Wang Chuanfu: Cross Industry Operation "Kangaroo Mode" Beach New Energy

In May 4th,

New director goes to the sea for gold rush.

In July 1987, Wang Chuanfu, 21, graduated from the Beijing Nonferrous Metal Research Institute.

In just 5 years, Wang Chuanfu was promoted to deputy director of the 301 room and became the youngest director in the country.

What surprised him even more was the opportunity to pform him from an expert to an entrepreneur.

In 1993, Beijing Nonferrous Metals Research Institute founded Beagle Battery Co., Ltd. in Shenzhen. Because of its close ties with Wang Chuanfu's research field, Wang Chuanfu became the general manager of the company.

After grasping the practical experience of enterprise operation and battery production, Wang Chuanfu began to think about how to gain greater value in the battery industry that she is studying.

At that time, it would take twenty thousand or thirty thousand yuan to buy a big cell phone, and the domestic battery industry is in the ascendant with the blowout of mobile phones.

As an expert in this field, Wang Chuanfu, who has a very keen eye, firmly believes that the current technology is not a problem. As long as we can constantly innovate and expand our scale, we will be able to make a big undertaking.

So he made a bold decision to separate himself from Beagle Battery Co., Ltd.

At the beginning of her venture, Wang Chuanfu faced the problem of lack of funds: a nickel cadmium battery production line needed tens of millions of yuan investment, a fully automated equipment, fully dry lithium battery studio needed several billion yuan.

Wang Chuanfu came up with his own way of making production equipment, breaking down the production line into one process that can be done manually.

In this way, a daily production line of 4000 nickel cadmium batteries only needs about 1000000 yuan.

"To put it this way, there is no way out.

We didn't have many opportunities at that time, so we had to innovate in the way of thinking before we could win the magic weapon.

Wang Chuanfu said, "I count the bill, and I have 200 thousand dollars for a set of imported equipment.

Depreciation is made in 60 months, 20 thousand yuan per month.

If this sum of money is used to hire workers, how many people can it get for 20 thousand yuan, and a dozen people can't top a manipulator?

In 2000, Wang Chuanfu officially entered.

As a result, BYD's lithium battery production costs plunged: the cost of a lithium battery BYD costs only $1.3, while its biggest competitor, SANYO, is $4.9.

The huge cost advantage has won the market favor for BYD. In 2000, Motorola incorporated BYD into its own supply system.

Innovate ideas and fight new energy again

In January 2003, BYD spent 296 million yuan to acquire 77% of the stock of Qinchuan automobile factory, thus stepping into the automotive industry.

In order to realize the interaction between the main business of the battery and the platform of the electric vehicle, Wang Chuanfu began to use his mind in automobile production.

The investment was not optimistic at that time, because the Qinchuan automobile factory which had survived the assembly of Alto car for many years was gloomy, and Wang Chuanfu was also a "layman" in the automotive industry.

Over the next two years, BYD has been losing money.

At the crucial moment, Wang Chuanfu persisted in seeking new development with technological innovation.

In April 2005, the BYD Motor Research and development center of Shanghai was set up, with more than 20 project tackling teams. They were engaged in the research and exploration of BYD series car body, automotive electronics, safety devices and electric vehicles, and successfully declared more than 100 national patents in half a year.

Subsequently, BYD established the Shanghai Automobile Industrial Park, and established a fully developed vehicle R & D system and vehicle testing center, as well as its own collision line and various environmental laboratories.

After completing the layout of production, R & D and sales, BYD's first new vehicle, F3, was launched.

F3, who shoulders the dual responsibility of developing the market and shaping the brand of BYD, has launched a panic buying rush and achieved excellent sales results.

BYD has also entered a virtuous circle.

According to Wang Chuanfu's conclusion, BYD can develop rapidly in just a few years, which stems from its unique "kangaroo mode": concentrating internal resources and rapidly pferring strategic pfer in the commercial field.

The use of internal resources, like kangaroo, has multiplied one after another business. The automobile business is the first kangaroo bred by BYD.

In advocating "emission reduction" and "low carbon" life today, Wang Chuanfu is also unwilling to do so.

With the first batch of pure electric taxi E6 launched in the world and running on the road, BYD has made a solid step towards creating a beautiful and environmentally friendly city life for mankind. From the start up battery to the power battery, the BYD green battery ET Power iron battery is independently developed and developed by BYD. E6 completely discards the traditional fuel power of LE and achieves the real meaning of "zero emissions".

Its 100 kilometer energy consumption is about 21.5 degrees, which is only equivalent to the consumption price of fuel vehicles 1/3 to 1/4.

For the urban environment, BYD E6, except for low carbon and zero emissions, can be recovered from the body's iron battery after being abandoned for many years. It will not cause any harm to the environment. It is a truly green and environment-friendly battery.

Since then, after leading BYD across the three major industries of batteries, automobiles and new energy, Wang Chuanfu will complete a seemingly "Utopian" myth in a few years.