17 years ago, Che Jianxin, a 20-year-old carpenter, broke his mouth and borrowed 600 yuan money from his uncle to build a house and started his first furniture business. 17 years later, his China Hongxing Furniture Group has grown into a private enterprise group with annual sales of 3.6 billion yuan. The goal of Red Star's second decade is: by the end of 2006, to achieve scale sales of 20 billion yuan; By the end of 20 12, there will be 40 chain stores? I have been very busy recently. ? Zhou Qun, director of the International Liaison Department of China Hongxing Furniture Group, told reporters by telephone that the territory of Hongxing will be extended to Changsha, Qingdao, Nanchang and Changchun this month, and the hypermarkets in Tianjin and Changzhou will also open next month to welcome guests. Red Star Group, which already owns 16 large chain stores of furniture decoration materials, will add 15 furniture chain stores that are often sold in Che Jianxin this year? Big Mac? The dream seems to be getting closer.
When I interviewed Che Jianxin, I wanted to do an exclusive interview about his personal entrepreneurial process. How a small carpenter who has not graduated from junior high school can build a private enterprise group with annual sales of 3.6 billion may arouse many people's interest. But the history of entrepreneurship is too cliche for Che Jianxin, he suggested? Let's talk about how our enterprise emphasizes learning how to be people-oriented. . Later, I found that maybe these are the secrets of the success of Che Jianxin and his Red Star Group. Time difference master? Study? Che Jianxin's words are frequently used. Today, Red Star Group has become one of the models of learning enterprises in Changzhou, Jiangsu and even the whole country. Interestingly, Che Jianxin, founder and chairman of Red Star Group, dropped out of junior high school before graduation. At that time, on the one hand, I wanted to earn money early to honor my mother, on the other hand, my academic performance was not good. It is a waste of time to continue reading. Why not go out and learn some skills? . A few years later, the shrewd Che Jianxin laughed and called himself? Are you mistaken? But he doesn't regret it because? I never pay attention to yesterday, I only pay attention to the glory of tomorrow. My school education is less, but can I study again? .
I cooked for people at the construction site and started to learn carpentry a year later. He is very diligent. When eating, I help the master cook. During the break, I moved a stool for him. After work, I wash his clothes and shoes. When the farm is busy, I go to his house to help cut rice and wheat. All the teachers and uncles like me very much and are willing to teach me because I am more diligent than others. Can diligence make up for my shortcomings? .
Che Jianxin quickly learned the basic carpentry skills, and two years later, he began to take apprentices before he was fully qualified. ? The apprentice has just started to learn elementary, and I am already intermediate; By the time he learns the intermediate level, I will have reached the advanced level. In this way, I increased my income and popularity in advance. ? At the age of 20, Che Jianxin's five apprentices have all finished their studies, and this is the time when he really finished his studies.
Before becoming a full-time teacher, Che Jianxin took on a job of assembling furniture. The owner of the furniture store gave me a drawing and asked me if I could do it. I said yes, but I have never done it. I read books, look at pictures and think about how to do it. I also went to the workshop of the best first wood factory in Changzhou at that time to learn from the old masters, pretending that the buyer went to the furniture store to ask questions and came back. . In order to make this first set of furniture, Che Jianxin made a fool of himself and borrowed 600 yuan money from his uncle to build a house. After completion, he didn't have the money to pay the painter until the goods arrived, and the furniture store owner paid 1000 yuan in advance to pay the painting. In less than half a month, the furniture was sold out and the boss gave him 700 yuan. Che Jianxin made a net profit of more than 200 yuan in this first transaction.
? I am a master of jet lag. ? Che Jianxin described himself like this. One of the media's comments on him is that he is good at understanding the true meaning of resource allocation from simple market practice. By learning from Che Jianxin and summing up his successful experience, he said. Besides hard work and honesty, I rely on study. ? This is also a fact. 1986, after he took the first job of modular furniture, he went to Changzhou No.1 Wood Factory to study styles and workmanship. After starting a business for three years, he completed the primitive accumulation of capital, and also realized that under the condition of market economy, the biggest profit space of commodities is still in circulation. Owning a furniture city like Changzhou Department Store has become Che Jianxin's next goal.
1988, before opening the first furniture store, Che Jianxin went to Changzhou Department Store and New Age Furniture Store to learn how people do business. 199 1 year 1 month, with an investment of 1 over ten thousand yuan and a business area of 1 over ten thousand square meters, Red Star Furniture City officially opened. From self-production and marketing to selling other brands of furniture, Che Jianxin began to embark on it? The operation of Shang Chao, a furniture department store, not only makes the furniture city more profitable, but also greatly improves the popularity of the furniture city with the presence of well-known brands. He not only learned property management from real estate developers, but also learned the leasing business model from the small commodity market. He also studied design, product layout, market research, customer research and so on. From Wal-Mart and Metro, Furniture City has become increasingly prosperous.
In the following five years, Che Jianxin successively opened 24 furniture franchise stores in Jiangsu Province, and the sales of enterprises soared from 6 million yuan of199/kloc-0 to 0.50 billion yuan of1995. However, behind the rapid growth of enterprises, a large number of problems have begun to appear: the speed of enterprise expansion is too fast, and the talent training and management ability can not keep up; Because all aspects of circulation are completed by ourselves, which takes up a lot of money, it is difficult for each furniture city of Red Star to make scale effect, and most of them are only 2000~3000 square meters; The competition in the furniture industry is becoming increasingly fierce, and the profit rate is greatly reduced. At the end of 1995, these contradictions broke out intensively, and 14 of the 24 chain stores suffered losses in different degrees. Che Jianxin began to look for the next learning goal in reflection.
From 65438 to 0996, Che Jianxin participated in a study delegation to the United States organized by the State Commission for Economic Restructuring, attended a short training course on market economy, and visited Wal-Mart, Pinmao and other big companies. This trip to the United States made him feel that the future is bright. Being a hypermarket conforms to the development of the times and can adapt to the individualized needs constantly put forward by consumers. Che Jianxin closed some stores with poor operating conditions, concentrated funds and talents, comprehensively utilized available resources and started a big sale. He also proposed "1+2000" 20065438+0? Virtual business model? More than 2,000 well-known brands in the home furnishing industry are combined with Red Star Macalline to achieve brand multiplication effect. Red Star thus won the capital to challenge similar foreign circulation enterprises. The biggest advantage is that the current Red Star Group is already quite competitive in the home field. When asked what is the core competitiveness of an enterprise, Che Jianxin quoted Jin Yuzhong, chairman of Daewoo Group. No matter what you do, especially in an enterprise, people are the most important and the greatest strength. ?
As a large private enterprise, Red Star has great attraction to talents, and humanized management has strengthened the centripetal force of the enterprise. The company has set up four committees, namely, the Committee for Respecting the Elderly, the Committee for Caring for the Next Generation, the Committee for Health and Longevity, and the Committee for Sharing Reading Achievements, and carried out activities such as appreciation education, preschool education and healthy life education to help employees improve their quality of life.
In April 2003, Changzhou Red Star Macalline welcomed a group of special guests from all over the country. They are the parents of advanced cadres and employees of Red Star Group last year. They were invited to join the company organization this time? Hundreds of old people travel to Beijing? Activities. The average age of the old people is over 66, and the oldest is 83. Most of them are taking the train for the first time. The group specially invited a chief physician to accompany it all the way. Yu Xiaofen, an 80-year-old man who has never been anywhere, stood in front of Tiananmen Square, nodding and waving happily. I am so happy that I never dreamed that I could go to Beijing by train. ? After the news that Red Star's parents visited Beijing came out, more and more young people came to Red Star, hoping to be one of them.
In order to improve the overall quality of employees, Red Star spends more than 6.5438+0 million yuan each year on centralized training for employees, and invites famous scholars in various fields to teach in enterprises. The company gives each of the 358 managers a bookcase, which is stipulated in the Red Star Code. Every employee should have at least 30 books in his bookcase, and every manager should keep one book in his bag at any time. Everyone should write 5 ~ 100 ~ 2000 words a year. . Red Star also reimburses employees 100 yuan for books every year. At the same time, the company also paid money to hire nannies for the families of 156 middle-level and above managers. Give them more time to study? .
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