Ma Yun visits Zhang Ruimin: Feel the pain and transformation of Haier for 32 years

Recently, Ma Yun, Chairman of the Board of Directors of Alibaba, led the students of Lakeside University to visit Haier Group and had in-depth discussions with Haier CEO Zhang Ruimin.
Mentioned the reason for bringing students to visit Haier Group, Ma Yun said, “I always talk to Zhang Chief and see some of his thoughts. In fact, it is very helpful for me. One day your business will become bigger. One day, your business will be complicated, and one day your business will have a lot of burdens. One day, many of your things will change and transform. Today in the Chinese business community, I have experienced this courage to change, there is such a Large-scale, 32 years of ups and downs, there is a lot of accumulation, in fact, this is a very classic case.
Regarding the view of today's platform-based enterprises, Ma Yun believes that its core value system is how to make others become stronger and stronger. Ma Yun believes that "not all enterprises can become platforms. If you can't be a platform, you can make good use of the platform."
The question of cultivating successors has always been a source of confusion for many people, and Ma Yun believes that successors can be trained earlier and metaphorically say that "the son must be born when he is young and strong", "Don't be a son when he is 80 years old. The son you gave is not necessarily good, because you have no strength. You don't know how to manage him. You can't live with two sons at the age of 40. You can regenerate two sons. You still have a chance today."
Ma Yun took a lakeside student to visit Zhang Ruimin: Feel the pain and transformation of Haier for 32 years

The following is the excerpt from Ma Yun’s speech:
Hello everyone! First of all, thank you for sharing with Zhang. I have benefited a lot from listening to it below. I believe that because we have just started a business for a few years, an average of three or five years, seven or eight years, when I first started a business, I did not agree a few years ago.
Why do you invite everyone to Haier? In fact, every time I talk to Zhang and see some of his thoughts, it is actually very helpful for me. One day your business will grow bigger, and one day your business will be complicated, and one day your business will have a lot of burdens. Someday you have a lot to change and transform.
Today in the Chinese business community, I have experienced this courage to change, there is such a large scale, 32 years of ups and downs, there is a lot of accumulation, in fact, this is a very classic case.
Alibaba has been 17 years since today, and it is getting harder and harder in the 17th year. Yesterday, I told everyone that everyone wants to climb Everest. The company is on a certain scale. You may not be big today. You have set up our company without these troubles. If you succeed, you will have these troubles. If you fail, you will not. .

No scale, long-lasting profit, not called mode
There are many elements in our business, but three elements are important. One is business, some people say, the business model is very important, there are many people here, everyone thinks that using the Internet to talk about the mode (very important), the second lecture product, the third lecture management. These three things are more important.
I was doing "Win in China" with Wang Lifen. I have a judge who is doing risk management. He thinks that the model is good and does not pay attention to people. Another buddy only pays attention to whether it is a good person. Later, I felt that these two people could not be a suitable CEO. A good CEO must have a strong management foundation.
In fact, everyone thinks, Haier has no products? Haier has no products, it is impossible to go to the refrigerator in 1984? The refrigerator of the 1984 era, the quality of Haier refrigerator began from that time, there are several Chinese companies have this level, have you thought about it? At that time, many people may not be born. 32 years ago, I was very impressed with me. At that time, I had to make a refrigerator, and I had to pay for it. People could hardly buy a refrigerator. Going smashed, that is the total quality management, that is the brand, that is the model of the product at that time, the product is the vitality, has not changed today.
Enterprises like Haier must take this step and cooperate with companies like Alibaba. In fact, he is not easy. We don't care. Anyway, we only need to find a big brother to cooperate. If I am big, it is Ali's system is bigger, and there is no Haier system complex. When I changed it, I changed my house, the user experience and the products inside, and constantly improved the system. Haier just mentioned that its marketing system in the past 32 years is quite remarkable.
There is no large-scale profit, no long-term profit, it is not called mode, it is called commercial activities. How many people are there, can you claim that you have a good model?
Each of us talks about Google, FB, Tencent, and Ali. The world talks about adding up to 20 companies, and Haier has more than 10 billion profits to date. Today is not to say that Haier’s model today, today’s Haier’s experience brings reflection and reflection to today’s business, but there is a lot of thinking about your future growth.
Write down today, one day will definitely be useful. I actually spend a lot of time looking at other companies, and their painful experience is our best thing today.

Doing business requires huge fun drive
You say management, business is people, management is borrowing power. When I started the class, the company was like a person. I first heard that the company is the CEO of Sony Corporation. When I talk about the enterprise, I think that the enterprise is a human being. It has life and death, and you have to manage your own thinking and physical and mental cooperation. Some diseases are colds, and you can't cure them for 7 days. There are some problems. If you are cured, it is cancer. Businesses also manage themselves, and each of us is managing ourselves.
I just asked Zhang Chief. I don’t know what to say when I sit down. He has to read more than a hundred books a year. I haven’t added so many in my life, and half of them are Jin Yong’s books. I am especially admired. My biggest feeling is that he is knowledgeable. Today, a typical expert plus scholar, I think Zhang Ruimin is absolutely feasible. Zhang Ruimin is an expert. Haier is an expert who has done this little bit and is an expert in dry enterprises.
Reading more than a hundred books a year is driven by great fun. As a company, the 32-year-old enterprise in China is so large, there are really few, and there are only a handful. In the middle, there is no strong fun, no strong love, no one can block the temptation, that can't be done. So everyone here asks, what is your great pleasure in the process of doing your business, some people like research mode, some people like to research products.

Management: management culture, rational system model
I think management is a management culture. What is the rationale? Management system, rational model. Anyway, all my duties are to manage people. What is the best management method for people? It is culture to manage it. So every business has its own different thinking.
Our two companies are doing it at the same time, but our methods and methods are different. But the starting point is the same. For example, management innovation, a huge quarrel in Ali a few years ago, is innovation or system or CEO? Should it be to establish an innovative system or a CEO decision?
We argued for a day, and finally I personally felt that both the system and the CEO are important. Institutions If you don't have a good innovation system, you can't have hordes of innovation. But the innovative emperor has to have 40 or 50 sons, but who will take over, the company will have a large class of products, but who will become the Prince? It’s the CEO’s final say. The emperor’s CEO said that this is a prince. If you want to be a prince, it’s too much trouble. 40, 50 sons are killing each other, so when the CEO is responsible, I feel that I am not blowing a little. I still bet on the bet.
At that time, I took Taobao. Everyone thought that Alibaba was quite good. Today, I went to see the Chinese Internet. As long as there is sales and marketing, it’s basically our troops. It’s all our original people going out as CEOs, COOs, we The time is like a day, and sales are not going to be fixed. Management is also, betting, I took Taobao, Alipay, and then Alibaba Cloud, we innovate a group of many, but in certain circumstances must be bet, this is our future.
How is this judged? There are important missions, visions and values ​​in the strategy. Be sure to ask yourself what you have? What do you want? What to give up? Because the last leader is above, what is the direction forever? Grasping the direction is what you want to do in your mission?
So if you really build an institutional system. No one is responsible for saying that Prince I, Prince II, Prince III, and other you yourself to do it again, then your CEO is not responsible.

You are either a platform-based company or a good platform
There are some companies, such as Haier, it is feasible to follow the original mechanism. Companies like us are more tired.
The other one, I also want to share with you the platform model discussed. I just agreed with Zhang’s chief. He said that you used to be a brand or you are working for a brand. Now, I think there is a different opinion in one place, either you are a platform-based company or you are working on a platform. I personally feel that you are either a platform-based company or a good platform.
Because it is impossible for every company to become a platform, the company has born a factory from the first technological revolution, the second basic revolution gave birth to the company, and the third technological revolution gave birth to a platform. Really becoming a platform is not your technology, not yours. Product, but your thoughts. The idea of ​​the platform is to make others stronger and to serve others. In addition to China, there are few companies in China that are platforms like us.
When we started from Alibaba, it was not a big platform. At the time, Alibaba was mainly helping companies to export. If the company can't sell the goods on Alibaba, we will go bankrupt. Later, Taobao was the same. We found that there was no money on Taobao. If the people who bought it were unhappy, we would not be happy. Alipay is the same.
The core value system of platform-based enterprises is how to make others become stronger and stronger, and brand enterprises are all resources to make themselves stronger and stronger. Not all businesses can be platforms, assuming you can't be a platform and take advantage of the platform.
This is my suggestion and opinion. In fact, the two are common. We may have introduced the platform at the earliest, and we talked about ecology very early. Of course, if we choose the platform, we must understand the truth. If you want to be a platform, you must understand that you want to make your customers strong, make your employees strong, make your suppliers strong, and make your competitors powerful. . This can be a platform, otherwise it is difficult to do the platform.
So, the 21st century is equal to what the platform looks like? We later understood the platform as a truth: the platform is a new type of arms that emerged in the Second World War, that is, the aircraft carrier, the aircraft carrier is the platform, the aircraft carrier itself will not fight, but the carrier aircraft above the aircraft carrier is fighting, the rule of the aircraft carrier is How to provide ammunition, fuel, and take off quickly on the carrier. But the aircraft carrier needs frigate protection. This is the idea of ​​the platform.
You can't fight yourself, so someone fights with us. We are very disadvantaged, but what is the defeat of the opponent? It is the company above my platform that has destroyed the enterprise. E-commerce does not make money, and 95% of China's e-commerce companies that make money are on our platform. This is the core of platform thinking.

To repair the roof on a sunny day
I hope that no matter what, I think that if you want to do business, you still have to understand this. What do you have? what would you like? What do you give up? Everyone here, you have to understand now, what are you doing now thinking about what I want? Wisdom is what I don't want.
When you learn what I don't want, your small business is still thinking about what kind of people to use. What kind of people are the people to consider when big companies want to be opened? The small business is what is the key to determining your success or failure. What kind of people are big companies going to open? So everyone is no longer on one level. We are not at one level many times. When you manage 5,000 people, the situation has changed a lot. When you have more than two hundred products and services on hand, the situation has changed.
When your company reaches a certain scale, many things happen, and it is important to grasp what is important and what is not important.
I am benefiting a lot here today. I know that many problems Haier encountered, Ali also encountered. A lot of Ali did not touch it. I didn't touch it. It took me a long time. There are very old employees in Ali. At that time, we were thinking about the problems in the company. We are now 3 years old and 4 years old. We have more than two or three thousand people. how about it? What will happen to more than 10,000 of us? What happens to more than 100 million in income? What are the troubles for more than 5 billion and 10 billion in income? These troubles are you looking for these companies? One day when I was on the same scale as Haier, what kind of problem would I solve?
The problem that Haier encountered today must be a problem that my company will encounter in the future. So Alibaba's change, I try not to subvert myself. But what do we do? We are a curve. The most painful thing for Ali is that every time the curve rises, and it seems that when it is going to rise, I have to start to change. We have to change it. We can’t change it when we reach the peak. Don’t go to the bottom. . I keep reminding myself that I have to repair the roof on sunny days, not to rain on the roof. So when it’s sunny, I’m going to repair the roof. It’s really important to hide and hide when it’s really windy and heavy.
So the way each company manages is different. But there is no doubt that every business has come to the end, the things in the bones are the same. Zhang’s investment, love, and research in management have made it possible for such a large-scale enterprise in Haier to maintain such a brand after undergoing secondary challenges and crises. Such a position is still difficult to change. If everyone lacks this basic skill and lacks this thinking, one day your life will definitely not be good.

Leverage: Rethinking your ability
Including organization management, which talks about a lot of organization management, please think more about it, organization management I also want to emphasize the elements of organizational management.
Everyone thinks, I said that the US military in the Second World War was a unit of thinking, and the Vietnam War won as a combat unit. Shopping malls such as the battlefield, the final competition of the two companies, is the quality of people, organizational changes, technical equipment, exactly the same. There is no big difference.
Everyone spends a little more time on management. Management is the use of strength, the power of people and the power of capital, the power of knowledge, and you either continue to learn by yourself. I saw in Haier today that basically any success is just a few things. I have seen countless successful entrepreneurs, countless political leaders, countless so-called artists, and must be happy to see the future. A pessimistic person will not succeed and must be very optimistic.
Second, we must know how to borrow. In fact, borrowing power is the ability to learn, to reflect on one's own ability, to change one's ability and the time of persistence. You want to understand it.
I seem to have seen countless so-called successful people, and none of these people think it is a success. I think that every day, I am afraid now, like a thin ice.
Just like when you ran to 8448 meters, you have time to enjoy the scenery, you don't know which wind is blowing. I don't know how many dead bodies live on it. So when you think that today is a success, you are basically falling. Take a red flag on Mount Everest. You can hurry down the mountain for up to two seconds. When you have to go up the mountain, you have the power to gather down the mountain.
If you love your industry, love your business, love your model, love your products, keep learning, and open to learning. To reflect on yourself, not to reflect on others, rather than to reflect on your employees, is to reflect on your own problems, and only change you, your organization will change. Change is to change yourself first. Change yourself, the business will change, and then insist on giving yourself enough time.
So after I heard it, I have some sharing. These experiences, thanks to Zhang, I think I sit down and think that a lot of things are worth learning. In 32 years, he found great optimism and found optimism from the management concept. I found optimism from the changes. From a real big business, so low-key, I think this is awesome. Do business as a person.

To have a son when you are young and strong
Today, the second phase of Lakeside University is young and strong. At this age, I have had the idea of ​​today, and Zhang has had it. However, people are coming over, and still maintain such a lasting power. When I was eating, he talked about the hills. The purpose of our climbing a mountain was not to climb another hill. Because another hill will still go down, keep this power. That is called level. So, how important is uniform speed.
From the perspective of the problem, everyone must think about it. The angle of view of each person is different. But your perspective is different. The angle, depth and breadth determine the future of your business. The CEO looks at the problem, the CEO looks at the depth of the problem, and the CEO sees the breadth of the problem. There is still time and space. Everyday life is done.
I can talk to the West today. I found that they can't do it. They work, I am bragging. One day they are blowing better than me. I am retired. In fact, it is a glimpse.
It is the idea of ​​me and our company to train the successor. You are here earlier today, but this kind of consciousness must be there. A son must be born when he is young and strong. Don't have a son when you are 80 years old. The son you gave birth is not necessarily good, because you have no strength. You don't know how to manage him. If you have two sons at the age of 40, you can regenerate two sons. You still have a chance today.
So you have to train a group of people earlier today. Those who have worked with you for ten years are really hard and tired. If people leave, let him go. Ecology is what you want to be more prosperous, and the more prosperous you are. What are the benefits of ecology? Ecology spring, summer, autumn and winter, die without dying. The dead leaves are the same.
Ali's ecology We believe that as long as there is spring, there must be winter, there must be summer, and the business is good or bad. If someone else yells at you, it won't work. I know that I will come back next year and I will come back at night. Have such an idea. That's it.

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