager, director of planning department and deputy general manager of Dalian Heavy Industry Group Corporation. 1998 General Manager, Chairman and General Manager of Dalian Heavy Industry Group Corporation. 200 1 Chairman and General Manager of Dalian Heavy Industry Lifting Group Corporation. In June 2004, he served as deputy mayor of Dalian. In August 2006, he served as the chairman of Brilliance Group. 2006CCTV China Economic Person of the Year candidate.

Chinese name: Qi Yumin

Nationality: China.

Place of Birth: Xianyang City, Shaanxi Province

Date of birth:1September, 959

Occupation: Senior Engineer

Graduate school: Xi University of Technology

Main achievements: Deputy Mayor of Dalian in June 2004.

In August 2006, he served as the chairman of Brilliance Group.

2006CCTV China Economic Person of the Year Candidate

catalogue

Experience before serving as chairman of Brilliance Group in his career.

Performance in Dalian Heavy Industry Lifting Group and Dalian Municipal Government

Four measures of glory in 2006

2006 CCTV Economic Person of the Year

/kloc-the legend of October/February was ordered to parachute the mayor to the president.

Set Brilliance's Positioning from a Strategic Perspective

Two key decisions to turn the situation around

Quality first is the foundation of Brilliance's future.

There are both long-term and short-term concerns about the dynamics during his term of office.

"Three Big Mountains" in the Domestic Market

Overseas markets are from fast to slow.

Experience before serving as chairman of Brilliance Group in his career.

Performance in Dalian Heavy Industry Lifting Group and Dalian Municipal Government

Four measures of glory in 2006

2006 CCTV Economic Person of the Year

/kloc-the legend of October/February was ordered to parachute the mayor to the president.

Set Brilliance's Positioning from a Strategic Perspective

Two key decisions to turn the situation around

Quality first is the foundation of Brilliance's future.

There are both long-term and short-term concerns about the dynamics during his term of office.

"Three Big Mountains" in the Domestic Market

Overseas markets are from fast to slow.

Start editing this profession.

Experience before taking office as chairman of Brilliance Group

1982 to 1994, served as planner, deputy section chief, deputy director and director of planning department in Dalian heavy machinery factory. 1994 to 1998, served as assistant general manager, director of planning department and deputy general manager of Dazhong group company. 1998 to 2002, served as general manager, chairman and general manager of Dalian Heavy Industry Group Co., Ltd. ... 200 1 to 2004, served as chairman and general manager of Dalian Heavy Industry Lifting Group Co., Ltd. ... and served as deputy mayor of Dalian Municipal People's Government from June 438 to October 2004 10.

Performance in Dalian Heavy Industry Lifting Group and Dalian Municipal Government

A new measure of "three reforms, two highs and one strengthening" was put forward. "Three reforms" means through reform, reorganization and transformation; "two highs" means comprehensively improving the level of foreign joint venture cooperation and product technology, and comprehensively enhancing the international competitiveness of enterprises; "One strengthening" means strengthening management, implementing innovative strategies, adhering to people-oriented and realizing sustained, rapid and healthy development of enterprises. Dalian Heavy Industry and Daqi Group, the leader in China's lifting and transportation industry, have successfully relocated, rebuilt and reorganized, and built the only modern major equipment development base and core parts manufacturing base of China Heavy Industry with international standards. As the deputy mayor of Dalian, he is in charge of industry, and has carried out the relocation and transformation of a number of large industrial enterprises such as Dagang and Dahua, focusing on optimizing and improving the quality of industrial economic operation.

Four measures of glory in 2006

The first big move: In March, after the listing of Jie Jun, China, a powerful shock wave was formed, and queuing to buy Jie Jun cars became a major landscape of China automobile market. Qi Yumin adopts price regression pricing, and the price of new cars ranges from 85,800 yuan to 65,438 yuan+028,800 yuan. In just five months, Jie Jun ordered nearly 40,000 vehicles, which strongly shocked the mid-level auto market and created the myth of auto sales. The second big move: On June 26th, Brilliance 1.8T turbocharged engine was officially put into production in Shenyang. As the first high-performance turbocharged gasoline engine in China, Brilliance 1.8T engine changed the history of "foreign heart" in China automobile industry and became a new milestone in China automobile industry. The third major measure: From June 5438 to September 2006, Brilliance Automobile Group Holding Co., Ltd. sold 15 12000 vehicles, with a sales increase of 74%, ranking ninth in the national automobile sales and sixth in sales revenue. The fourth move: 165438+ 10. In October, Qi Yumin went to Bremen City Hall to attend the signing ceremony between Brilliance Auto and HSO. The total target of the export contract is158,000 Zhonghua cars, setting a new record for China's own brand to export to Europe.

Edit this 2006 CCTV Economic Person of the Year.

Reasons for winning the prize He walked in the forefront of China's mid-to high-end car technology innovation and created his own brand. On the basis of introducing, digesting and absorbing the world's advanced technology, Brilliance Auto combines independent innovation with independent brands to create a series of high-end innovative products, which fills the gap of independent brands in China's high-end car market and breaks the pattern that only foreign capital and joint ventures dominate the high-end car market. According to reports, Qi Yumin is known for his tough style, courage to innovate and hard work, whether in the enterprise or in the government. While in charge of Dalian Heavy Industry Lifting Group, he successfully relocated and reorganized Daqi Group, a leading enterprise in China's heavy machinery industry and lifting and transportation industry, and built the only international-level modern major equipment development base and core parts manufacturing base of China Heavy Industry. As the deputy mayor in charge of industry in Dalian, he carried out the relocation and transformation of a number of large industrial enterprises such as Dagang and Dahua, and made great efforts to optimize and improve the quality of industrial economic operation. In 2005, Brilliance Auto achieved satisfactory results, and Jinbei Sea Lion led the light passenger car market for 9 consecutive years. Jinbei light truck has become an important main force in the market; The sales volume of Zunchi cars increased steadily; The cumulative sales of MPV series Grace before 1 1 month increased nearly four times compared with the previous year; The 1.8T engine independently developed by Brilliance Auto, leading domestically and synchronized internationally, was officially put into mass production. Jie Jun, a mid-level car that has been carefully built for three years, is ready to go. 2006 is a crucial year in the development history of Brilliance Group, bearing a new mission. Guided by the market, Brilliance Group has effectively established a "quality, cost, service and time limit" system that meets the requirements of the market economy, and vigorously implemented measures such as structural adjustment, technological upgrading, reform and opening up, brand management and talent development, so that enterprises can occupy the market with new products on the basis of ensuring the continuous improvement of the quality of their own brands and become the effective force for the development of the national automobile industry.

Edit this 12 month legend.

12 months is only a short moment at the turning point of the annual rings. 12 months is too short for a large enterprise, especially in times of crisis. Who can become a hero to turn the tide and change Gan Kun in such a short time? Qi Yumin did it. In the months of 65438+February after Qi Yumin entered Brilliance, the pace of development has never stopped, and people outside the automobile industry have seen that this "layman" has created a miracle in the history of national automobile development in China.

In an emergency, the mayor was ordered to parachute onto the president.

By the end of 2005, Brilliance Auto, an industry "model" whose annual profit reached 65.438+07 billion yuan in Jinbei 654.38+09.98, was no longer tired. Its brands Songliao and Jinbei are a thing of the past, while the annual sales of Zhonghua and Zunchi cars are just over 654.38+00000. Over the past three years, the Group has accumulated a loss of 2.8 billion yuan, owing 654.38+0 billion yuan to dealers, leaving only the money for paying employees. However, in just four or five years, Brilliance was like a seriously ill patient. At 7 o'clock on the evening of February 28, 65438, Qi Yumin, then deputy mayor of Dalian, suddenly received a notice from the Organization Department of Liaoning Provincial Party Committee, asking him to report to the provincial party Committee the next day. The next day, because of the weather, the car couldn't pass, so Qi Yumin had to take the early train to Shenyang. On the way, Qi Yumin sent a short message to his sister and wrote, "I went to a strange city, a strange unit and took a strange job in a rainy and snowy day with an indescribable complex mood!" . After reporting for duty, he was immediately sent to Brilliance as the chairman, president and party secretary of Brilliance Automobile Group Holding Co., Ltd., the executive director and president of Brilliance China Automobile Holding Co., Ltd. and the chairman of Shenyang brilliance jinbei Automobile Co., Ltd. Afterwards, Qi Yumin told the media that his appointment was "expect the unexpected and tragic". In fact, the Liaoning provincial government handed this burden to Qi Yumin after some careful consideration. The glory of reality needs an iron rice bowl figure to lead. Although I worked in a government agency, I used to be Dalian Heavy Industry? Chairman and general manager of lifting group, with 22 years of enterprise management experience. In Dalian, Qi Yumin is known for his determination and toughness, and he is a suitable candidate. "There are many differences between the work of enterprises and the government, but there are many management concepts that are interlinked." Qi Yumin just likes to simplify complicated things. From the day he took office, Qi Yumin ignored the surrounding voices and worked 14 hours a day. His life is full and tense.

Set Brilliance's Positioning from a Strategic Perspective

For Qi Yumin, the new position means more responsibilities and greater challenges. For Brilliance, enterprises hope that this pragmatic leader can lead a once surging enterprise to a strong development path and open a new era of Brilliance. After three weeks of investigation, Qi Yumin discovered the unique advantages of Brilliance. He believes that Brilliance Auto is very unique among automobile enterprises in China. Our automobile factories in China can be divided into three categories, one is pure state-owned, the other is joint venture, and the other is private. Brilliance is not in any of these three categories. It takes the lead in independent research and development from a high starting point among many automobile factories and is unique in the automobile industry. In addition, after several years of accumulation, Brilliance has invested 8 billion yuan to build a fairly strong capacity to produce light trucks, buses and cars. Moreover, through joint ventures and technical cooperation with world-class automobile companies such as BMW and Toyota, it has certain advantages in the field of light buses and cars. The key to studying the reasons why these advantages of Brilliance can't be brought into play is that the company's marketing ability is not high and the product sales can't go up. As a result, Qi Yumin has a new position. Brilliance has two core things that cannot be changed: first, the development route of "independent innovation, independent technology and independent brand" determined by Brilliance is completely correct, there is no need to change it, and it is necessary to start its own brand; Second, the development model of the combination of capital market and automobile industry cannot be changed, which is the foundation for Brilliance to settle down. "Independent innovation from a high starting point, independent brand with high quality, and leaping development with high goals" is Qi Yumin's strategic goal for Brilliance under the environment of China automobile industry.

Two key decisions to turn the situation around

After making up his mind, Qi Yumin quickly made two difficult but important decisions related to the future development direction of the enterprise: Zunchi reduced the price, Jie Jun accelerated the listing pace and cut into the market at a low price. Zunchi is a mid-level car, no matter from the appearance, handling, safety, space and comfort, it is not inferior to any international brand car of the same level, and even higher than other mid-level cars in China. But the value of this car has not been recognized by consumers. The sharp price reduction, the highest drop of 40,000 yuan, not only set a new record for the price reduction of self-owned brand mid-level cars, but also created a new myth of cost performance. After the price reduction, Zunchi quickly gained positive market feedback. In less than 3 weeks, Zunchi's sales order exceeded 1000 units. On the other hand, Jie Jun is a high-quality product that combines European automobile manufacturing concepts. Brilliance joined hands with thousands of elites from Germany, Italy, Japan and Britain, and strictly followed the QSD (Quality, Safety and Durability) concept, which lasted for three years. It is also a secret weapon created by Brilliance for the mid-level car market. Among enthusiastic riders, they have always enjoyed the nickname of "Little BMW" or "China BMW". At that time, regarding when Jie Jun will go public, Qi Yumin urged to go public as soon as possible, so as to seize the market while ensuring the quality. What's the price in Jie Jun? After some market research, Qi Yumin resisted the questioning pressure from shareholders of Hong Kong stocks, and decisively set the lowest listing price in Jie Jun at 85,800 yuan. Qi Yumin does not deny that the price in Jie Jun is "slightly lower than the normal market price". He admits that this is a helpless marketing strategy to make independent brand models "applaud and give up their seats". "The price should be lower, give the people some surprise prices and let consumers choose their own brands." This series of price reduction measures is really immediate. Sales of Jie Jun and Zunchi are booming, with a substantial increase in output. As Qi Yumin said before: "Turn around efficiently, start the market, make money by scale, and let the enterprise get rid of the predicament completely", and the scale effect began to manifest, and the goal of reversing finance and getting rid of the predicament was unexpectedly realized ahead of schedule. However, Qi Yumin has been talked about inside and outside the company. Some people in the automobile industry call him a "price butcher and showman", and some people in the factory complain that he is "bossing around, losing money and shouting". But Qi Yumin doesn't agree with him that he sells at a low price. He retorted that if there is no such high cost performance to start the market, how can there be market sales? In the past, China Auto's mistake was to set prices behind closed doors, regardless of market acceptance. Moreover, the price he set for Zunchi and Jie Jun is "acceptable in the market", although it is "a little lower than the normal market price". But why do you want to do this? "Chinese people have formed a concept: imported brands are the first, joint venture brands are the second, and independent brand cars are the third. The same car, replaced by the trademark of a multinational company, is definitely not this price. " In addition, considering that "a group of eyeing competitors" will also reduce their prices, it is better to start first than to follow the footsteps of others. He said, "This is my business strategy." Thus, in the first half of 2006, in just half a year, Brilliance got rid of the dilemma of declining sales, not only regained its confidence but also won the trust of consumers. Brilliance, which once again ranks among the top auto sales in China 10, has become the focus of attention in the industry.

Quality first is the foundation of Brilliance's future.

How to make Brilliance invincible? Qi Yumin's concept is that the core of the automobile industry is nothing more than two words: quality and quantity. The essence of brand is quality, and the future development cannot rely on price competition. The core of quality is our own technology. He put forward the concept of "three-product project": quality, variety and brand. Brilliance's painful lesson in China cars is that there are quality problems, no big problems and too many minor problems. "The current car is completely different from the past. We are now focusing on quality with the concept of BMW and Toyota." So speer, the former vice president of BMW, a world-class quality management master, was hired as the "Chief Quality Officer" with a high salary, and the quality control system was fully in line with the international first-class level. Taking "the best commitment to users" as the core, we have established and improved the trinity security system of "SQS", which is the first in China. In the words of Qi Yumin, it is summed up as follows: "Turn this year, make money next year, and make a fortune the year after." In 2007, his plan is: the annual sales of Brilliance will increase from122,500 vehicles in 2005 to 280,000 vehicles, and the annual sales revenue will increase from 2 10 billion yuan in 2005 to 40 billion yuan, achieving the first goal of doubling; By 20 10, the sales volume of automobiles will be 500,000, and the sales revenue will be more than 80 billion yuan, thus achieving the second goal of doubling. Brilliance Auto will be built into an important R&D base for the development of China's automobile industry with independent technologies and brands, and become a trans-regional and international large-scale enterprise group. 12 months later, Qi Yumin, who was on the verge of death, made outstanding achievements that impressed the automobile industry in just one year. He not only brought a series of beautiful figures to Brilliance, but also brought confidence to Huachen people who were once depressed.

Edit the dynamics of this paragraph.

There are both long-term worries and short-term worries.

As the saying goes, people who have no long-term worries will have near worries. As the manager of a self-owned brand automobile enterprise, far and near worries always haunt Qi Yumin's mind. In addition to the long-term problem of low brand value encountered by independent brands, in terms of sales volume, the sales volume of Jie Jun, the main product of Brilliance Auto, dropped sharply after the sales outbreak in the previous two years. According to the statistics of China Automobile Manufacturers Association, in the first quarter of this year, the sales volume of Jie Jun was 1.27 million, down 30.82% year-on-year. In the past two years, Brilliance Auto's overseas market has been bumpy due to collision and brand problems. Moreover, the slow follow-up speed of follow-up products is also a hidden worry for the development of Brilliance Auto. Qi Yumin told reporters that core competitiveness is a long-term solution for the development of independent brands. In the long run, there is great pressure on independent brands to do a good job in brand power, strengthen competitiveness and expand the scale of enterprises. "At present, domestic and international markets make me anxious. Therefore, it is necessary to divide the horse into two lines, one is long-term and the other is immediate. " Facing these problems, Qi Yumin's solution is to adjust the positions of two senior executives. Liu Zhigang, president of brilliance jinbei Automobile Co., Ltd., is also the general manager of brilliance jinbei Sales Company, and Bai Yang, former general manager of brilliance jinbei Sales Company, is also the vice president of brilliance jinbei and the general manager of international sales company. "Bai Yang is very experienced in overseas markets. He is the most suitable person to take charge of overseas markets." He said, "The domestic market is' Kung Fu is beyond sales', and only Liu Zhigang can solve these problems." Qi Yumin identified Liu Zhigang because of his professional experience in technology. He has become a professional autobot who is familiar with all kinds of business in production. Obviously, these two generals have become the core of Qi Yumin's strategic layout.

"Three Big Mountains" in the Domestic Market

Qi Yumin mentioned problems other than domestic sales, mainly the "three mountains" that affect the development of Brilliance in the production field. Qi Yumin's first order to Liu Zhigang was to solve the car model problem. "Brilliance Auto's current models are few and old. Therefore, my task for Liu Zhigang is' recent upgrade, long-term innovation' and a two-pronged approach. " Yan Yumin said. After taking office, Liu Zhigang lived up to high expectations and responded quickly in product upgrading. Qi Yumin told reporters that since Liu Zhigang took office, Jie Jun, Shihai and Grace have made great progress. At the same time, he also changed the problem of insufficient reaction between R&D and the market. Starting from the end market, we will develop whatever cars the market needs. "The second problem is that the feedback speed of after-sales service quality in the production field is relatively slow. Brilliance Auto has always insisted that the problems in the terminal market should be dealt with at any time, but the efficiency of feeding these problems back to the production field is limited. Qi Yumin believes: "Only timely improvement in the production field can reflect the value of feedback." To this end, he also hired German product quality expert Atzler to assist Liu Zhigang's work. Another problem that needs to be considered in R&D is the cost of parts. Some parts of Brilliance Auto are the same as Audi, but the price is different from Audi. "However, Brilliance will not give up high-quality parts and components, and cannot let the brand image that has been hard to establish be destroyed in quality. Therefore, it is necessary to consider the problem of parts from the research and development link. "

Overseas markets are from fast to slow.

Squeezed by joint venture brands in the domestic market, entering overseas markets has always been a way for domestic independent brands to "avoid the heavy and light". However, in the initial stage, the radicalization of quick success and instant benefit made independent brands taste the bitter fruit. "Overseas high-end markets must enter, but I am also changing my mind." He told reporters, "The development momentum in the past was a bit' fierce', so now we should take it slowly." After experiencing a collision failure, Qi Yumin slowed down and studied the cause of the collision failure with his team, preparing to make solid progress in the European market. Brilliance Auto is going to promote new products that meet the collision standards in the European market from June. This time, Qi Yumin said that products can be small, and the market may not necessarily blossom everywhere. "We want to improve the quality of our products by entering the European market." The same is true of the American market. Because California's emission standards are relatively strict among American states, Qi Yumin hopes to pass California's certification before he can fully enter the American market. However, the delay in certification made Qi Yumin hesitate: Should we start from other states with lower standards? However, the overseas high-end market is an indispensable part of Qi Yumin's overseas strategy for Brilliance Auto. "Even if a small number of products enter, high-end overseas markets must enter, and both high-end and low-end overseas markets must be done." He stressed. On the way to enter overseas, Qi Yumin's plan is that the proportion of SKD and CKD products exported by the whole vehicle is 1: 1. He revealed that four SKD and CKD factories have been established overseas, and a truck factory is planned to be established in Vietnam. For cars, both vehicle export and CKD mode are adopted.