Joke Collection Website - Joke collection - The original part of A Cup of the Sea

The original part of A Cup of the Sea

Accidents happen from time to time.

2001July 3 1, the weather is hot, and it is the peak season for beer sales every year. At that time, as the general manager of Tsingtao Brewery North Division, I was busy sprinting for the summer performance when I suddenly heard a huge bad news.

My old boss, Peng, general manager of Tsingtao Brewery Company, died of a heart attack while swimming at the seaside in the evening at the age of 56.

At that time, Tsingtao Brewery was in a critical stage of expansion and integration, and General Manager Peng left. Tsingtao beer, which lost its coach, was shrouded in sadness. It can be said that as an outstanding "hero" in China beer industry, the name "Peng" will be forever engraved in the history of Chinese beer development.

When the bad news came, I immediately rushed back to the headquarters of Tsingtao Brewery, and my grief and complicated feelings were beyond words. Mr. Peng's sudden departure has created great suspense for Tsingtao Brewery in the future. For a time, the media from all walks of life and the whole country are very concerned about this suspense: without Peng, where will Tsingtao beer go? Will the business strategy of Tsingtao Brewery change?

I remember the then chairman said that Mr. Peng's death was a great loss for Tsingtao Brewery. In fact, the history of the next few years has proved that this sentence is also applicable to the whole beer industry in China. It can be said that without the concept of capital operation advocated by Tsingtao Brewery led by Peng, the beer industry at that time would not have set off a wave of national market restructuring, and today's China beer industry would not necessarily have such a profound capital operation and pattern adjustment. More importantly, Peng led Tsingtao Brewery to expand M&A on a large scale, which actually triggered the survival law of the international beer industry, that is, comprehensive integration, survival of the fittest, and the strong is king, which quietly rose in China.

As we all know, Mr. Peng never appointed an heir before his death.

On August 12, Tsingtao Brewery held an emergency high-level meeting and decided to announce the temporary position of Li Guirong, the chairman of Tsingtao Brewery Company. The general manager will be selected and formally appointed as soon as possible. At this time, the leadership of Quanqing Beer Company is most worried about shaking the morale of the army and giving opponents an opportunity. But this successor is not easy to choose. Tsingtao Brewery, as a listed company, the selection and determination of its successor first depends on its shareholding structure: as of March 2, 2006, the total share capital of Tsingtao Brewery Co., Ltd. was 6,543.38+0,000,000,000 shares, including 399.82 million state shares, 53.33 million legal person shares, 200 million circulating shares and 346.85 million H shares. The largest shareholder is Qingdao State-owned Assets Administration Bureau. Although Tsingtao Brewery is a joint-stock system, the main operator is appointed by the board of directors, but the nature of Tsingtao Brewery is still state-owned, so the local government and the provincial government have enough say and even the final decision on the main personnel arrangements.

On August 16, Chairman Li said in an interview that it is an extraordinary period for Tsingtao Brewery, but the development of Tsingtao Brewery will never be slowed down or changed because of Peng's death. He said that Tsingtao Brewery has a sound corporate governance structure and a sound board system, forming a management platform for talents to give full play to their talents. Now that this platform still exists, Tsingtao Brewery has a second and third Peng.

Chairman Li had to walk onto the stage. The first thing he has to do is to deal with Mr. Peng's funeral and stabilize the company's mood. He urgently met with the leaders of all branches, the government leaders where the company is located and all important customers, and told each of them that Tsingtao Brewery is a collective leader and the strategy of Tsingtao Brewery will not change.

Then, he worked with the city leaders to study the criteria for successors. He urgently recalled the heads of all business departments and middle-level cadres in Qingdao and began to brew new candidates. In the next twenty days, Tsingtao Brewery had a heated discussion on the candidate for the new general manager.

At the critical moment when the company is facing a turning point, the senior management of Tsingtao Brewery has shown extremely high team quality. No one focuses on a specific person, and there is no scene of power struggle. Everyone is concerned about what kind of people Tsingtao Brewery needs to control at this stage to lead everyone forward. Everyone has a different opinion. Finally, the chairman said, "Let's put down the standards of' four modernizations', clean government and achievements. Just look at what Tsingtao Brewery needs most now. " After objective and pragmatic analysis and research, the answer of "what standard should a new general manager meet" was quickly obtained.

In today's "development is the main theme", the leading figures of Tsingtao Brewery must first have innovative spirit and should be innovative talents; Second, this person should understand the market, understand marketing and have strong market expansion ability.

According to the chairman's analysis, cadres are managerial and innovative. Innovative cadres seek change in difficulties, managerial cadres seek stability in difficulties, innovative cadres are idealists, and managerial cadres are realists. At this point, Tsingtao Brewery needs innovative leaders who understand the market.

Trust me like a mountain.

On August 18, the 11th Qingdao International Beer Festival opened.

More than 40 enterprises acquired by Tsingtao Brewery Company in 15 provinces and cities nationwide and more than 100 Tsingtao Brewery products produced by Tsingtao Brewery Company were all reunited, showing people a huge Tsingtao Brewery family. At the press conference of Oktoberfest, Chairman Li told eager reporters that the successor of the general manager of Tsingtao Brewery Company will be determined in the near future, and this candidate will be produced within Tsingtao Brewery. On this point, the members of the board of directors have basically reached a consensus. He emphasized that "choosing the best person among good people" is the government standard, and "choosing the best person among the best people" is the enterprise standard. At present, the competent leaders and organizational departments of Qingdao have communicated with the board of directors of Tsingtao Brewery, and everyone basically agrees with the standard of' capable people go up, mediocre people go down'. Whoever does it recommends it, excluding the influence of social interference factors and traditional habits. "

It should be said that from the outside world, I don't have much chance in the organizational sequence of Tsingtao Brewery Company. I was only a middle-level manager, and there were as many managers at my level and above as 1 1.

The organization department and the board of directors conducted a large-scale public opinion survey on "Who should be the future helmsman in your mind" throughout Tsingtao Brewery Company. In the secret ballot of middle and high-level people, my vote rate exceeded 70%. I was surprised when I first learned the result. There is a warm current in my heart and I feel a great responsibility on my shoulders. Really, they don't have a thin ticket in their hands, but the heavy future of Tsingtao Beer. I didn't expect so many people to trust me, and some of them are my bosses.

To this day, I am deeply moved. With such a good team, such a good staff and such a good brand, Tsingtao Brewery has no reason not to develop, and there are no insurmountable difficulties. According to this result, the vice minister of Qingdao Organization Department and the vice mayor in charge of industry talked with the cadres of Tsingtao Brewery respectively. Finally, they said to the chairman, "Lao Li, your team is really good."

The leaders of the city said: "The candidate can be so concentrated on a middle-level cadre, and everyone recommends him, which explains several problems: first, the members of this team basically don't talk about qualifications, and second, there is no gang concept; The third is that everyone really puts the interests of the company first. "

After Mr. Peng's accident, the organization department once talked to me and asked me about this critical situation. I said without reservation: "I am the only one who can take over the Tsingtao beer class." Don't mention it at this time, I am the only and most suitable successor of Tsingtao Brewery. "

My wife was very opposed to my taking this class. She was very worried about my health and said in distress that you really wanted to take this stall. However, I have to say that my technology for more than 30 years was cultivated by Tsingtao Brewery. At the critical moment of Tsingtao beer, I have to stand up.

On August 29th, 20001year, the board of directors of Tsingtao Brewery Co., Ltd. announced that I was appointed as the general manager of Tsingtao Brewery Company upon nomination by the controlling shareholder and election by the board of directors.

This result is beyond all media speculation. They have been focusing on several outstanding vice presidents of Tsingtao Brewery. No one expected that Tsingtao Brewery finally chose me as the assistant general manager and general manager of the Northern Division to take over the overall situation.

China Resources, a competitor of Tsingtao Brewery, commented on my appointment: he knows beer. When I first took office, I knew that many people were waiting to see my three fires, but I stayed put. I know very well in my heart that for a century-old enterprise, it is difficult to quickly innovate into a long-term enterprise with only three fires, and my strength cannot be simply measured by three fires. I just took office and everything needs to be integrated. Where should I start?

Culture cannot be improved in a day, and the construction of the system also needs a process. I think we should start with the key points that everyone can see and experience, specifically from stimulating business growth.

So I plunged into the market, "running close to the land and diving underwater", found out the problems in the market and went to the front line to solve them. It took me three or four months to travel around the country and get in touch with the market. Until today, I still have this habit. I go for a walk every two or three months. I spend more than 200 days a year outside, only listening to the above reports, which will cause information asymmetry and decision-making mistakes.

I found my first problem after running around on land. After the expansion of Tsingtao Brewery, we will send management personnel abroad. So, who shall we send? They are all people who used to manage the factory. Because the people sent were not suitable and did not have the professional knowledge to manage the market, the local market could not be opened, the profits fell sharply, and the whole company was anxious, so it changed people frequently. Finally, even the person in charge of the factory was not sent. At that time, General Peng had a joke: "Those who should send cadres will send them."

After discovering such a problem, I put forward the first point-everyone is a talent, but you need to carry out self-revolution and self-transformation. I talked with the managers in the front line of the market one by one to understand their thoughts and wishes, and gave them a heart-to-heart lecture. The so-called "Jing" is the concept of market and brand, and the so-called "teaching" is the method of marketing and brand. Through this two-pronged communication and transmission of theory and practice, front-line cadres have enhanced their understanding of brands and markets and realized the true meaning of marketing. At the same time, they also gave me a full understanding of them and compared their market-making ability.

Obviously, I did it.

On the other hand, from the organizational point of view, we began to train people who were sent out to give everyone confidence and prove that everyone can transform successfully. We began to establish some rules, such as regular communication meeting system, marketing special meeting system, best practice exchange system, job rotation system, "go home and see" system and a series of methods to promote learning exchange and transformation, and we did not hesitate to spend a lot of money to hire world-renowned marketing experts to give us professional training in marketing, and the most basic 4P and 4C theories and methods of marketing began to be implanted in Tsingtao Beer. To my shame, with the development of market economy for so many years, Tsingtao Brewery has really begun to establish a standardized and systematic marketing system, and Tsingtao Brewery's marketing talents have begun to have mushrooming soil and environment.

I firmly put forward the talent view of "the right person does the right thing". It can be said that this is a subversive reform in employing people after I took office. In fact, it is a signal that I am "taking the professional road" to the organization. Today's Tsingtao Brewery is moving forward healthily along the road of specialization. Our organization department seized the opportunity of this change very sensitively, and immediately began to cut the axe of reform, which caused waves for a time. The old traditions and customs of Tsingtao Brewery began to accept challenging changes.

Externally, I have changed seven bosses in eight business divisions, and there are many factory directors who have no collaborative management ability. I have adjusted the organizational structure of functional departments at headquarters, strengthened strategic management, personnel management, information management, marketing management and organizational system management with weakened functions, and established strategic development headquarters, human resources headquarters, marketing headquarters, information management headquarters and management promotion headquarters. All the former middle-level cadres were dismissed on the spot and re-recruited. Overnight, everyone felt my tough style. Everyone realized that the old habits of bureaucratic, extensive, slow-moving and non-innovative headquarters will disappear with this reform. But in the process of adjustment, I have grasped a principle, that is, at the same time of reform, we should break the whole into parts and turn big storms into small ones.

There is another thorny issue. I have worked in Tsingtao Brewery for more than 30 years and I am very familiar with it from top to bottom. It can even be said that many people grew up streaking together. How to deal with fellow villagers, classmates, friends and other acquaintances who enter the factory together to avoid forming a small circle? I think it is still solved by the competition mechanism. All positions have stipulated open competition, employment on demand and survival of the fittest.

Next, there are too many things to change. First, our strategy must be changed. Given the rapid expansion of Tsingtao Brewery in Zhang Zhilu, what is our management background? What about our capital? What is our cultural background? What is the family background of our brand? Wait, as the development strategy of Tsingtao Brewery I put forward changes from "bigger and stronger" to "stronger and bigger", these core capitals of Tsingtao Brewery will be the first to encounter competition and challenges, and we have to change. As a result, the three fires since I took office have become a self-revolution, that is, finding out my family background, seeking change in time and seeking development through change. A single spark can start a prairie fire. I led my team to endure loneliness and temper, endured five years of silence, five years of reform, hard work, self-cultivation and accumulation, and finally won the healthy and rapid sustainable development of Tsingtao Brewery.

When I first took office, Li Guirong, the chairman of Tsingtao Brewery, gave me this evaluation: I have the experience and ability of overall planning and independence, at the same time, I also have a strategic vision of taking the overall situation into account, and I have a strong sense of pioneering and innovation, and I am fully qualified for risky and challenging work. Through the achievements after taking office, everyone agreed with his evaluation. These praises to me, I think, all come from Tsingtao Beer, the cradle where I grew and tempered myself all my life.

Do your best in everything.

In the face of the opportunity of life, I have been stupid twice.

Unlike those managers who grew up in greenhouses such as universities, MBA and foreign companies, the experience of my generation is much more difficult. I have been a very competitive person since I was a child, and I am determined to succeed in the future. It can be said that the environment has created my character.

My parents are orphans. My mother lost her parents at the age of 6, and my father 1 1 became an orphan. Later, two orphans came together, drifted from other places to Qingdao with a small cotton-padded jacket, and then borrowed someone else's doorway to get married. This door is our first home. This dilemma has kept my mother in anxiety. I remember when I first became sensible, she was only in her thirties, but since then, she has been worried about whether she will die suddenly. In case who will take care of us after she leaves, what will our future life be like?

My family was poor at that time, and it was difficult to eat enough. There is a locust tree outside my house. In spring, when it just sprouted, we picked it and ate its leaves. We even eat batter with matchboxes. I am the only boy in my family. In the traditional thinking of Shandong people, I am the pillar of my family, and there is no excuse to shift the responsibility of supporting my family to others. It is my mission to change my family. In such a difficult situation, I thought I must succeed from an early age. This persistence made me persist in doing well in my later work.

I graduated from high school on 1975 during the Cultural Revolution. At that time, Qingdao had a new policy, and the boss at home could arrange employment. After graduation, I was lucky enough to be assigned to the state-owned Tsingtao Brewery. At that time, Tsingtao Brewery was not a popular enterprise in the light industry system at all, and its salary was not high. At that time, the popular enterprises were factories that produced bicycles, watches, sewing machines and cameras. Even the wages of textile mills, silk weaving mills and printing and dyeing mills are higher than those of breweries, and cigarette factories are more popular. When I first entered the factory, I was a bottle washer and a boiler worker. I started from the bottom coolies.

But I have a belief that what I do must be in.

Which line is the best? This gang is the place to wash bottles.

The bottle washer is the best, so you may be chosen to do other jobs. The same is true of boiler combustion. At that time, I was the best boiler burner, so later the factory chose me to engage in technology. Therefore, no matter what position you are in, as long as you do your best, you will have the next development opportunity. This is a phased goal that everyone should achieve.

I still believe in this belief-if you do simple things to the extreme, you will succeed. Even the production of a button, if it is the first one, is also a great achievement. I not only ask myself to be the first in everything, but also ask for speed. I will give myself a time plan. I have always had a sense of planning, which is probably the most different place between me and my peers.

Take washing bottles as an example. I demand that I must do my best within one year. When cooking a boiler, we drink tea and chat during the break, and I watch math and physics because I want to do my best in the shortest time. I can proudly say that my habit of reading has never stopped. Others study for the present and I study for the future. This study habit makes me better than my peers in technical theory and operational experience. At this time, the first opportunity appeared.

……