【观点】怡合达董事长金立国：过冬除了备棉衣，还要有好的心态

导言

10月28日，第十二届“中国企业家私人董事会年会”在上海开幕，本届年会以“中流：大变动中的增长与红利”为主题，从大历史、宏观经济、技术创新、社会学、企业经营、变革管理等多层次、多视角，立体探讨了当下企业所处的经营环境和发展之道。

本文整理自东莞怡合达自动化股份有限公司董事长、总经理金立国以《践行初心，穿越周期》为题的演讲，与您分享。

尊敬的工坊各位兄台，大家好！

站在台上演讲，我特别惶恐，因为从企业规模来说，我们不算大；从行业来说，我们没有高大上，只是一个做零件的产业；从个人水平来说，我是工坊为数不多的高中毕业生。我本来是拒绝邀请的，但肖老师说国家开大会，有科学家代表、有企业家代表，你就作为农民企业家代表吧。所以，我今天就作为农民企业家代表，讲一讲体验和感受。

一、看不见的“护城河”

怡合达是一家自动化零部件的公司，这是一个很传统的行业。我们2010年创业、2021年在创业板上市，上市三年，虽然经历了疫情、封控、经济下行周期，但三年困难时期，我们还保持了不错的增长——连续几年复合增长率保持在40%，同时做到22%的纯利（税后），这也算是给市场交出了一份及格的答卷。 CXO UNION-CXO联盟（cxounion.cn）

怡合达是怎么做到的呢？其实就是一句话——成本领先、效率至上，数据说话，持续精进——这句话说起来容易，做起来很难；看起来很土，吃起来很香。作为企业的一号位，到底怎么去理解这句话，又如何让它做起来没那么难呢？

首先，企业的一号位掌握了最高的权力，一支笔就可以控制最终审批，这相当于掌握了企业支出的一个总阀门、总控制。这时候要做就是把这个支出的总阀门拧紧、用好。形势比较差的时候，营销费、研发费用、数字化投资、福利开支等要少一点，这时就一定会和研发总监、营销总监、数字化总监进行博弈。但是，从管理层级上看，管理的每一层级中都会制造信息差，上一级和下一级在信息上天然是弱势的，你去和总监们讲道理一定讲不赢，他们会跟你讲一万个道理。那么一号位就必需有魄力去做企业的压强——不要讲道理，只说费用必须降多少。那么，高压能不能解决问题？短期（阶段性）一定是能解决的，可一旦高压力减退就会反弹到常态。

进一步来说，我们要把企业所有经营活动的毛细血管连接起来，不断地让去检讨流程的合理性。

怡合达除了一本财务会计，还有一本经营管理会计。因为财务会计要对应税法，会有很多事后的规则，而经营会计可以把所有经营活动做到及时呈现，我们把经营科目做到五级的深度，这相当于在我的总阀之下还有中阀、小阀，在任何一个毛细血管都装上一个阀，我们不断地去观测它，然后把这个数据及时呈现出来，从而慢慢将“运动式”的降本增效变成管理者的行动自觉。 CXO UNION-CXO联盟（cxounion.cn）

比如说一个非常细节的包装箱，我们公司每天用五千个左右的包装箱，包装箱的成本占全部营销成本0.38%，这是我们不断地降下来的结果。我问过非常多的同行，他们的包装成本占营销成本多少，但没有一个人回答出来——因为0.38%的确是太低了，但我想告诉大家的是，0.38%是现在，这个数字曾经是0.5%。每年我们做预算的时候，一定在每一个阀门上去谈降成本，哪怕降0.01个点也行，今年是0.38，明年是0.37也行。

在这样的情况下，我们的管理者就会想出很多办法，比如说货物的重量有大、有小，我们过去的包装箱都是一个标准，现在会根据重量的大小来设立包装的厚度。这虽然增加了管理的麻烦，但是确实有效地降低成本了，把包装箱的厚度和重量做到精准的匹配，大箱套内箱，内箱做薄，不断地降低成本，减少浪费。

更为重要的是，这不仅没有增加管理成本，反而可以让我们的管理者在实际工作中有抓手，管理能具象化，也能培养人的微创新能力，长期来看是一种非常好的培养人才的手段。通过不断地积累水面以下精细化管理的能力，再把这些能力不断地用数字化的方式固定下来，逐步就会形成各项管理中的小know-how，成为企业底下大家看不到的护城河。

二、管理工作中的第一性原理

这么多年来，怡合达一直坚持用第一性原则来做管理。什么叫第一性原则？在这里给大家举三个例子。

1. 保安的故事

我们去年扩大了工厂面积，相应的，我们的行政部要增加保安编制，这看起来是很正常的事情，一般的老板大笔一挥就批了。但这时我问了个问题：保安的工作动作是什么？ CXO UNION-CXO联盟（cxounion.cn）

行政部调查做完以后发现了一个有意思的情况，保安35%的时间用在检查员工上下班的后备箱，有没有偷东西，40%的时间在厂区巡逻。我们得出的结论是，保安70%的工作时间做了无效工作。我们的产品都是那些铁疙瘩，揣一块没有用，揣多了又拿不走，加之现在技防这么发达，其实不需要用人力去防盗。所以，我们对保安的定位完全错误。那么保安的价值是什么？如何创造这些价值？就有了后来这几个定位：工厂的礼宾员；工厂消防的训练员；下班后后勤设施的管理员，结合公务场域的5S重新设定保安的工作职责和内容。

这么一管理，保安人数不仅没有增加，而且还降了8个。最重要的是过去16人没有创造价值，现在的8个人则在持续创造价值。

从这个故事里我们能看到，公司最大的浪费一是组织设置的错配；二是人岗不匹配的浪费；三是人员效率的浪费。 

2. 食堂的故事

东莞是制造业企业聚集的地方，来东莞打工包吃、包住是标配，我们过去在管食堂中反反复复出现的情况是自己管不好，饭做不好，贪污腐败。然后搞外包，外包又管不好，总和员工的需求有偏差。后来我专门主持开了一个会，还是从第一性原则出发，研究食堂的问题。

首先我们分析了外包的优势：一是集采，二是专业化。之后我们到市场一看，三千人规模（的食堂）做企业集采，我们和外包的采购价都达到了规模经济的起点，外包没有绝对性优势。而外包的厨师同样流动性很大，所以所谓的专业度高也站不住脚。我们进一步思考，做食堂的目的是什么？我爱我们的员工，所以当然希望他们能吃好。外包是以盈利为目的的，对我们的员工是看人头数做菜，因此我们两个出发点完全不一样。

从这个思考来讲，我们坚定了必须自己搞，可是老板一旦要求管好食堂，行政部就会告诉你一句话：众口难调，搞不好。我们总是用泛泛的理由为自己找借口，而真的去思考这个问题后，很快发现众口难调是一个伪命题，因为员工对食堂要求其实并不高，做到三点就能有90%的满意度：一是肉多不多；二是种类丰富不丰富；三是食品是否安全。搞清楚这三点后，当行政部再用众口难调搪塞我的时候，我说绝对不是。你把三个东西保障好，一是主材的采购；二是食品安全的保障；三是菜品的丰富。这样我们食堂不会差。 CXO UNION-CXO联盟（cxounion.cn）

在做中央集采的过程里，我们也确实降低了很多成本。后来我们又去研究菜应该怎么买？这其实也是一个很有意思的事情，通俗做法就是派两个人买菜，一个人买，另一个人监督，但这种做法在现实中是错误的。它演变成两种情况，要么两个人一起贪污，要么两个一起博弈，前者成本扩大了；后者事做不好。

当管理出现问题的时候，特别容易做加法，最终造成组织拥堵，官僚产生，变成我们在做正确的事情时把事做错。我们最后怎么做的呢？和农批市场谈，把它每天公布的价格中前十名高价去掉，取到中间往下，平均价打八折，作为我们蔬菜的规定价格，超过这个价格，系统报销进不去。

所以从第一性原则出发，我们没什么管得不好的，关键就是不断思考、持续精进。

3. 数字化的故事

数字化是特别宏大的一个话题，在各个场合听课，感觉不提数字化转型，这个企业家就要被时代淘汰。怡合达是一个很传统的企业，我们也在尽力做数字化，这并非是因为我们多厉害，而是因为我们的业务特征和特点——我们有5万多家客户，被逼得必须用数字化的工具。

今年我们在数字化部分的投资占营收的2%（大概六千万）。说多不多，说少不少，但还是不够用。宏大的数字化话题，我并不敢谈，和大家分享一下，我们在实践中逐渐有的几个结论：

第一，对于99%的企业来说，数字化实际上就是用来提升管理效率、管理精度的工具。既然是工具，就要看投入产出比，像一块田一样，两亩地用锄头就行了，如果一万亩地，就得用拖拉机，一定不能本末倒置，一定要正视它的工具属性。数据化根本不能提升任何管理水平，相反是在管理基础非常好的时候，使用数据化、数智化才容易成功。大家幻想买一套数字化管理软件，搞一个数字化转型就能提升我们的管理水平，这绝对不可能的。数字化只能是在企业管理已经有了好的经验时，用来固化、优化、提升效率的工具。  CXO UNION-CXO联盟（cxounion.cn）

第二，很多人说数字化是一把手工程，我不太信。为什么？一把手不是神，不可能什么都懂，但一定要找一个懂业务的，同时还能理解你的管理思想、管理逻辑的人来做数字化转型的一把手。数字化不光是用来提升效率，同时也是将管理思想具象化。不同的一把手管理思想是不一样的，有人激进、有人保守、有人鼓励、有人控制，这些特征跟数字化管理都有关系。所以一定要找懂业务、懂流程、懂管理思想，老板又相对信任的人，他才能敢犯错来做这件事。如果大家从外面的大企业找一个大拿，给一千万年薪做CIO，大概率会死翘翘。因为你授权公司围着他转，但他懂你的业务吗？懂你的流程吗？懂你的思想吗？这样一定是不成功的。

第三，做数字化一定不能着急，要拿出相对独立或封闭的小业务域，去小范围试验。这样不仅投入小，还容易成功。打了胜仗后一号位就会获得信心，否则一个失败接着一个失败，你自己也投不下去，杜绝叶公好龙。

三、“以客户为中心”是目的还是手段？

今年外部环境的竞争加剧、内卷、价格战，增收不增利。越是在这样的情况下，越是迫使大家深入思考什么叫“以客户为中心”？我们到底是把它当作口号还是真正的行动自觉，它是目的还是手段？

我觉得“把以客户为中心作为目的最后赚到了钱”和“以客户为中心作为手段来赚钱”这两件事的行动看似是一样的，但结果却完全不一样。

今年年初广东省委开的第一个大会叫“高质量发展大会”，这表明了今年的工作重点。而我们怡合达开的第一个大会叫“以客户为中心再出发”，我们所强调的东西其实就是没有做好的事情，对于“什么是以客户为中心”这个灵魂问题，我给出三点解释： CXO UNION-CXO联盟（cxounion.cn）

第一是当公司利益和客户利益在边界模糊、发生冲突的时候，客户利益第一，公司利益第二。

第二是要把整个自动化装备行业以及其中所服务客户的健康持续发展作为公司的最核心的战略目标。当短期利益、中期利益和行业的长期健康发展发生冲突的时候，以行业健康发展为第一。

第三是把解决客户的痛点当作责任，而不是机会。

这里我们再讲三个小例子来看“以客户为中心”到底如何理解。如果做得不对或大家不认可的地方，请当反面教材来看待。

1. 贷款管理

我们过去贷款管理是非常严格的，要看财务报表的净现比。经营现金流的净流入和现金比，最高达到98%，这背后是我们严格的货款管控制度。但今年我们改了，怎么改的呢？今年我们下游客户大部分企业面临资金链紧张的挑战，我们针对不同的企业采取了不同的货款管理方式。

比如，如果这个客户的收款能力比较差，在一定范围内，我们给予他支持（延长货期），这么做，报表肯定不好看，从上市公司的逻辑来讲是不对的，因为经营现金流一定会变差，但是我们这么做的基本逻辑在于，不能把我的每个客户看成贡献现金的奶牛，我们更愿意融入客户中，把他们当成我们生态链中的一环，共生、共融、共存。哪怕是短期承担一点风险，我们也愿意这么做。对客户而言，我们有相对的话语权，但是依然选择共克时艰。

2. 备用产能

我们的供应商特别散、特别小，很多时候采购比自己做要便宜。现在整个外部经济环境变差，我们很多小微客户经营非常困难，持续不断地倒闭、亏损。这不是我一家企业能帮扶得了的，但是我们开始在很多的单向产品上构建第二产能，自己开始做一部分，这样做的成本比采购还要贵，并且一段时间内影响我们的利润率。但因此我们也能保证下游客户，尤其是小微客户的长期供应链安全，这个时候坚持不断地扩大这种备用产能，并不是为了赚取更多利润，而是为了保证客户在最紧急的关头不会因为选择我而掉链子。

3. 管理平台

在我们5万多家客户中，大概有两万多家客户都在一千万以下，数字化水平、管理水平都很差。所以我们根据行业普遍的需求开发了很多数字化应用管理平台。大家说你开发肯定有目的，但现在我确实没有去想过商业变现，只要客户要的，我们先做，只要需求在这里，商业变现可以慢慢想。 CXO UNION-CXO联盟（cxounion.cn）

跟大家讲这三个小故事，并不是说我们怡合达有多高尚，而是在这些背后的三个管理逻辑：

第一，一把手每年做的大部分事情就是决策。大多数的时候，决策面临的就是灰度认知、黑白决策——认知的环境是模糊的，而决策要非黑即白，不可能不做决策。因此，必须构建一个支点，就是客户利益。我相信，如果我们把任何的决策都建立在客户利益这个支点上，我们的决策对的概率会高一些，然后拉长时间维度后，决策质量也会随之提升。 

第二，企业家尤其是民营企业家没有资源、也没有行政力量，只是做了一件事情——无中生有，整合资源为客户创造价值。民营企业家的特点就决定了只能通过利他才能利己，这不是我们高尚，而是如果不利他就没有办法利己。为客户创造价值，我们才有价值。

“但做好事，莫问前程”底层的潜台词是只要做了好事一定有前程，我们既然明白只有利他才能利己的底层道理，那我们干脆就把利他进行到底，然后在长时间维度内收获自己的成长，收获自己客户反馈的价值。

第三，给客户提供价值背后有两个东西：态度和能力。

光有态度不行，还要有能力，态度和能力又是相辅相成的，你有强烈的态度，一定会激发你能力的成长。一号位一定要做“术要精，道要稳，人要本”。如果没有坚持做本分的人，坚持正确的道路，自私、侥幸、贪婪、自我保护、趋利避害等所有人性的弱点，在你做决策的时候就会蹦出来干扰你。平时我想做好人，一旦有诱惑就不是好人了，平时我就想做清官，一有人送礼我就受不了……我们之所以人要本，就是要以客户为中心，不断以此来抗拒我们人性中的自私、贪婪等弱点。 CXO UNION-CXO联盟（cxounion.cn）

四、过冬除了备棉衣，还要有好的心态

最后想和大家分享的一点是企业家的心态。

我认为只有自己先具备平和的心态，才能让我们的企业更长远，只有我们让自己快乐，才能给别人创造价值。如果自己苦哈哈地去给别人创造价值，一段时间可以，长时间肯定不行。中国有一句话古话，“时来天地皆同力，运去英雄不自由”。做企业真的是一命、二运、三风水，风水是什么？我的字面理解，就是风的方向，水的方向。对于企业来说，经济的大趋势、大环境、国内国际的政治变化都包含其中。冬天里不但要多准备棉衣，还要有清醒的认识，过去中国经济40年的高速发展，在座的企业家包括我都分享到了红利，但是高速增长的时代已经落幕，另一个环境开启了，我们每个人都经历过，我们自己要好好审视一下我们靠什么赚钱的？到底是靠机遇，靠运气，靠信息差、能力差、时间差、格局差？

如果我们对经济环境依然有信心，对自己愿意在一个新的生命周期验证自己，我们就勇敢地面对，并且坦然地接受一切可能的结果，对结果要接受，对过程要享受，不要把自己搞得苦哈哈的。

肖老师经常告诉我们做“三好”企业家：家庭好、身体好、企业好。“身体好”我理解的并不是说让我们长命百岁，而是我们不要拿命换钱。“家庭好”不是娶一个漂亮老婆，养一个孩子考上哈佛，我们要营造有爱的家庭。“企业好”不是让每个企业都成为伟大的企业，而是成为对客户有价值的企业，当一个时代落幕，另一个时代到来的时候，我们有没有勇气面对未来？

如果没有，优雅的转身也是另外一种生活方式，毕竟每个人创业的时候，99.9%企业的初心就是让自己的生活更好一点，只有0.01%的人想改变世界，我相信工坊只有一两个人想改变世界的，大部分创业的初心就是让生活更好一点，对新环境产生恐惧，优雅离去，也是可以接受的，人生的选择。最不能要的是对过去的无限眷恋，对现在充满恐惧，对未来的未知充满彷徨，这些态度都是不能要的。 CXO UNION-CXO联盟（cxounion.cn）

我依然相信，任何伟大的企业都是经过时间的磨炼，经过周期锤炼的，正所谓“沉舟侧畔千帆过，病树前头万木春”，我相信我们工坊的企业家在周期的时间内都会做蓬勃生长的万木，共同辉映中国未来经济之春。谢谢！

翻译：

Yiheda chairman Jin Liguo: winter in addition to prepare cotton-padded clothes, but also have a good mentality

Introduction

On October 28, the 12th Annual Meeting of the Private Board of Directors of Chinese Entrepreneurs was opened in Shanghai. With the theme of “Middle Stream: Growth and Dividends in Great Changes”, the annual meeting discussed the current business environment and development path of enterprises from multiple levels and perspectives such as big history, macroeconomics, technological innovation, sociology, business management, and change management.

This article is compiled from Dongguan Yiheda Automation Co., LTD. Chairman and general manager Jin Liguo “Practice the original intention, through the cycle” of the speech, to share with you.

Dear workshop brothers, hello! CXO UNION-CXO联盟（cxounion.cn）

Standing on the stage to give a speech, I was particularly scared, because from the scale of the enterprise, we are not big; From the industry, we are not tall, just a parts industry; On a personal level, I am one of the few high school graduates in the workshop. I originally declined the invitation, but Mr. Xiao said that the state will hold a conference, and there will be representatives of scientists and entrepreneurs, so you can be the representative of farmers and entrepreneurs. Therefore, today, as a representative of farmers and entrepreneurs, I will talk about my experience and feelings.

First, the Invisible “Moat”

Yiheda is an automated parts company, which is a very traditional industry. We started in 2010, listed on the GEM in 2021, listed for three years, although experienced the epidemic, containment, economic downturn cycle, but in the three difficult years, we also maintained a good growth – compound growth rate remained at 40% for several consecutive years, while achieving 22% net profit (after tax), which is also a passing answer to the market.

How did Yiheda do it? In fact, it is a sentence – cost leadership, efficiency first, data speak, continuous improvement – this sentence is easy to say, but it is difficult to do; It looks earthy and tastes delicious. As the number one position of the enterprise, how to understand this sentence, and how to make it not so difficult to do it?

First of all, the number one position in the enterprise has the highest power, and a pen can control the final approval, which is equivalent to mastering a total valve and total control of enterprise expenditure. At this time to do is to tighten the total valve of this expenditure and use it well. When the situation is relatively poor, marketing expenses, research and development expenses, digital investment, welfare expenses, etc., will be less, then it will be a game with the research and development director, marketing director, digital director. However, from the perspective of the management level, each level of management will create poor information, the upper level and the lower level are naturally weak in information, you will not win when you go to talk to the directors, they will tell you ten thousand truth. Then the number one position must have the courage to do the pressure of the enterprise – do not be reasonable, only say how much the cost must be reduced. So can high pressure solve the problem? Short-term (phase) can certainly be solved, but once the high stress subsides, it will rebound to normal. CXO UNION-CXO联盟（cxounion.cn）

Further, we need to connect the capillaries of all the business activities of the enterprise, and constantly let the rationality of the process be reviewed.

Yiheda in addition to a financial accounting, there is also a management accounting. Because financial accounting corresponds to the tax law, there will be a lot of post-event rules, and business accounting can present all business activities in a timely manner, we make business accounts to the depth of five levels, which is equivalent to under my main valve, there are medium valves, small valves, in any capillary installed a valve, we constantly observe it, and then present this data in a timely manner. Thus, the cost reduction and efficiency increase of “sports” will gradually become the action consciousness of managers.

For example, for a very detailed packing box, our company uses about 5,000 packing boxes every day, and the cost of packing boxes accounts for 0.38% of the total marketing cost, which is the result of our continuous reduction. I have asked a lot of my peers how much of their packaging costs are in marketing costs, but no one has answered – because 0.38% is really too low, but I want to tell you that 0.38% is now, this number used to be 0.5%. Every year, when we make a budget, we must talk about reducing the cost of every valve, even if it is 0.01 points, this year is 0.38, next year is 0.37.

▲ Mr. Jin Liguo shared at the 12th Annual Meeting of the Private Board of Directors of Chinese Entrepreneurs of the Experience Workshop

In this case, our managers will come up with a lot of measures, such as the weight of the goods is large, small, our past packaging boxes are a standard, and now we will set the thickness of the package according to the weight size. Although this increases the trouble of management, it does effectively reduce the cost, and the thickness and weight of the packing box are accurately matched, the large box is covered with the inner box, and the inner box is thin, which continuously reduces the cost and reduces waste. CXO UNION-CXO联盟（cxounion.cn）

More importantly, this not only does not increase management costs, but can allow our managers to have a grasp in the actual work, management can be concrete, but also to cultivate people’s micro-innovation ability, in the long run is a very good means to train talents. By continuously accumulating the ability of fine management below the water surface, and then constantly fixing these capabilities in a digital way, it will gradually form a small know-how in various management, and become a moat that everyone can’t see under the enterprise.

Second, the first principle of management

Over the years, Yiheda has always adhered to the first principles of management. What are first principles? Let me give you three examples.

1. The security guard’s story

We expanded the area of the factory last year, and accordingly, our administration department wanted to increase the security staff, which seems to be a very normal thing, and the general boss approved it with a stroke of the pen. But then I asked a question: What does a security guard do?

After the investigation, the administration department found an interesting situation that security guards spent 35% of their time checking the trunk of employees to and from work to steal anything, and 40% of their time patrolling the factory. We came to the conclusion that 70% of the security guard’s working time was ineffective. Our products are those iron bumps, chuai a useless, chuai more and can not take away, and now the technology is so developed, in fact, you do not need to use manpower to prevent theft. So, we got the guard all wrong. So what’s the value of security? How to create this value? Then there are the following positions: concierge in the factory; Fire trainer in a factory; After work, the manager of the logistics facility resets the job responsibilities and contents of the security guards according to the 5S of the official field.

With this management, the number of security guards not only did not increase, but also dropped by eight. The most important thing is that the past 16 people did not create value, and the current eight people continue to create value.

From this story, we can see that the biggest waste of companies is the mismatching of organizational Settings; The second is the waste of mismatch between people and posts; The third is the waste of personnel efficiency. CXO UNION-CXO联盟（cxounion.cn）

2. The story of the canteen

Dongguan is a place where manufacturing enterprises gather, come to Dongguan to work for food, accommodation is standard, we used to be in the management of the canteen over and over again the situation is not good at their own management, rice is not good, corruption. Then engage in outsourcing, outsourcing and management is not good, the total needs of employees have deviations. Later, I specially presided over a meeting, or from the first principles, to study the problem of the canteen.

First, we analyze the advantages of outsourcing: one is gathering, the other is specialization. After we went to the market to see that the scale of 3,000 people (canteen) to do enterprise collection, we and outsourcing procurement prices have reached the starting point of economies of scale, outsourcing has no absolute advantage. And outsourced chefs are also very mobile, so the so-called high degree of professionalism is not tenable. We further thought, what is the purpose of making a canteen? I love our employees, so of course I want them to eat well. Outsourcing is for the purpose of profit, and our employees are based on the number of people, so our two starting points are completely different.

From this point of view, we firmly believe that we must do it ourselves, but once the boss asks to manage the canteen, the administration department will tell you a word: everyone is difficult to tune, maybe not. We always use general reasons to find excuses for themselves, and really think about this problem, soon found that it is a false proposition, because the staff of the canteen requirements are not high, do three points can have 90% satisfaction: one is more meat; Second, whether the variety is rich or not; The third is whether the food is safe. After figuring out these three points, when the administration department again used the public to give me the runaround, I said absolutely not. You have three things to ensure good, one is the main material procurement; Second, the guarantee of food safety; Third, the variety of dishes. So our canteen won’t be bad.

In the process of doing central mining, we have indeed reduced a lot of costs. Then we went to study how to buy vegetables? This is actually a very interesting thing, the popular practice is to send two people to buy food, one person to buy, the other person to supervise, but this practice is wrong in reality. It turns into two situations, either two people embezzling together, or two people gaming together, and the cost of the former increases; The latter is not doing well.

When there is a management problem, it is particularly easy to add, which eventually leads to organizational congestion, bureaucracy, and we do the wrong thing when we are doing the right thing. What did we end up doing? Talk with the agricultural market, remove the top ten high prices in the prices published every day, take the middle down, the average price is 20% off, as the stipulated price of our vegetables, more than this price, the system can not be reimbursed.

Therefore, from the first principles, we have nothing bad to manage, the key is to continue to think, continue to improve. CXO UNION-CXO联盟（cxounion.cn）

3. Digital stories

Digitalization is a particularly grand topic, listening to lectures on various occasions, I feel that without mentioning digital transformation, this entrepreneur will be eliminated by The Times. We are a very traditional company, and we are also trying to do digital, not because we are good, but because of the characteristics and characteristics of our business – we have more than 50,000 customers, who are forced to use digital tools.

This year we are investing 2% of our revenue (about $60 million) in digital. No more, no less, but it’s not enough. I dare not talk about the grand digital topic, and I would like to share with you some conclusions that we have gradually come to in practice:

First, for 99% of enterprises, digitization is actually a tool used to improve management efficiency and management accuracy. Since it is a tool, it is necessary to see the input-output ratio, like a field, two acres of land with a hoe on the line, if ten thousand acres of land, you have to use a tractor, must not put the cart before the horse, must face its tool attributes. Data can not improve any management level at all, on the contrary, when the management foundation is very good, the use of data, data intelligence is easy to succeed. Everyone fantasize that buying a set of digital management software and engaging in a digital transformation can improve our management level, which is absolutely impossible. Digitalization can only be used as a tool to solidify, optimize and improve efficiency when the enterprise management already has good experience.

Second, many people say that digitization is a master project, but I don’t believe it. Why? The leader is not a god, it is impossible to understand everything, but we must find a person who understands the business, but also can understand your management thinking, management logic to do the digital transformation of the leader. Digitisation is not only used to increase efficiency, but also to concretise management thinking. Different leaders’ management ideas are different, some are radical, some are conservative, some are encouraged, some are controlled, and these characteristics are related to digital management. Therefore, we must find people who understand the business, understand the process, understand the management idea, and the boss is relatively trusted, so that he can dare to make mistakes to do this thing. If you find a big winner from a big enterprise outside and pay 10 million annual salary to be the CIO, there is a high probability that you will die. Because you authorized the company to revolve around him, but does he understand your business? Understand your process? Do you understand your thoughts? This is not going to be successful. CXO UNION-CXO联盟（cxounion.cn）

Third, digitalization must not be rushed, and it is necessary to take out relatively independent or closed small business domains to experiment on a small scale. This is not only a small investment, but also easy to succeed. After winning the battle, the number one position will gain confidence, otherwise one failure after another, you will not be able to cast down, put an end to Ye Gonghaolong.

Third, “customer-centric” is the end or the means?

This year, the competition in the external environment has intensified, the internal volume, the price war, and the increase of income does not increase profits. The more in this case, the more forced everyone to think deeply about what is “customer-centric”? Do we use it as a slogan or as a real sense of action, an end or a means?

I think the actions of “making money by being customer-centric as an end” and “making money by being customer-centric as a means” seem to be the same, but the results are completely different.

The first conference held by the Guangdong Provincial Party Committee at the beginning of this year was called the “High-quality Development Conference”, which indicated the priorities of this year’s work. And we Yihe Da opened the first conference called “customer-centric and then start”, what we emphasize is actually not done well, for “what is customer-centric” this soul problem, I give three explanations:

The first is that when the boundary between the interests of the company and the interests of the customer is blurred and there is a conflict, the interests of the customer come first and the interests of the company come second. CXO UNION-CXO联盟（cxounion.cn）

The second is to take the healthy and sustainable development of the entire automation equipment industry and the customers it serves as the core strategic goal of the company. When short-term interests, medium-term interests and the long-term healthy development of the industry conflict, the healthy development of the industry as the first.

The third is to treat customer pain points as a responsibility, not an opportunity.

Here are three more small examples of how “customer centricity” is understood. If it is not done right or recognized by everyone, please look at it as a negative example.

1. Loan management

In the past, our loan management was very strict and we had to look at the net cash ratio of the financial statements. The ratio of net operating cash flow to cash is up to 98%, which is behind our strict payment control system. But we changed it this year. How? This year, most of our downstream customers are facing the challenge of tight capital chain, and we have adopted different payment management methods for different enterprises. CXO UNION-CXO联盟（cxounion.cn）

For example, if the customer’s collection ability is relatively poor, within a certain range, we give him support (extend the delivery time), so do, the report will certainly not look good, from the logic of listed companies, because the operating cash flow will be worse, but the basic logic of our doing so is that we can not treat each of my customers as a cow contributing cash. We are more willing to integrate into the customer, regard them as a part of our ecological chain, symbiosis, integration, coexistence. We’re willing to take even a little risk in the short term. For customers, we have a relative say, but still choose to overcome difficulties together.

2. Spare capacity

Our suppliers are very scattered and very small, and in many cases purchasing is cheaper than doing it yourself. Now the whole external economic environment is deteriorating, many of our small and micro customers are very difficult to operate, and they continue to close down and lose money. This is not something I can help as a company, but we are starting to build secondary capacity on a lot of one-way products, starting to do some of it ourselves, which is more expensive than purchasing, and it will affect our profit margins for a while. However, therefore, we can also ensure the long-term supply chain security of downstream customers, especially small and micro customers. At this time, we insist on constantly expanding this spare capacity, not to earn more profits, but to ensure that customers will not fall off the chain because they choose me at the most urgent moment.

3. Management platform

Among our more than 50,000 customers, about 20,000 customers are below 10 million, and the level of digitalization and management is poor. Therefore, we have developed many digital application management platforms according to the general needs of the industry. Everyone said that you must have a purpose for development, but now I really did not think about commercial realization, as long as the customer wants, we do it first, as long as the demand is here, commercial realization can be slowly thought about.

To tell you these three short stories, it is not to say how noble we are, but the three management logic behind these: CXO UNION-CXO联盟（cxounion.cn）

First, most of what a leader does each year is make decisions. Most of the time, the decision is faced with gray cognition, black and white decision-making – the cognitive environment is fuzzy, and the decision should be black or white, it is impossible not to make decisions. Therefore, it is necessary to build a fulcrum, that is, customer interests. I believe that if we base any decision on the fulcrum of the customer’s interests, the probability of our decision will be higher, and then the quality of the decision will be improved after lengthening the time dimension.

Second, entrepreneurs, especially private entrepreneurs, have no resources and no administrative power, but just do one thing – create something out of nothing and integrate resources to create value for customers. The characteristics of private entrepreneurs determine that only through altruism can self-interest, this is not our noble, but if unfavorable he has no way to self-interest. Create value for customers, we have value.

“But do good, don’t ask the future” the subtext of the bottom is that as long as you do a good thing, there must be a future, since we understand the bottom truth that only altruism can be egoistic, we simply carry out altruism in the end, and then harvest their own growth in the long-term dimension, and harvest the value of their own customer feedback.

Third, there are two things behind delivering value to customers: attitude and competence.

Attitude alone is not enough, but also ability, attitude and ability are complementary, you have a strong attitude, will stimulate the growth of your ability. The first position must be done “the art must be fine, the way must be stable, and the person must be this.” If there is no one who insists on doing his duty and adheres to the right path, all human weaknesses such as selfishness, fluke, greed, self-protection, seeking benefits and avoiding harm will pop out and interfere with you when you make decisions. Usually I want to be a good person, once there is temptation is not a good person, usually I want to be a honest official, a gift I can not stand…… The reason why we want this is to take the customer as the center, and constantly use this to resist the selfishness, greed and other weaknesses in our human nature. CXO UNION-CXO联盟（cxounion.cn）

Fourth, in addition to preparing cotton-padded clothes in winter, but also have a good attitude

The last thing I want to share with you is the entrepreneurial mindset.

I think only if we have a peaceful state of mind first, can we make our enterprise more long-term, only if we make ourselves happy, can we create value for others. If you bitter haha to create value for others, a period of time can be, a long time certainly not. There is an old Chinese saying, “When time comes, heaven and earth work together, and heroes are not free.” Doing business is really a life, two luck, three feng shui, feng shui is what? I literally mean the direction of the wind, the direction of the water. For enterprises, the general trend of the economy, the environment, domestic and international political changes are included. Winter not only to prepare more quilted clothes, but also to have a clear understanding, the past 40 years of rapid development of China’s economy, entrepreneurs including me have shared the dividend, but the era of rapid growth has come to an end, another environment has opened, each of us have experienced, we have to take a good look at what we rely on to make money? Is it by chance, by luck, by poor information, poor ability, time difference, poor pattern?

If we still have confidence in the economic environment and are willing to verify ourselves in a new life cycle, we should face it bravely, and calmly accept all possible results, accept the results, enjoy the process, and do not make ourselves miserable. CXO UNION-CXO联盟（cxounion.cn）

Xiao teacher often tells us to do “three good” entrepreneurs: good family, good health, good business. “Good health” I understand is not to say let us live a long life, but we do not trade life for money. “Good family” is not to marry a beautiful wife, raise a child to go to Harvard, we want to build a loving family. “Good enterprise” is not to make every enterprise become a great enterprise, but to become a valuable enterprise for customers, when one era comes to an end, we have the courage to face the future?

If not, elegant turn is also another way of life, after all, when everyone starts a business, 99.9% of the original intention of the business is to make their life better, only 0.01% of the people want to change the world, I believe that only one or two people want to change the world, most of the initial intention of entrepreneurship is to make life better, fear the new environment, and leave gracefully. And it’s acceptable. Life choices. The most can not want is the infinite attachment to the past, full of fear for the present, full of uncertainty about the future, these attitudes are not wanted.

I still believe that any great enterprise is tempered by time, tempered by the cycle, is the so-called “sunken boat side thousands of sails, the sick tree in front of the spring,” I believe that our workshop entrepreneurs will be thriving in the cycle of time, and jointly reflect China’s future economic spring. Thank you! CXO UNION-CXO联盟（cxounion.cn）

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