Gao Dekang: What Kind Of Person Is More Suitable For Starting A Business?

In 2007, Deyi holding group started business 15th anniversary.

Over the past decade, from two people, 3000 yuan of newly established funds and 12 square meters of small shops, to 3000 employees today, 2 billion of the modern business groups with annual sales of 2 billion, the founder, chairman / President Gao Dekang's answer is: striving for excellence and achieving dreams.

What are the absolute qualities of "pursuit of excellence"?

What are the preparations for "achieving your dream"?

What kind of person is more suitable for starting a business?

What are the laws of entrepreneurship?

How can we avoid possible risks at the very beginning?

This article unscramble the entrepreneurial history of Germany and Italy.

Gao Dekang: what kind of person is more suitable for starting a business?

Source: Chinese Youth magazine 2007 17 issue reporter Qi Xin, what kind of person is suitable for entrepreneurship?

Reporter: from a personal perspective, what kind of person do you think is suitable for starting a business?

Gao Dekang: self confidence and self challenge.

The challenge is that he will not be too secure and not too secure.

He must want to do some "breaking" jobs and seek "erect" in the "break".

Besides this character, he must have some ability.

Knowledge does not seem so important. I believe that most entrepreneurs, when he is determined to go to sea, is actually not prepared enough for his knowledge.

Reporter: mainly rely on practice to produce real knowledge.

Gao Dekang: Yes!

He must be very blind.

In fact, if all kinds of knowledge is nurtured, such entrepreneurs will usually fail.

For example, professors in a college may teach economic management, but he may not succeed.

This shows that a lot of knowledge and experience come from practice rather than from textbooks.

The spirit of struggle and challenge is the absolute quality that entrepreneurs need.

Reporter: what are the preparations for young people before starting a business?

Gao Dekang: I think we need to ask ourselves a few questions first.

The first question: who am I?

Who are you?

Can you withstand the hardships that you can't imagine at the beginning of your business?

Can you endure the torment of endless reward for a long time?

Can you resist the unforeseen temptations of success?

Can you always maintain a positive and alert attitude?

Too many questions require you to be honest with yourself.

The second question: what role will I play in the development of the country?

What kind of social responsibility do I have to undertake?

Many young people devote themselves to the business of the sea. First of all, they want to realize their dreams. However, the size of their dreams and the beginning of their business have to think about the role you play. Is it just a general sense of industry or big boss? Or is it a company with lofty aspirance and participation in the development and construction of the country?

The essential difference between the two is the different social responsibilities.

Often your conception is directly proportional to the size of your social responsibilities and the scale of your business development, and directly proportional to the degree of your entrepreneurial path.

When we established the Tao, we asked ourselves third questions: do I have a strategic vision?

1998 is the year of change in Germany and Italy. At that time, our annual profit was 5 million, and we had a very good life.

But during a trip to Europe, I found a brand new revolutionary embedded gas stove, which was counting the money at home.

Or deny the past and open up the future?

During the Spring Festival, I shut myself in the house for 7 days, and on the eighth day, I announced: no!

At the same time, we have been prepared to fight hard, and because time, opportunities, people, products, strategies and so on have been very accurate. In the past few years, the output value of China's gas cooker industry has been multiplied, and China's gas cooker industry has been rewritten.

This shows that we should be good at planning the development of enterprises from a strategic height. When the revolutionary cause arises, we must go all out with the mentality of the revolutionaries.

How to avoid venture risks?

Reporter: combined with your own experience, what are the bottlenecks that you most likely encounter in the whole business and the most easily developed bottlenecks in your own development?

Gao Dekang: risks may come from several aspects.

First, employ people.

Our lesson is that you must seek "red and expert" in terms of employing people.

We once pursued "red" and insisted on training ourselves. There was no problem in loyalty among these people. But his professionalism might be problematic. Later, we went to another extreme to seek professionalism, but neglected his loyalty.

In China, the mechanism of professional managers is not very mature.

Really professional managers are really rare.

If it is possible, the batch produced by foreign companies.

However, the corporate culture of foreign enterprises is very different from that of some of our domestic enterprises.

For example?

Gao Dekang: for example, in our domestic enterprises, we still pay attention to the harmony between people and people.

Foreign companies seem to pay little attention to these things. He wins by rules.

He thinks that it should be done according to a certain rule, and he will not understand what is on your mind and feelings.

Reporter: China is still a human society. It needs human feelings and rules.

Gao Dekang: Yes, at least for a long time.

At this time, there will be violent clashes.

So I think the first point is that people should be red and expert.

Especially those who are at the core.

Reporter: what standard do you have when you look at a person?

Gao Dekang: "red and expert" depends on time to discover.

Usually, it takes a year or so for a person to work around you, so you can really make this judgement.

How is this person's professional ethics?

How is his loyalty?

The loyalty we emphasize now does not mean that we are loyal to anyone. This is narrow.

Not even loyalty to an enterprise, but a loyalty to the profession he chooses: loyalty to your choice.

If you are not loyal to your choice, I don't think this can be a professional manager.

The discipline may be more of a test of its cognition and practice of rules.

Many managers may lack a certain sense of rules, let alone make a set of rules or practice a set of rules.

In fact, an enterprise as a social cell, he is faced with the entire market and the whole society, so there must be rules.

There must be rules in the interior, and rules must be faced when facing society.

From the perspective of rule awareness, we can see whether a person has such professionalism.

There is, of course, a technical aspect of professionalism.

The second aspect of financial management is financial management.

I think the importance of this point is probably not fully recognized by many pioneering enterprises.

Cashier management is only the most basic level, and there is another accounting.

That is to say, the control of the income and expenditure of the cashier only shows that your money has not fallen into the pockets of others. The second level is the most important: whether you have made money or how much money you have made.

Or loss or loss.

A lot of business accounts are not yet clear, and of course not.

Third is the maximization of capital efficiency.

In other words, where are these capital invested?

Where should I go?

How to make an integration of investment and capital to bring the best benefits to enterprises.

How can we build corporate culture?

Reporter: as far as your experience is concerned, is the establishment of corporate culture a kind of reinforcement construction at the very beginning, or is it built in the process?

Gao Dekang: no matter how small or small the company is, there is no way to avoid corporate culture.

Usually, when business owners realize that there is an enterprise culture, when is it?

Management can not control this enterprise.

Reporter: when it comes to danger.

Gao Dekang: Yes!

My judgement is that when the system fails to solve problems, corporate culture will jump out.

Reporter: when is your crisis?

Gao Dekang: around 2001.

At that time, the development of enterprises was like a raging fire.

But there are obvious signs of danger.

For example, some people will be able to deal with things in the absence of norms and scientific control, and no one will supervise them. For example, some people will make some gray events which are harmful to enterprises, such as power seeking personal gain.

It has already appeared, and once it occurs, if it is not stopped in time, it will expand and spread to other fields.

It even includes the salary system.

That is to say, when your business is developing vigorously, and your salary system remains unchanged, it is likely that a large number of staff will be lost.

We have had such a thing: there is an enterprise, the 60 employees of our workshop passed away.

Only then did we find the importance of the salary system. After that, the pay system went on track.

Then he realized a problem: once there are many employees and the main leaders of enterprises are not communicating with them, asymmetric information will happen.

They do not know where the future of the enterprise will go, and at this time we must have cultural indoctrination, because culture itself contains values, vision, business philosophy and business strategy.

When information asymmetry, employees will be lost, so cultural propaganda is extremely important.

Reporter: in the process of implementing corporate culture, as a leader, are you sure you will have some sacrifices?

Gao Dekang: that's for sure.

For example, why do I not want to be romantic?

This age should be a very relaxed age, but there is a demand for dress in corporate culture. For example, I never want to go to work at 9 in the morning. In fact, no one will come to force me. No one will ask the boss for such a request, but I always insist on going to work at 8. That is sacrifice.

So it is easy to be a boss, and it is hard to be an entrepreneur.

Besides, what we say and do include our thinking.

What is true culture?

That's what you think. In fact, it is the same. The result is the same. This is the true culture.

What is the eternal theme in the development of enterprises?

Reporter: what kind of entrepreneur do you admire? Gao Dekang: I admire Carlos Genn, the boss of Nissan Renault.

He works cleanly, has clear ideas, and makes simple decisions.

Six years ago, the company was totally ill and will be closed down.

He told the staff three things at this time: first, where is the future of Nissan?

There will be a brilliant future instead of going bankrupt. Second, what is the key to the competition in the automotive industry?

It's the product.

You should provide consumers with the best quality products. Third, where is everyone working hard?

Control costs.

Ghosn told people around the world that I did these three things.

And he did it.

I think this is a state of operation, not so complicated.

Reporter: what do you think is the most important thing in the process of becoming bigger and bigger?

Gao Dekang: let's talk about the theme of always thinking: first, the future direction of the enterprise. This is the first thing that a company's helmsman should always think about. Second, the core members of the team always want to pay attention to it. I keep thinking about my core team members all the time. Are they excellent?

Are they willing to work hard for the enterprise?

Where are their main problems now?

In what way should I guide them?

What do I have to do for them?

So that they can put down the burden, start the machine and go all out.

It is the mastery of the direction and the grasp of the core team.

Reporter: what do you want to do at the helm?

Gao Dekang: the key is to know oneself and know it.

"Self" is the understanding of the enterprise itself: what is the shape of our company?

Where are you heading?

What aspects of competitiveness are embodied?

Where are our weaknesses?

What should we do next?

This must be very clear, if you do not know your own business, then you must be a blind leader.

Second, to understand the whole country's economic events and industry trends.

What is the national economy advocating and against?

Where to go?

Consider the future direction with your own industry.

That is to see the objective environment and understand its own situation.

Reporter: what are the key words from German culture to its core competitiveness, from corporate culture to its technology?

Gao Dekang: This is very clear. Our current competitiveness lies in three aspects: first, our products will be competitive.