Classic cases of well-known corporate culture

Classic Cases of Well-known Corporate Culture Part 1

Vanke Enterprise Co., Ltd. was established in May 1984 and is currently the largest professional residential development company in China. Vanke entered the housing industry in 1988. In 1993, it identified mass housing development as the company's core business. In 2006, its business covered more than 20 cities focusing on the three major economic circles of the Pearl River Delta, Yangtze River Delta and Bohai Rim. After years of hard work, Vanke has gradually established its competitive advantage in the housing industry: "Vanke" has become the industry's first nationally well-known trademark.

The greatest characteristics of Vanke are to lay the foundation with ideas and to put morality and ethics above commercial interests. Vanke believes that adhering to the bottom line of value, rejecting the temptation of interests, insisting on obtaining fair returns from the market with professional capabilities, committing to the construction of a standardized and transparent corporate culture and a steady and focused development model are the cornerstones of Vanke's success. With its performance in corporate governance and ethics, Vanke has continued to gain a reputation.

Excellent corporate culture

Vanke has positioned itself as the leader in China’s real estate industry. Vanke is equal internally and open to the outside world, and is committed to building a "sunshine-lit system." Vanke regards talents as capital and advocates "healthy and abundant life." Vanke's corporate culture cases are highly praised by the industry.

When enterprise competition reaches a certain stage, the differences between enterprises will be directly reflected in corporate culture. In fact, corporate culture reflects an entrepreneur's ideological realm to a large extent. From the corporate culture of Vanke led by Wang Shi, we can see that corporate culture is inseparable from the strong humanistic sentiments from the perspective of entrepreneurs. Vanke’s “sunshine-lit system” allows it to “create a healthy and abundant life” and the company continues to become a reality. The ideological realm of the family is affecting the health and progress of the enterprise.

Corporate Vision

“Become the continued leader in China’s real estate industry.” In order to achieve this vision as soon as possible, Vanke requires itself to work hard in the following aspects:

1. Continuously study professional technologies to improve the living standards of Chinese people;

2. Always provide customers with Residential products that meet their needs and good after-sales services;

3. Demonstrate the humanistic spirit of “pursuing perfection” and become a representative of realizing an ideal life;

4. Rapid and steady development of the company business and achieve economies of scale;

5. Improve efficiency and achieve first-class profitability in the industry;

6. Establish a brand and become the most well-known and trusted company in the real estate industry;

7. Have the best professionals and managers in the industry, and provide them with the best development space and the most competitive remuneration;

8. Be honest and rational Business behavior establishes the image of an outstanding emerging enterprise;

9. Provide investors with ideal returns.

Corporate purpose

"Building unlimited life." The purpose has several meanings:

1. For customers, it means understanding your life and creating an ideal space to express yourself;

2. For investors, it means understanding Your expectations, return a satisfactory and ideal return;

3. For employees, it means understanding your pursuit and providing an ideal platform for self-achievement;

4. For society, it means understanding the needs of the times and establishing an ideal image of a modern enterprise.

Core Values ??

"Create a healthy and abundant life." The core values ??include several aspects:

1. Customers are Vanke’s eternal partners

◎Customers are the scarcest resource and the entire reason for Vanke’s existence.

◎Respect customers, understand customers, continue to provide products and services that exceed customer expectations, and guide a positive and healthy modern lifestyle. This is a concept that Vanke has always adhered to and advocated.

◎In the eyes of customers, every employee of the company represents Vanke.

◎Employee 1’s mistake is a 100% loss to the customer.

◎The most important criterion for measuring the success of employees is the degree of customer satisfaction.

◎Growing together with customers makes Vanke perfect in complaints.

2. Talent is Vanke’s capital

◎People who are passionate about their jobs and do their jobs well are the company’s most valuable resources.

◎Respecting people and creating a harmonious and passionate environment for outstanding talents are the primary factors for Vanke’s success.

◎Vanke respects the personality of every employee, respects their personal wishes, and respects their right to choose; all employees are equal in terms of personality and equal in development opportunities; Vanke provides good improve the working environment, create a harmonious working atmosphere, and advocate simple and sincere interpersonal relationships.

◎The professional manager team is the concrete embodiment of Vanke’s talent philosophy. Continuously cultivating a team of professional, passionate and creative professional managers is an important mission of Vanke’s founding and development.

◎Vanke advocates "healthy and abundant life". Work is not just a means of making a living, work itself should be able to bring us happiness and a sense of accomplishment. Outside of work, we encourage all employees to pursue physical and mental health, family harmony, and an enriched personal life.

◎Learning is a way of life.

3. “A system illuminated by sunshine”

◎ Vanke is equal internally and open to the outside world, and is committed to building a “system illuminated by sunshine”.

◎Specialization, standardization and transparency = Vankeization.

◎Standardization, integrity and enterprising spirit are Vanke’s business principles.

◎Vanke encourages various forms of communication, promotes the sharing of information, and opposes black-box operations.

◎Vanke opposes any form of bureaucracy.

4. Continued growth and leadership

◎Vanke has positioned itself as the leader in China’s real estate industry.

◎Pursuing quality and efficient sustainable growth through market innovation, product innovation, service innovation and system innovation is the only way for Vanke to lead the industry and create a prosperous life.

◎In the new economic era, Vanke must treat large as small, be flexible and enterprising, always embrace ideals and passion, continue to surpass its own achievements, and continue to exceed customer expectations.

Committed to building a “sunshine-lit system” and adhering to standardized, honest and enterprising business practices are Vanke’s basic values. When other developers proposed not to make profits if the profit was less than 40%, Vanke made it clear that they would not make profits if the profit was more than 25%. Vanke does not only aim to make profits, nor does it simply provide housing for customers, but participates in the process of urban growth and urban cultural construction, and adheres to its mission and ideal of being responsible for the city and future generations.

Vanke’s culture has always been simple, standardized and transparent. Vanke will never require employees to adopt different value standards and codes of conduct inside and outside the company. Vanke adheres to the employment philosophy of "Talent is Vanke's capital" and maintains an equal and win-win relationship between employees and the company, customers and partners. For more than 20 years, Vanke has maintained its position as an industry leader and achieved stable development. Among them, Vanke's one-carat culture has played a strong supporting factor.

Embodiment of 1-carat culture

For more than 20 years, the people-oriented management ideas embodied in Vanke’s 1-carat culture have gradually penetrated into daily management work. Vanke has always advocated “healthy and abundant "Life", attaches great importance to the balance between work and life; provides employees with space and opportunities for sustainable development; advocates simple interpersonal relationships and is committed to creating a working atmosphere that can fully utilize the talents of employees. Through continuous exploration and efforts, Vanke has established a team of professional managers who are passionate, committed to their duties, proficient in professionalism and hard-working, forming a company atmosphere that pursues innovation, continuous progress, and prosperity, as well as an employment system with its own characteristics. road.

Practice has proven that the employment principles demonstrated by Vanke’s one-carat culture are the driving force behind Vanke’s steady development over the years.

Cultivating a team of professional managers with sustainable development

Vanke’s search for talents and the magic weapon for attracting talents are the many opportunities that the company’s own development can provide to employees. But the most important point is: "Vanke's corporate culture full of idealism is a temptation that is difficult for professional managers to resist."

Zhang Peng, who graduated from Shanghai Jiao Tong University, said frankly that when he was looking for a job in 2000, he gave up the job opportunity in Shanghai and chose to work at Vanke because of Vanke’s moving words - "committed to cultivating careers." manager".

Vanke’s talent philosophy is a fairly complete system, the most important of which is the training of professional managers. The basic requirements for talents are centered around this concept. The so-called "profession" concept is to "make a living by doing this and be good at it." Professional managers naturally want to make a living by management and be good at management. All managers from junior management to decision-making management form the company's professional manager team, and professional managers assume the company's main management tasks.

Vanke’s human resources management model shows that professional managers are the backbone of Vanke’s development.

Vanke believes that professional managers are the fourth element necessary for the survival and expansion of modern enterprises, that is, entrepreneurial talents based on the investment of human, financial, material and other resources. To this end, Vanke proposed the "Year of Professional Managers" in 1998 to train and develop professional managers in order to achieve sustainable development of professional managers in Vanke and at the same time promote the improvement of the entire company's operating and management capabilities. In terms of management structure, the company is committed to standardized management, and through a series of measures such as reasonable authorization, it creates a broad space and provides institutional guarantees for directly transforming the professional qualities of professional managers into productivity.

Vanke’s entrepreneurs have completed their transformation into professional managers very early, and established a complete manager system within the company very early, thereby avoiding many conflicts between the founding partners of private enterprises. and shock, the management team has been stable for a long time, and a systematic manager culture has been formed. Rational entrepreneurs and an excellent team of professional managers have enabled Vanke to concentrate on management and be detailed, thorough and thorough, not only in the region but also in the region. We have accumulated advantages and established an efficient system for cross-regional management. Classic Cases of Famous Corporate Culture 2

Wal-Mart: Respect Everyone

“Sam can be called the greatest entrepreneur of this century. The Wal-Mart corporate culture he established is The key to all success is unparalleled," Harry Cunningham, the founder of the American Kmart chain, said of his competitor, Sam Walton.

Customers are God

In Wal-Mart’s view, customers are God. In order to provide consumers with high-quality and low-priced products, Wal-Mart not only strives to reduce operating expenses and benefit consumers through chain operation organizational forms and high-tech management methods, but also does everything possible to save expenses in all aspects. It is common for large American companies to have special planes, but Wal-Mart's dozen or so special planes are all second-hand goods; large American companies generally have luxurious office buildings, but Wal-Mart's headquarters has always been located in a bungalow in a remote town; founder of Wal-Mart Although he is wealthy, he only goes to cheap barber shops for haircuts. The current chairman is now the richest man in the world, but his office is only 12 square meters and the furnishings are very simple. The office of the company president is less than 20 square meters. The message these practices convey to consumers is that Wal-Mart saves every penny for customers at all times.

In order to provide consumers with value-for-money services, Wal-Mart has tried every means. Wal-Mart requires its employees to abide by the "three-meter smile" principle, try to call customers by their names, and smile with only eight teeth exposed, etc. .

Respect individuals

Wal-Mart not only emphasizes respecting customers and providing first-class services, but also emphasizes respecting everyone in the company and adheres to the principle of putting people first in everything.

Within Wal-Mart, although employees at all levels have a clear division of labor, there is little discrimination.

A former vice chairman of the company once said, "We are a group of dedicated, hard-working ordinary people who come together to achieve outstanding goals. Although we have different backgrounds, colors, beliefs, But firmly believe that everyone should be treated with respect and dignity.”

In Wal-Mart, employees are the greatest wealth. They have a special policy for treating employees. They do not call employees employees, but collaborators and colleagues. Front-line employees can directly communicate with supervisors and even Talk to the president without fear of reprisal. Employees are proud to wear badges that say "Our employees are different", which fully embodies Wal-Mart's unique marketing connotation. Wal-Mart attaches great importance to the spiritual encouragement of employees, the development of employees' potential, the cultivation of employees' quality, the suggestions of every employee, and the establishment of a harmonious atmosphere within the enterprise. It is these emphasis that make employees feel I am an important member of the company, and being in the company is like being in a big family. It is precisely in this way that Wal-Mart can unite its employees, exert collective strength, and be willing to contribute light and heat to the company, its own big family.

Public Servant Leadership

There is rarely a hierarchical atmosphere within Wal-Mart. The founder, Sam Walton, is very happy to be with employees, talk about some issues or give a speech, and put everything he has into The values ??advocated are transmitted to employees. To this day, managers at all levels of Wal-Mart still implement the traditional corporate culture, and managers are considered "public servant leaders."

Wal-Mart’s “public servant leaders” always put communication with employees first. They serve every employee, guiding, helping and encouraging them and creating opportunities for their success. Therefore, Wal-Mart's "public servants" do not sit behind desks and give orders, but go out and communicate directly with employees, and deal with relevant issues in a timely manner, implementing "walk-through management." Although their offices have doors, they are always open. Some store offices don't even have doors, so that every employee can walk in at any time and put forward his or her opinions.

Motivating employees

The most common method used by Wal-Mart in handling employee relations is to motivate rather than criticize or punish. If employees do things well, they will perform well. Praise: "You did a good job!" If an employee makes a mistake, they will say to the employee: "You will do better in another way!"

Wal-Mart stipulates that all subordinates should be called " Partner” rather than “employee”. Walmart has formulated policies to share business results and business responsibilities with employees to create a sense of responsibility and participation among employees, such as profit sharing, employee stock purchase, low-consumption rewards and other plans to mobilize employee enthusiasm.

Sam Walton was constantly visiting stores, shaking hands, looking people in the eye, trying to remember names—even when there were too many stores for him to go to. , as well. He also wrote some friendly personal letters and published them in the company's newsletter, Wal-Mart World, so that employees could see his personal friendly interactions with them and the respect he had for them. Later, he began speaking to employees on a screen via a satellite system.

Saturday Morning Meeting

Saturday’s weekly meeting has become Wal-Mart’s unique cultural atmosphere. Every time at this time, under the leadership of Sam, everyone will sometimes do aerobics, sometimes sing, and sometimes just shout slogans. Anyway, do whatever you like. As long as it can liven up the atmosphere, you can try whatever you want.

Sam believes that without those entertainment and unexpected things, they would not be able to get most of the managers and employees at the Bentonville headquarters to attend meetings every Saturday morning with smiles on their faces. If there is only a monotonous and lengthy comparison of data in a meeting, followed by a serious speech about business issues, people will only doze off at the meeting, and the atmosphere is unlikely to be lively.

Therefore, sometimes Wal-Mart will invite some distinctive guests to attend meetings to add to the fun. Sidney Moncrief, Fran Tarkenton, all attended Wal-Mart parties.

Oklahoma country singer Garth Brooks also came to Wal-Mart's Saturday weekly meeting to entertain attendees with his beautiful singing. Managers sometimes took matters into their own hands, as when Sam had a mock boxing match with Sugar Ray Leonard in the venue. In this way, many serious and important business topics were easily discussed and discussed in a casual and lively atmosphere, and everyone was in high spirits and high spirits. 3 Classic Cases of Famous Corporate Culture

IKEA: Equality and Tolerance

Swedish IKEA (IKEA) is one of the few dazzling business miracles in the twentieth century. In early 1943 Founded, starting from a "poor" stationery mail-order business, in less than 60 years it has developed into a corporate aircraft carrier with 180 chain stores around the world, distributed in 42 countries, and employing more than 70,000 employees. Becoming the world's largest home furnishings retailer. Undoubtedly, the strong support for IKEA's prosperity is its unswerving cultural philosophy over the years, and this culture reflects the imprint of its profound founder Ingvar Kamprad.

Egalitarian employment philosophy

IKEA’s corporate culture comes from Nordic Scandinavian and Swedish culture, such as: informality, cost attention, humor and down-to-earth. Its culture One of the core values ??is egalitarianism. Campra advocates equality, anti-bureaucracy, trusting employees' intuition, and building a flat organization. IKEA holds regular Antibureaucracy Weeks, during which directors work in a storage room at the back of the store.

IKEA receives nearly 20,000 new employees every year. How to transmit IKEA's culture and values ??to them and implement them everywhere is a huge challenge. "To pay attention to corporate culture, we must maintain a fair attitude during the recruitment process. Only in this way can we ensure that the corporate culture is understood and appropriately evaluated when recruiting employees." IKEA CEO Dalvig said. In addition, IKEA also conducts different types of training programs as a work process at any time, and has many evaluation methods. Since there were always some positions that could not find suitable candidates in the past, IKEA has also paid more and more attention to the career design of employees, trying to let employees take on different jobs as much as possible within the company, for example, from retail to purchasing, and the scope is constantly expanding. The land expands.

Although IKEA once believed that Swedes were more suitable as company managers, it abandoned this strategy five years ago and instead advocated equal treatment for employees of different nationalities. "Diversity creates a more challenging work environment and strengthens our employee base," Dalvig said.

Encourage employees to see problems from the customer's perspective

While instilling the concept of equality into the management system, IKEA is also instilling a culture of customer service into its employees. He once served as IKEA CEO Anders Moberg said that founder Kampra had a profound influence on his personal management style: "He trained us to look at everything from the customer's perspective." This culture is reflected in all IKEA jobs, from designers to service staff in the link.

For example, at the team level there is a method called market capital, which is a survey of customers and visitors to each store consisting of more than 100 different questions. It is done once every three years, and the questions are the same every time. IKEA uses a standardized way to measure trends and determine its position in the market.

In order to create a customer-oriented culture, IKEA pays attention to this when hiring employees: It is very important to remember that some people are more pleasant, more motivated and more cooperative than others. , better communication. Even though this position does not require customer contact, an employee who communicates well will contribute to the overall customer service philosophy.

Not only the front-line employees who have direct contact with customers, but also the designers and management support departments behind the scenes also attach great importance to customers' feelings and needs.

In order to truly design furniture that is close to customers, in the small town of Amhut in southern Sweden, 12 Swedish full-time designers and 80 freelance designers work side by side with the interior product team, and the company gives them The trial and error period can be 3 years. Now, in the design, IKEA will change the products and exhibition halls according to the customs and habits of consumers in different countries, and pay special attention to details.

The charm of the founder

In fact, whether it is egalitarianism or customer focus, they are the perfect embodiment of the personal characteristics of IKEA’s 79-year-old Kampra. "Kampla has long been an icon of IKEA culture and a promoter of IKEA beliefs." said Christopher Bartlett, a professor at Harvard Business School. "When he speaks, whether the target is consumers or employees, all the listeners are affected. . ”

Charismatic, down-to-earth and mean-spirited to a fault – Campra has an astonishing story about his rise from dyslexic country boy to retail genius. Kampra started working in the retail industry at the age of 6, selling matches, fish, Christmas tree ornaments, seeds, ballpoint pens and pencils. In 1943, 17-year-old Kampra founded IKEA with his retail talent and passion. The name IKEA is the initials of the founder's name (IK) and his farm (Elmtaryd) and village (Agunnaryd). ) formed from the first letters of. IKEA initially sold pens, wallets, picture frames, decorative tablecloths, watches, jewelry, and nylon socks. In 1951, IKEA published its first catalog (Kampla wrote all entries himself until 1963). "Create a better life for everyone", "Wasting resources is a fatal sin", and "Development is our responsibility" are all slogans that have appeared in IKEA's dog-eared catalog. This booklet will be distributed to all employees. . In "The Testament of a Furniture Dealer," Campra wrote: Divide your life into 10-minute units and sacrifice as little time as possible on meaningless activities.

Outstanding features of the Campra style are egalitarianism and tolerance for mistakes. One Harvard Business School case describes him as saying that a manager wanted to fly first class to a meeting, and he responded: "At IKEA, there is no first class." To this day, even IKEA's top managers fly economy class. Of course, Kampula also showed mercy on himself when his own controversial past history was revealed. In 1994, a Swedish journalist revealed that between the ages of 16 and 25, Kampra had attended several meetings of former Nazis led by Swedish right-winger Per Engdable.

Kampla used a clever trick to resolve this potential public relations crisis. He issued an apology letter titled "The Great Mistake of My Life" to his 25,000 employees at the time: You You've all been through your youth, and long afterward, you may have discovered that some of the things you did were ridiculous and stupid. The letter worked. Hundreds of employees signed a letter to support their boss: "Whenever you need us, we are here, in the IKEA family." "This loyalty to Campra is very powerful," said a former IKEA Senior executive Steen Kanter said, "He has a core team of people who are true believers in the IKEA brand and culture."