Entrepreneurial stories of successful people-1987, 43-year-old Ren raised 2 1 10,000 yuan to establish Huawei in Shenzhen; In the second year, Ren became the president of Huawei. In the following 28 years, with the enterprising spirit of continuous innovation, he led Huawei to continuously create business miracles, go out of China and go to the world. Today, Huawei has steadily grown from a private enterprise headquartered in Shenzhen, China to a Fortune 500 enterprise with annual sales exceeding 288 billion RMB. Huawei's telecom network equipment, IT equipment and solutions and intelligent terminals have been applied in more than 70 countries and regions around the world.
As the founder of Huawei, Ren has become one of the outstanding entrepreneurs in China. He was twice included in the list of 65,438+000 most influential people in the world by Time magazine ... Time magazine once commented on him: "Ren Zheng Fei is a tough guy who fights for ideas."
Entrepreneurs over 40 years old.
There is a saying that "25 to 35 years old is the best time to start a business, and 40 years old is quite late, except after 40 years old." The implication is that the younger a person is when starting a business, the more opportunities he has to try, and the greater his courage and strength. In contrast, Ren's success is more like an exception among exceptions: when he started his business, he was 43 years old. It's easy to start from scratch at 43.
However, even at this age, Ren still maintains the spirit of a young man. Shortly after Huawei was founded, Ren decided to take the road of independent innovation. 199 1 In September, Huawei rented the third floor of Yehao Village Industrial Building in Baoan County, Shenzhen as a place to develop program-controlled switches. More than 50 young employees followed Ren to start a business full of difficulties and unknowns. Although the environment is difficult, everyone is full of confidence in the future. With the courage to go forward, Ren went to the scene almost every day to check the progress of production and development, held meetings to study the difficulties he faced, and coordinated the division of labor to solve various problems.
The appointment of this spirit made up for the extreme shortage of materials in the company at that time, and let everyone work together for a better tomorrow for Qixin. 10 years later, Huawei's annual sales reached more than 20 billion yuan, and the company's headquarters moved to Huawei Industrial Park in Bantian, Longgang, Shenzhen. Huawei has survived the difficult years of starting a business.
A "hypothetical" future thinker
In the past 30 years of development, Huawei has always maintained a rapid pace of progress, created a variety of jaw-dropping business myths, and left its rivals with a long history and strong financial and technical strength far behind. Huawei's achievements today have played an important leading and decisive role.
Is an ever-present sense of crisis, silently leading this huge communication empire through the difficulties. From time to time, Ren heard the voice of "throwing cold water" inside Huawei, such as "Huawei has not succeeded, but is growing" and "Huawei's winter", and even asked employees to insist on criticizing themselves, today and tomorrow.
"This is not a sense of crisis, this is a hypothesis, assuming the future direction. We are assuming a crisis to compare Huawei, not creating a panic crisis. " Ren Zeng said humorously that his greatest power in Huawei is the right to think, and the role of thinkers is to bear. He further elaborated the importance of assumptions to thinking: "Only with correct assumptions can we have correct thinking; Only with the right thinking can we have the right direction; Only when there is a correct direction can there be a correct theory; Only with the right theory can we have the right strategy ... "This anxious assumption makes Huawei employees guard against arrogance and rashness and keep fighting.
At the same time, Huawei does everything with customers as the center and goes all out, even regardless of personal safety-for fear of making customers dissatisfied. This concept is the source of Huawei's sustainable development. "We can go as far as our thoughts can go." This slogan invisibly made the best footnote for Huawei's sustained high growth.
"Huawei's pursuit is to realize customers' dreams in the field of electronic information. With little efforts, we will become a world-class leading enterprise ... Through the transmission of market pressure, the internal mechanism will always be activated. "Huawei not only exported high-quality products, industry standards and advanced management systems, but also exported ideas. In fact, Ren's corporate philosophy has exerted a wide influence in China's business and other fields.
Ren said that Huawei needs a group of commanders in all aspects, strategists in management and research and development, thinkers who look up at the stars and undertake the future.
Global strategist
This is an era of the Internet. At present, the internet is subverting the traditional business model with its ubiquitous information communication, exchange and the transmission, presentation, mining and sharing of massive information resources, and has a huge impact and influence on more and more industries. Internet thinking began to prevail, even subverting and surpassing the previous industrial scientific management model.
2065 438+05- 10 was interviewed by Forbes magazine and talked about some hot topics such as China's innovation, "internet plus" and "Industry 4.0". Ren believes that the Internet is just a tool, and our purpose is to develop industries and solve people's problems of survival and happiness. Industry is the foundation of employment and social stability. Among them, the protection of intellectual property rights is crucial to innovation. Therefore, China must gradually realize industrialization in a down-to-earth manner. On the other hand, cloud computing is destroying the traditional IT industry based on selling products and services, including software, hardware, network equipment and traditional IT service providers. The subversive nature of cloud computing may be the biggest revolution in the history of IT industry.
Faced with such a situation and challenge, Ren put forward a forward-looking understanding of cloud computing and big data, and blew a firm charge horn. "The current 4K/2K/4G and corporate government demand for cloud services have created strategic opportunities for networks and data centers. This is our great window of opportunity, and we should dare to gather strength, invest intensively and attack saturation during the period when the window of strategic opportunity opens. Jump up, tear apart, develop in depth, and expand horizontally. Our strategic purpose is to enlarge and strengthen the pipeline platform at a high level. " 20 16 1 13 Ren said at the Huawei market work conference.
Focusing on "deep development and horizontal expansion", Ren analyzed how Huawei based on the main channel, gathered energy on the discovered strategic opportunities and grew rapidly. He proposed that the terminal business should exceed $654.38+000 billion in sales revenue within five years; Enterprise business should grasp the successful part, develop vertically first, and then expand horizontally. Smart cities, IT in financial industry is transforming to cloud architecture, power industry is transforming to digitalization, and the government and enterprises are expanding the demand for cloud services. These are all important strategic opportunities. Huawei must dare to compete with technology giants such as big data and cloud computing in order to usher in a new historical turning point and achieve better development.
In recent years, Huawei has entered the most glorious period in history in three aspects: operator business, terminal business and enterprise business. But for Huawei, the biggest variable, which is also more strategic and subversive, is cloud computing technology, which is related to Huawei's foundation and future life and death. This time, Ren once again showed a high enthusiasm for innovation and entrepreneurship, and launched an impact on world-class high technology.
"The future will be a completely interconnected world." This is the belief that Huawei has been working hard under its current leadership. For more than 20 years, Huawei has seized the historical opportunity brought by China's reform and opening-up and the rapid development of ICT industry, and made continuous innovations based on customer needs, winning the respect and trust of customers. Huawei adheres to the focus strategy, continuously invests in R&D in telecom infrastructure networks, cloud data centers and intelligent terminals, and drives innovation with customer needs and cutting-edge technologies, so that the company always stays at the forefront of the industry and leads the development of the industry. Huawei took the lead in building an efficient and integrated digital logistics system, which promoted the comprehensive interconnection and blending between people, people and things, and things and things, and promoted the progress of the industry and society.
On May 8, 20 14, the second successful entrepreneurial story, the express delivery giant SF officially opened a convenience store named "Hike" nationwide, with the first batch of 5 18 stores, thus entering the domestic hot O2O market on a large scale. This model will have a great impact on the domestic e-commerce pattern and will directly affect our daily life.
The first batch of SF "hackers" was 5 18, covering all provinces, cities and autonomous regions except Qinghai and Tibet. Hacker convenience stores can not only provide express logistics business and virtual shopping, but also provide ATM, cold chain logistics, group purchase and pre-sale, fitting room, laundry, home appliance maintenance and many other services.
Different from traditional physical stores, posters and QR code walls in SF "hacker" stores place virtual goods, and customers can choose various services by scanning QR codes, which is very similar to Argos, the largest O2O e-commerce company in the UK. In addition to trying on the samples of the trial clothes, "hackers" have no inventory in the store, which greatly saves costs and is expected to have an impact on physical stores in many industries.
The fierce and cruel but ever-changing tactics of the business community make people have to know the low-key mysterious head of SF, Wang Wei. Wang Wei didn't give any interview on 18, but everyone was looking for him. He kept a low profile, but kept the Hong Kong paparazzi undercover for several months. He didn't introduce strategic investment, just for a cooperation opportunity, let Citibank charge an agency fee of100000 USD.
SF is not going to go public, but many PE and VC are flocking to it, with 500,000 just to have dinner with the head Wang Wei. SF once kept a distance from e-commerce, but Wang Wei let Ma Yun meet twice and was called the most admired person. SF Express is the second largest express delivery company in China after EMS. Wang Wei is the head of this "Express Kingdom". At the moment when there are many contradictions between e-commerce and logistics, some people say: give you three years, three billion, and you can't get new ones.
Wei Wang is too mysterious to outsiders. "On one occasion, the leader of the State Post Bureau sent a message, but he declined politely." An industry newspaper editor said. Even the face of this person in charge has never appeared in the seven years since the publication of SF Express's internal magazine Communication. "Several times, Wang Wei's photos were published, all of which were in the back or extremely vague side photos."
So far, Wei Wang has only appeared in the media once. This seems to be a dramatic experience. In the spring of 20 10, Wang Weihua bought a piece of land in Lashali Road, Kowloon Tong, Hong Kong, and built two four-story detached houses with independent swimming pools. This transaction, which broke the record of real estate prices in the same district, attracted the attention of reporters from Hong Kong's Next Weekly.
Dedicated paparazzi not only waited for Wang Wei for several days in front of the office building of SF Shenzhen headquarters, but also sneaked into SF Hong Kong branch to be a courier all day. Finally, they took photos of Wang Wei. The article was published on the topic of "parallel buyers buy houses and buy 757 planes". This article can still be found online, but I can't find the photo of Wang Wei.
Not only the media are looking for Wei Wang, but also the managers of investment banks are looking for him. They don't just smell money out of gossip or curiosity, they obviously smell money. As early as 2004, FedEx contacted Wang Wei when it planned to enter the China market. It was rumored that FedEx wanted to buy SF at a price of 4 billion to 5 billion, but Wang Wei refused. In that year, SF's sales were 654.38+0.3 billion RMB.
1993, Wang Weicai was 22 years old. This Shanghainese with only a high school education started to do printing and dyeing in Shunde. At this time, the Pearl River Delta region often needs goods from Hong Kong. Seeing this business opportunity, Wang Wei started the "express delivery" of goods at the dock. With more opportunities, SF was born.
The original capital was 654.38 million yuan borrowed by Wang Wei from his father. Wang Wei used the money to rent a place of several hundred square meters in Taizilan Street in Hong Kong as a company. Under the demand of the market, soon SF started from Shunde and extended its reach to all parts of Guangdong, and began the blueprint expansion of "Express Kingdom" by means of cooperation and agency.
At the beginning of the development of the express delivery industry, expanding the scale and building outlets are the essence of all express delivery companies' "occupation of territory". Every time a point is built, a new company is registered, and the branches are owned by local franchisees, which makes SF firmly grasp the express delivery market in the Pearl River Delta in a few years. Under such crazy expansion, by 1997, Wang Wei almost monopolized all the express mail to Hong Kong.
It is reported that 70% of the express freight cars that were driving on the Tonggang Highway at that time belonged to SF's business. When Hong Kong returned to China, the Customs even refused the request of the state-owned enterprises for a piece of iron. At this time, Wang Weicai was 26 years old.
Wang Wei believes in Buddhism. There are six Buddha statues in his office. Even his business management is permeated with Buddhist theory. But like an embodiment of contradiction, he enjoys the tranquility brought by Buddhism, and off-road vehicles and extreme cycling downhill are also his favorites.
This adventurous character is also clearly reflected in the process of establishing SF. 1998, SF started to explode strongly after establishing the goal of differentiated operation, but this uncontrollable development model brought fatal trouble to this growing enterprise. Wang Wei once mentioned: "A contracting network is a small kingdom, and the pressure to cure these problems is very great."
Wang Wei, who lost control of the enterprise, came to power from 1999 because some SF franchisees carried private goods in the freight without authorization. There are rumors that Wang Wei was once hunted by Hong Kong society. Up to now, if someone is lucky enough to meet Wang Wei, they will find that this middle-aged man with extremely ordinary clothes is often accompanied by 4-6 big men. In 2002, Wang Wei successfully took over the power, and SF successfully changed from franchise system to direct operation system, and the company was headquartered in Shenzhen.
Just in 2003, the opportunity to lay the foundation for the future of Shunfeng Jiangshan appeared. This year, SARS was raging, and Wang Wei turned his attention to the aviation field in China, which had fallen into a trough due to SARS. He signed an agreement with Yang Zijiang Express Airlines for five charter flights, which took the lead in taking the express delivery industry to the sky, completed the layout of more than 200 outlets nationwide, and entered the fastest development period. After 20 years' development, direct selling mode, high-end positioning and air transportation have become the successful troika of SF.
It was not until recent years that Wang, the chairman of SF Express, was interviewed by the media Jiguang that some clues were revealed. Wang Wei has one of the most famous words: "I believe in Buddhism. I think people's achievements and skills have nothing to do with blessings, so it's nothing to have money and nothing to have skills." Making money is just a matter of karma. "
"So I think that some achievements in personal career are not worth rendering. Low-key is also beneficial to the management of enterprises. No employee recognizes you, so you can go deep into the grassroots to know the most real situation. I believe that the purpose of doing business is not to make money, but to be a platform through which I can realize my values and ideals. "
"The benefits of listing are nothing more than circling money and obtaining the funds needed to develop enterprises. SF is also short of money, but SF can't go public for money. After listing, enterprises become money-making machines. Every day, the change of stock price affects the nerves of enterprises, which is unfavorable to the management of enterprise management. "
"I am an enterprise. I want to make the enterprise develop for a long time and let a group of people get a dignified life. If it goes public, the environment will be different. You should be responsible to the shareholders. You have to ensure that the stock keeps rising, and the profit will become the sole purpose of the enterprise. In this way, enterprises will become very impetuous, as impetuous as today's society. "
"So, as the boss of an enterprise, you must know what you are going public for. Otherwise, it will fall into what Buddhists call' the vest is closed and trapped by the law'. It can be said that SF will not be listed in the short term, nor will it be listed for listing in the future, and listed for money. "
"Employees are the cause, and enterprises are the fruit"
Wang Wei's people-oriented business philosophy has recently become a widely spread content in commercial media: "In the process of rapid development of the company, the grass-roots managers of SF need to bear great pressure. This also puts forward higher requirements for this position. As a qualified grassroots manager, we must understand the company's values, the employment groups we face and the industries we are engaged in. "
"We can't ask every grass-roots manager's management ability to be born. Moreover, the company is developing, so we can't wait for them to grow slowly. We must help them grow at the fastest speed from the company level. For example, we are trying to make the demand for grass-roots management positions more clear, and set up corresponding skills training, and then set up a package to teach grass-roots managers, including teaching them how to work easily, how to serve first-and second-line employees and customers well, and learning how to use our supporting management tools to maximize the value of this knowledge. "
"As we have a clear understanding of the needs of each management position, we will launch some corresponding certifications and courses. At that time, as long as you have the basic conditions for promotion, you can choose the corresponding courses according to your own development direction and obtain the relevant management qualification certification. When you achieve the performance required for your job development, the company will evaluate whether you meet our values through performance interviews. "
"Combining these three aspects, according to the internal secret ballot evaluation, measure whether you meet the requirements of the management position you are applying for. In SF, personal growth does not depend on relationships, and one's own destiny is only in one's own hands. Employees are the cause, enterprises are the fruits, and enterprises can grow only when employees grow up. In the process of employee growth, we should also let the best employees grow as soon as possible. "