An analysis of the stories of celebrities who started their businesses at the age of 4.

It's never too late to start a business. What are the stories of famous entrepreneurs now? Let's take a look at the stories of entrepreneurial celebrities!

Story of a celebrity who started his business at the age of 4-

He started his business at the age of 4 in a society where the business tradition has almost been interrupted, but the founder of Lenovo Group has always been ahead of the times for 2 years.

In the past 2 years, Liu Chuanzhi has played many roles: a scientific researcher, an intellectual who went to sea, the founder of the largest computer company in China, and a football fan? But almost no one could have imagined that he would officially fade out of Lenovo Group as a role he had never tried before: the transaction creator.

Lenovo's acquisition of IBM's personal computer business is a world-famous transaction? Although before December 8, 24, Internationalization? It has become one of the most fashionable words in China's business circles, and there are many bold testers like Haier, Huawei and TCL. However, Lenovo's big acquisition has made it the pinnacle of China enterprises' overseas ice-breaking trip in the past 2 years: before that, no China enterprise had swallowed the assets of a larger and more mature western iconic enterprise.

this kind? Think twice before you move? It is not the first time for Liu Chuanzhi, 6. While most domestic entrepreneurs are still racking their brains for survival, Liu has found Lenovo an exemplary solution to a series of problems that generally plague the survival, restructuring and succession of enterprises in China. Before his retirement, Lenovo, which started from the Computer Communication Office of the Chinese Academy of Sciences, was already synonymous with China's IT industry, defeating David, a western computer giant, in the local market. As FORTUNE magazine commented:? A weak computer company in China tried to absorb the wisdom of its overseas partners, and then ate their lunch. ?

Liu is widely praised by public opinion as the leader of China business circles. But he is not a technical genius like Gates. He started his business only by? The important thing is to do something? Simple belief; Unlike Welch, he doesn't have a lot of management metaphysics for his peers to worship, but only simple management concepts formed with the help of China's traditional wisdom; He is not as long-sleeved as Li Ka-shing, Lenovo Group always? Half a beat? There are few successful cases in the diversification attempt; In terms of creating his own brand, he is not as good as Shi Zhenrong, and what he left to his successor is a huge suspense. In terms of the strategy of market attack, he is not even as good as Ren Zhengfei, so that Lenovo can forcibly break through the dangerous beach. It is such an imperfect association that has become the best endorsement of China's own brand bitterness and the closest model to becoming stronger and bigger.

what's valuable is that it is different from other people who are used to it? Still hiding half her face from us behind her guitar? Compared with domestic flag entrepreneurs, Liu is willing to put Lenovo's success or failure in the spotlight.

What is more exemplary is the new corporate governance culture of China displayed by Lenovo. This is actually the most important cornerstone of Lenovo's success. Since starting a business, Liu has believed in the power of market and management. He integrated his personal realistic, honest and steady style into Lenovo's DNA. Although people still use it? Iron fist? Such a vocabulary to evaluate Liu's authority, but in fact, in a lack of system, Rule by man? In the prevailing business environment, Lenovo's board of directors led by Liu has made Lenovo one of the most transparent modern companies in China, although it will bring Lenovo more pressure from the capital market, lose vitality and reduce efficiency.

after 2 years, can new Lenovo really grow into a world-class company as Liu wishes? This is still an open question. However, Lenovo's experience in exploring the road in the past 2 years is far ahead of the times for Liu Chuanzhi, who started his business in a society that has almost interrupted the business tradition at the age of 4.

It is far from the headquarters of Lenovo Group in Beijing Shangdi Development Zone, and near the South Road of Academy of Sciences in the North Fourth Ring Road, there are several square buildings with gray and metallic luster: Rongke Information Center. Just a few years ago, there was an old-fashioned white building where Block A was located? This was the headquarters of Lenovo Computer in those days, and now it is the location of Legend Holdings, which owns 45% shares of Lenovo Group.

In his most commonly used conference room, there are three woodcut paintings hanging: Lenovo borrowed the communication room of Chinese Academy of Sciences when it started its business, the White House in Zhongguancun which it occupied for many years later, and the current Rongke Information Center. Just like David Packard, Bill Hugh Park Jung Su and Steve Jobs, who started their businesses in the carport of Silicon Valley, in 1984, Liu and 11 colleagues created a school in a place completely unrelated to legend. Legend? (Legend)。

Shanghai native Liu Chuanzhi graduated from Xi 'an Institute of Military Engineering and Technology in 1966, majoring in radar system. Before and after that, he worked as a researcher in Chinese Academy of Sciences and worked as a magnetic recording circuit for 13 years. Until the beginning of 1984, Liu Chuanzhi, 4, got the opportunity to start a business.

At that time, there were three typical ways for intellectuals to start businesses in the sea: approval, cheap foreign exchange and smuggling. Although Liu Chuanzhi said in retrospect today that he was? Do a step-by-step summary? But from the beginning he wanted to do something big. The real difficulty is that after the long planned economy system in China, Lenovo, which is bent on following the market rules, must create a corporate culture that breaks through the tradition. Liu Chuanzhi, who has always respected common sense, boils down his core to two points: truth-seeking and honesty. Externally, enterprises should be honest, but internally, they should be avoided? Do things against your will, say empty words, empty words, and rhetoric? .

Later, I wrote Why Lenovo? When the author Chen Huixiang first entered Lenovo, it happened that there was an industry fair in the Beijing Exhibition Hall. Chen, the manager of the public relations department, came back every day to report how many big orders he had signed. Liu Chuanzhi felt that the number was too big to be possible. He went to inspect it himself the next day and found that most of the so-called lists signed by Chen were just intentions. Later, Liu severely criticized Chen at the company meeting. The other party was very surprised: Why is it a good thing in other enterprises and a bad thing in Lenovo?

that's what you rely on? Anti-traditional wisdom? Thanks to our efforts, Lenovo has grown rapidly. When Harvard Business School wrote Lenovo into a business case after that day, they thought that this was due to Liu's unique core competitiveness for Lenovo, but Liu did not agree with this. He likes to compare shaping an enterprise to building a house: the roof is the core competitiveness of the enterprise, the fence is the management ability, and the foundation is the institutional culture. Compared with the mature business environment in the West, some basic concepts of corporate governance need to be established from scratch in China, which is Lenovo's greatest achievement.

compared with foreign companies, Lenovo is in? There is a gap on the roof, but there is not much difference at the bottom, even better than them? Liu Chuanzhi believes. In his early years, he worked as a salesman for foreign companies and had a deep experience. For example, in sales, if someone took advantage of this opportunity to embezzle, Lenovo would very decisively catch the other party. It is precisely because of Liu's deliberate shaping of corporate culture that there is no obvious gang division within Lenovo so far, which has also become the key for China team headed by Yang Yuanqing to give up management rights after the acquisition of IBM's PC business.

In 1997, when Lenovo Group integrated Lenovo in Hong Kong, Liu made a relatively complete review of his corporate philosophy. There are two levels, one is the mechanism system, and the other is the management concept. The latter is made by? Build a team, make a strategy and lead a team? Three elements: building a team is the foundation of the foundation, and the key is that the enterprise can not be divided into gangs; The strategy must be suitable for implementation, and leading the team is a solid corporate culture. ? Whether it is correct or not, you must have a set of ideas, without which it will be difficult to develop. ?

if Liu Chuanzhi's strategy is reflected in the management concept, then Lenovo's successful restructuring depends more on its leaders' tact? Liu himself called it? Compromise? .

Lenovo's restructuring plan began in the late 198s, but it was not until 1993 that it formally made a request to the Chinese Academy of Sciences. What it asked for was not the one-step equity, but the dividend right, and only 35%. After getting permission, it was not until 1999 that Lenovo saw that the government paid more and more attention to the restructuring of Zhongguancun enterprises, and once again proposed that it hoped to turn the dividend right into equity. It was not until two years later that I finally got the opportunity to buy. Ten years, is it? Turn a big corner? The best embodiment of thinking.

One of the episodes is that Lenovo was not the only enterprise that proposed restructuring at that time. The central high-level foundation sent an audit company to various enterprises to carefully check the accounts for three months, and only Lenovo was finally approved for restructuring. ? This proves that we are indeed a clean enterprise. ?

according to the valuation of the audit unit designated by the state, after a 3% discount on net assets, the 35% equity is worth more than 3 million yuan. The cost of buying equity is the dividend accumulated for seven years: the dividend right is not used, because the tax problem has not been solved, so we can only write down the profit first, which is just enough.

　? This matter needs a lot of patience and a thorough look. Although many enterprises have not done well today, we have taken a step to at least show that this matter can be done well. ? Liu Chuanzhi said.

Before the split of Lenovo Group in 21, Lenovo Investment was established and Zhu Linan was in charge. This venture capital company started with $35 million and increased its capital and shares to $1 million at the end of 23. Among them, the investment of Joyo.com has received a good return.

since the end of 22, Rongke Zhidi and Tianjin Shunchi Group jointly established Tianjin Shunchi Rongke Zhidi Co., Ltd. to develop Tianjin Ruijing residential area, which gained good returns. Legend Holdings' appetite in the real estate field was greatly expanded. In 23, it began to buy 2 million square meters of land for 2 billion yuan, and completed the layout in Beijing, Wuhan, Changsha, Chongqing and other places. Chen Guodong, who was quite low-key before, has been in charge of Lenovo for ten years.

in 23, Lenovo established the investment division, which was later renamed hony capital. At the end of the year, Legend Holdings bought the non-performing assets package of BOC Hong Kong worth about HK$ 7 million at a price of RMB 1 million. In mid-24, Legend Holdings also participated in the investment process of Goldman Sachs in China, and participated in the establishment of Gaohua Securities by Fang Fenglei, a famous domestic investment banker. With the previous appearance? Lenovo rumbled? The background is quite different. The investor in charge of Hony Capital is Zhao Linghuan, an airborne soldier.

Lenovo's multi-head attack in recent years is not surprising even within Lenovo. A joke is: Liu Chuanzhi transformed Lenovo's original canteen into? Golden white collar restaurant? Then, with its gross profit margin of 3%, it became the project with the highest investment income in the group at that time.

is this Liu Chuanzhi's unwillingness to be lonely, or is it meaningful?

one of the answers given by Liu is that his biggest regret since he started his business for 2 years is that he has not trained enough talents. Today, as the president of Legend Holdings, each of the following subsidiaries has full responsibility, so he can devote more time to talent exploration and training.

When Liu was determined to make Legend Holdings bigger, looking down, he felt that Yang Yuanqing's high-tech field was still quite risky, so Liu firmly supported Yang's idea.

　? When I need to take risks, I have to have another piece of business as a shareholder representative, that is, a more stable and traditional business. ? Liu Chuanzhi said.

But in the future, he will have to explain these two questions frequently: Is it too risky to buy IBM's PC business? Why firmly support Yang Yuanqing?

in the eyes of many media and analysts, these two decisions are too risky. In particular, Yang Yuanqing, who has been controversial in recent years, seems to be obsessed with Liu. Soldiers? A misunderstanding of the idea.

Liu Chuanzhi thought that the outside comments were too casual, and his consideration at that time was simple: When I was here, all the condITions were relatively good. I thought it would continue to be good. I didn't expect Yang Yuanqing and others to catch up with the IT industry and go down. If I really do it, I may not be as good as he did. After all, my energy is not as good as theirs. ?

what is little known to the outside world so far is that it is not the first time that Liu Chuanzhi has faced strong doubts from others about Yang Yuanqing. The difference between the two times is that the last time Yang Yuanqing had less prestige, Lenovo encountered greater challenges and Liu was under greater pressure. The acquisition was a question of achieving greater success, and it was a question of survival at that time. At that time, I didn't know much about Yang Yuanqing. ?

that was in 1994, because of the strong attack of overseas brands in the previous year, Lenovo failed to achieve its intended goal. In order to cross the rubicon, Yang Yuanqing, the former general manager of CAD Department, was activated by FireWire.

Yang, who is full of vigor and vitality, soon formulated a series of positive reform measures: streamlining the team, concentrating on the distribution system and improving the incentive mechanism? However, he inadvertently touched the interests of other departments within Lenovo: Yang Yuanqing asked to redesign the cost settlement method for the parts he took over in order to enable the PC division to go into battle lightly. This proposal, which violated Lenovo's previous sales law, met with a lot of opposition within the company. A vice president even told Liu Chuanzhi: Too much support was given to Yang, and the old rules were disrupted.

afterwards, Liu Chuanzhi admitted that he was under great pressure: The old rules have been disrupted. What if the new ones are not established? Fortunately, after firmly supporting Yang Yuanqing, Lenovo ushered in a good result: by 2, Lenovo's market share rose to 25% and became the leader in the domestic market, while the combined market share of Compaq, IBM and Hewlett-Packard dropped from 21% to 1%. ? This is also of great benefit to China's informatization, otherwise the price of PC will be extremely high. ?

Although his previous achievements once brought high prestige to Yang Yuanqing, in the past three years, there have been endless doubts about his lack of strategic vision and failure to enhance Lenovo's competitiveness in the low tide of the industry. Liu Chuanzhi has never considered replacing Yang Yuanqing?

　? There really isn't. Liu straightforward answer,? Good leaders are hard to come by. ? In his view, Yang's progress is commendable: Yang always puts the interests of enterprises first, is self-motivated and has good learning ability. What impressed Liu most was that Yang Yuanqing, who didn't know how to compromise with the outside world, had become more flexible: for example, on the question of whether the new Lenovo should set up dual headquarters in China and the United States, Yang gave more consideration to appeasing American employees and promised to set up a single headquarters in the United States.

But just recognition doesn't mean that he will let Yang Yuanqing keep trying to make mistakes. A Lenovo executive said in an interview with this magazine that since August 23, Lenovo's comments on the past? A three-year plan? Reflect and plan for the next three years. The initial reflection remained at the tactical level, but under the leadership of Liu Chuanzhi, the reflection gradually deepened and rose to the strategic level.

on the tactical level, Liu Chuanzhi admits that one of the problems formed by Lenovo in recent years is that compared with when he was in power, the planning office specializing in implementation is not strong enough. When I was in charge, I always had a strong planning office in my hand. If this person's ability is not good, I will replace him until he is strong enough. ?

But the more serious problem is that diversification leads to Yang Yuanqing's too distracted energy.