Bao Si Group also looks like a "myth". A person without any power or wealth background, in less than 12 years, has developed from a little-known small enterprise into an international large group company with more than a dozen companies and tens of thousands of employees, with an annual output value of 2.2 billion yuan and tax payment of10.90 billion yuan. Its development process seems to be very smooth, with few major twists and turns. In the meantime, its output value increased rapidly by 100% every year, and even reached 200% in some years. Some of its brands, such as "Shu Lei", have been able to compete with Procter & Gamble, the "giant" of the world daily chemical industry in market share. Its unique pioneering course aroused our interest. Compared with the aggressive situation of its products in the market, this company and its * * * are very low-key and rarely see their reports in the media. Its product advertisements in the mass media only began to increase in the last two years. The development of capital has a primitive accumulation period, which is an extraordinary period of capital development, all over the world. However, judging from several interviews Liang Liangsheng received and introductions from Bos, he emphasized the influence of his early life on his later success. He emphasized three aspects: suffering, learning and communication (political and ideological work) and the nature of never being satisfied with the status quo. This group company is actually a Hong Kong-funded company. However, due to the mainland background of its boss, Liang Liangsheng, and the fact that the group company mainly develops in the mainland, people often inadvertently regard it as a mainland enterprise.

Liang Liangsheng and his contemporaries had similar experiences. He went down to the countryside to do the "revolution", worked as a worker and led the Communist Youth League at the grassroots level. But like many successful people, unlike many ordinary people, he got different life insights from these experiences, which made him embark on a different path.

Although Liang Liangsheng's grandparents are Indonesian overseas Chinese, both parents live in New China and are grass-roots cadres of state-owned enterprises. His family background, especially his mother, cultivated his competitive spirit. He always wanted to do better than others and give his mother a chance. When he later summed up the influence of life on him, he thought that life made up for his efforts. At that time, he was an unknown miner in the mine, a young man with no background and no concern; Secondly, his body is not strong, but his work is strong physical labor, and he can't stand up straight all day long. This is a pyrite, which is used to extract sulfur. Sulfur is hot, very hot. As soon as you enter the mine, you must take off all your clothes and wear only shorts and rain boots. After a class, almost half of the rain boots are sweaty, and the whole rain boots "squeak" when walking. But he never complains and does heavy work every day. He changed from an underground miner to a photographer because he can endure hardships and do things best without disconnecting his brain. Terminal marketing strategy

This special road is the terminal marketing strategy used by Bos. In marketing, Bao Si gave a good demonstration to those who want to start a business, how to bypass the advantages of big companies and give full play to their own strengths. In fact, Bao Si Company attached great importance to terminal marketing from the beginning. Liang Liangsheng thinks this is a consistent feature of their marketing work. At first, Bao Si cooperated directly with state-owned wholesale stations and adopted a model that others did not have. Other enterprises just gave the goods to the wholesale station and left them to the wholesale station. Moreover, after Bao Si handed over the goods to the wholesale station for wholesale, he personally went to do marketing propaganda to help the wholesale station sell the goods. Liang Liangsheng believes that "the practice of the past ten years has proved that Bao Si is developing at a double speed every year, which is inseparable from the special marketing methods of state-owned wholesale and private terminal promotion, in addition to the favorable conditions and favorable people." Facts have proved that this special marketing method of state-owned wholesale and private terminal promotion played a key role in the early days of Bao Si. Always keeping an eye on the sales terminal is also an important magic weapon for Shu Lei to stand out later.

China Business News reported the terminal promotion in Lei Shu. It should be said that it is wise and helpless for Bao Si to choose this dock. From the very beginning, Bao Si Group had to confront P&G head-on, because the main consumer group of shampoo is still in the city, and this field is exactly what P&G is making great efforts to do. As a strategy, C-Bag discovered the weakness of P&G. It doesn't start with high-end advertising like general brand promotion. They chose the ground war, starting from the shop. This bypassed the "gateway" guarded by P&G at that time and avoided the confrontation with the powerful opponent P&G-starting from what the opponent ignored. Not only is this verve, but Bao Si's hard work in the store can be said to be home. In many shopping malls in large and medium-sized cities, if you pay attention, you will find that Shu Lei shampoo always occupies the best position: on the shelves almost as high as customers, customers first see Shu Lei. Of course, these small details are not random, as can be seen from the efforts of Bao Si Group. The quality of Shu Lei guarantees many repeat customers.

When others were in hand-to-hand combat in TV advertisements, Lei Shu seized consumers step by step at the terminal, and began to develop and grow with this all-round, all-encompassing and continuous "barbaric" plunder. In 2000, in the heavily guarded P&G, Shu Lei occupied the second place in the shampoo market ... With Shu Lei as the pioneer, Bao Si Group began to break through the monopoly of P&G on the daily chemical market in China, and then launched a series of brands, all of which achieved remarkable results. By 200 1, the annual output value of Bao Si Group has reached 2.2 billion. Unique management thought

Liang Liangsheng's Plum Blossom and Sword, published in 1999, is a concentrated summary of his management experience. As can be seen from the book, his early work in the mainland and his later study had a great influence on him. Some people think that family management is a major feature that eastern private enterprises can't get rid of. However, except for Liang Liangsheng's brother-in-law, all the people born and raised with the establishment and growth of Bao Si Group are from Wuhan. His brother-in-law left shortly after the establishment of Bao Si, so Bao Si Group has no family color. However, it is also different from the western modern enterprise system. Therefore, Bao Si's management model has strong Bao Si characteristics. Liang Liangsheng is very proud of this. In the book Plum Blossoms and the Sword, he said that he appreciated a famous saying: "Since there is a score of 100 in the world, 99 points also include failure." He also said that his enterprise should be good at making up the last point on the ninety-nine points-making up the modern enterprise culture on the basis of the advanced experience of China enterprises. In an interview with People's Daily, he gave a concise and classic exposition of his management experience. He said that his experience is "to do a good job in people's ideological communication and team building." This is what I learned in state-owned enterprises. I have worked as secretary of the Youth League Committee, engaged in trade unions, and also engaged in social education and publicity in various factories in the chemical system. So I am familiar with the operation mode of ideological work in life, and know the advantages and disadvantages of traditional ideological work methods in state-owned enterprises, and how to make up for them. Some friends from Hongkong and overseas often say that it is very difficult to start a business in the Mainland, because they have completely adopted foreign management mode and lost the characteristics of China. They don't understand that China, after all, has a cultural background in China and China people have a cultural personality in China. If they copy all the foreign things and lack the tradition of nationality and humanity that China people want, for example, China people talk about friends, feelings and loyalty, then they are out of place. The ideological work tradition of state-owned enterprises contains many China cultural traditions. Only by supplementing modern enterprise management methods at this point can we run a good enterprise in China Mainland. "Liang Liangsheng thinks that his art of leadership is borrowed from state-owned enterprises. What state-owned enterprises can learn from most is to do "ideological work". "Unfortunately, some state-owned enterprises have forgotten this advantage. However, in this process of reference, he also added some points and joined the thoughts of modern behavioral science. He called his political and ideological work "communication". The previous "political and ideological work" sometimes had a compulsion, while Bao Si's "communication work" was an equal communication, which was convincing and tempting. Liang Liangsheng believes that such communication can build a team. C-Bag has a "team building office", which is equivalent to the organization department of a large state-owned enterprise, with Liang Liangsheng as the director himself. The primary task of the team building office is to strengthen ideological work. Bao Si founded four editions of Four Treasures Wind, and later set up a message board on the intranet as a fixed garden for employees' spiritual exchange. In Liang Liangsheng's philosophy of complementary point, he also attached great importance to the compatibility of personality, which is the so-called complementary point of personality. In his enterprise, he attaches great importance to the full development of managers and employees' personalities, but he also requires them to be compatible with others' personalities, pay attention to listening to others' opinions and learn from others, and he himself does the same in the enterprise. Perhaps it is precisely because of the inclusiveness of him and his enterprises that Bao Si has great cohesion and innovative ability. Liang Liangsheng's so-called complementary philosophy is essentially a spirit of pursuing continuous learning, innovation and progress. This should be the basic quality necessary for a successful entrepreneur and a successful enterprise. However, Liang Liangsheng has another view of success. He may not admit that he can retire now. He said: "There are few perfect things that really reach 100. Therefore, any success of ours is only 99 points, and we always have to make up points, make up points and make up points. "