Shanxi Yangquan Investment, Ningxia Zhongwei Investment, Guangxi Beiliu Investment, Jiangxi Liyang Investment. Recently, people from other provinces and provinces come to Foshan to attract investment almost every day. The preferential policies and resource advantages are attractive. Therefore, many Foshan bosses think of foreign investment and development. But like a pony crossing the river, I don't know the depth and dilemma. Eight years ago, Wu Nanchang, the general manager of Foshan Xinmei Company, led the rapid development of the western army, demonstrating the wonderful history of "the light boat has passed Wanzhong Mountain", "originating from Foshan, rising from the southwest", and driving batch after batch. Companies invest in the west. After these enterprises went to the west, they were still unsatisfactory, which puzzled the industry. On this occasion, the editor-in-chief of the newspaper, Yu Zhenrong, published an interview with Wu Nanchang in an interview with "Sweet, Sweet, Bitter and Hot Words Entering Sichuan", which provided a wealth of perceptual information and valuable reference for the industry; today's situation is similar to the situation at the time, Xinmei Company And full of energy. In order to provide new ideas for the industry, we interviewed Wu Nanchang, the general manager of Xinmei Company, and asked him to talk about investment experience. Below is our interview with General Manager Wu Nanchang.

 

      Reporter: In the past eight years, in Kaixian County, Dianjiang County, Sichuan Province, Sichuan Province, you have built three well-known ceramic pottery brands such as "Weslake", "Xinmei" and "Pfizer". Xinmei has 19 roller kiln, 10 A production line with an output of more than 28 million square meters and sales of more than 350 million yuan has grown into a well-known enterprise in western ceramics and has become a benchmark for western investment. Today, people also affectionately call you the "King of the Southwest." Mr. Wu, what is the most successful part in the development of the company?

 

      Wu Nanchang: Actually, it is not proper to call the "Southwest King"! At present, the ceramic industry is fiercely competitive. In the era of "no business is not difficult", it should be "leftover is king"!

 

      Successful people have successes. Xinmei is happy to exchange investment experience with colleagues. First, the decision to enter the western region to seize the commanding heights of the ceramic industry in the southwest is correct. We predict that the energy supply will become increasingly tight, so that we will be the first to invest in Sichuan and Chongqing, and many companies are hesitating here. As a result, with the gradual changes in factors such as energy and environmental protection, the waiters have become "frogs in warm water". The second is to do things practically, not to go far, and to combine the company's product positioning with the economic development of the western region and the needs of the mainstream market. The third is to do a good job of management, constantly learn and apply the management knowledge and methods of modern enterprises, and dare to practice and innovate. I think the ultimate competition for companies is management. The fourth is to build a management organization. The shareholding cannot be "eating alone." It is necessary to understand the principles of "getting together and getting together." From 1999, I started to learn from the original Keda Electromechanical method. After one year's inspection period for senior staff who were promoted to vice presidents of various enterprises, I implemented the method of personally borrowing money from the company and then investing in shares, making it a true enterprise The masters have fully mobilized their work enthusiasm.

 

     Reporter: It is reported that many “Western March” Foshan ceramic entrepreneurs have failed, but you have succeeded! Tell us about your entrepreneurial experience.

 

     Wu Nanchang: When I first arrived in Chongqing, I carefully analyzed and calculated the production factors of the ceramics enterprises here—natural gas and electricity price advantages, population density, market potential, and geographical advantages in Sichuan and Chongqing. And the technology and management experience accumulated by ourselves in building ceramics enterprises for a long time are fully integrated with the conditions of local government investment and investment, our prospects will certainly be very good, and we took the first step bravely. In eight years, we have developed ten production lines today, which may be quite large in the ten provinces and cities in the west, but in the Foshan area, they are only medium-sized.

      In the past 10 years, more than 10 Foshan ceramic enterprises have invested in western China. Despite the many advantages of the West, most investors unfortunately ended with a “lost in Maicheng”. The first reason is that investors lack a long-term layout and are a little eager for quick success. The second is that they have overestimated their own qualities and are always difficult to integrate with the local society. The third is that marketing tactics do not integrate with local reality and product positioning is inconsistent with the western economic status quo and market consumption mainstream Fourth, the lack of capital strength can not withstand the impact of market changes and corporate twists and turns. In recent years, investors from Quanzhou and other places in Fujian have entered the west. They have a pragmatic style, proper strategies and tactics, and they have a terminal sales network. They are doing well at present.

      If you have any entrepreneurial feelings, in fact, there are sours and bitters, but a high degree of strategic mastery, insightful strategies and practical hard work are undoubtedly the most important.

 

     Reporter: It is rumored that you are the principal of Sichuan and Yujian Pottery “Huangpu Military Academy”.

      

     Wu Nanchang: Many people call me like this in person, thank them for their kindness. In fact, my alma mater ceramics college is the real Huangpu Military Academy in our industry. I am the president of the Western Alumni Association, at most I am just a "teacher". The main reason for the legendary "principal" in the workshop is: Firstly, for several years, Xinmei has adhered to strict management and continuous innovation. The company has developed rapidly and has good benefits. The corporate look has been renewed, which has led Sichuan counterparts to come to our company to dig high salary. Second, the company borrows and shares in senior management personnel. The company has good benefits, is distributed every year and has a large share. Some of them also want to go out to start a business and replicate the management model of an existing enterprise. This has promoted the development of the ceramic industry in the west to a certain extent. However, the strong development of the company mainly depends on the operation of a complete management system. I sincerely hope that all of us will have a good development.

 

      Reporter: After the Great Southwest, what are the next development goals?

 

      Wu Nanchang: The ceramics industry is a high energy-consuming industry that relies heavily on raw materials. It has a "migration nature". At present, our ceramic enterprises can only adapt to the market's competitive situation like migratory birds. Xinmei's current goal is to make the company a star and brand enterprise in the western region. (Continued from the B1 version) After completing the task of laying out the southwest, it will also play a role suitable for itself in the rise of the central region, constantly enhance its competitiveness, and then develop a wider foreign market. We are preparing to establish an external channel and window-through the line of Indian merchants, we have already planned to invest and build factories in India. At present, Xinmei's three companies have exported products to seven countries, including Australia, India, and the United Arab Emirates.

 

     Reporter: As an entrepreneur with rich investment experience, can you sum up and summarize, in order to provide some valuable reference experience for those ceramic enterprises preparing to relocate?

 

     Wu Nanchang: The benevolent sees benevolence, the wise sees wisdom. I'll give you some advice and let me say five. The first is to see if the capacity of the surrounding market has a geographical advantage. Investors can make a rough estimate based on the total consumption index of China's per capita total construction ceramic products of 1.5-1.8 square meters. The radiation radius of the product cannot be set too far. This requires practical investigation and scientific evaluation. Second, product positioning must be compatible with the level of economic development in the surrounding areas and the mainstream of market demand, and those high-level brands in East China should not be copied blindly. Thinking can be moderately advanced, but not "left". The third is to see if the investment location has resource advantages, and analyze the local raw materials, fuel, electricity, and labor quality. You cannot invest where there are no resource advantages. Fourth, it depends on whether the quality and management level of the investment operator has local advantages. Many people think that the fierce competition in Foshan ceramics industry and the small profits have made Foshan no head start. Maybe it has low electricity costs, cheap fuel, cheap labor, and preferential policies. There are few ceramic factories. With previous experience in Foshan, wouldn't it be invincible to bring in the original class? In fact, otherwise, it is still management that determines the success or failure of an enterprise. Fifth, people from all over the world are attracting investment and promising people from party committees, governments, and other departments. After the company enters the country, it is the people in the state tax, land tax, land, environmental protection, quality supervision, and banking departments that manage the enterprise according to law. This has resulted in various preferential policies promised. Often many of them are illegal and cannot be fulfilled or fully fulfilled. But no matter how harsh the government and functional departments are, unless you have a grudge against the region, they will not be willing to see these companies die in their hands.

 

     In short, it is impossible for the government to ignore the business there, and you have to learn to be friends with people in various departments. Some people have spent a lot of energy researching preferential policies, but this is also a misunderstanding. If we compare investment to "marrying a daughter-in-law": the preferential policies are more or less the "dowry" of the girl. Who would be a wise investor who would fancy "dowry" and "marry" a "daughter-in-law" that he does not like? No matter how good the "dowry" is, you can't eat it for a lifetime. To build a "happy family", you have to look at the quality of the "girl". In the future, the "dowry" is actually time and again.