Wu Changjiang, male, 43 years old, President of NVC Holdings Limited, Tongliang, Chongqing. In 1992, "go to sea" and set up NVC in 1998. At present, the company is the largest manufacturer of lamps and lanterns in China.
"Create the world brand, contend for the industry first!" 3 to 5 years to build famous brand in the industry. 9 years ago, Wu Changjiang was like a drunken "wild talk" at the opening ceremony of the business. He led his own creation of the Rex company, with an annual growth rate of more than 80%, sales increased from 27 million yuan to about 2000000000 yuan, and opened overseas NVC stores, so that the brand went out of the country.
The "speed of Rex" has made international spannational giants stare. What kind of "maniac" is this?
In 1965, Wu Changjiang was born in the rural area of Tongliang, Chongqing. In 1985, due to the aberration of the college entrance examination, the outstanding student cadre of Sichuan Province, who missed the favorite Tsinghua University, was admitted to Northwestern Polytechnical University and studied aircraft manufacturing. After graduation, Wu Changjiang was assigned to Shaanxi Hanzhoung airlines and had an enviable job. In 1992, on the eve of being promoted to deputy director, he chose to resign and come to Shenzhen alone with his boss dream.
At the beginning, he worked as a security guard in a Taiwanese funded enterprise. But he knows that this is not his pursuit of going south. Four or five months later, he came to Panyu to work for a lighting company in Hong Kong. After a lot of discipline, he summed up the "law of the boss": first, we must endure hardships; secondly, we have courage and risk awareness; third, we have a sense of business. He found that he had all the above qualifications, and in addition, he read more books than many bosses.
10 months later, Wu Changjiang had 15 thousand yuan on his passbook. He went straight to the boss and told him that he was going to quit his job and run the factory.
In 1994, Huizhou Minghui electrical appliance company, with a total capital of 100 thousand yuan and 6 shareholders, was established by Wu Changjiang.
The company's first order is Wu Changjiang's memory. A Hongkong merchant needs 20 thousand spanformers, which requires delivery within two weeks. Familiar with this line is clear, it is only 1 months to open a mold, but Wu Changjiang did not hesitate to pick up the bill. One week, drawing and opening the mold, the more than 10 men worked for several nights, and finally handed in the order. The business made about 200000 yuan. In the year, 6 shareholders allocated 380 thousand yuan per person.
A year later, Wu Changjiang completed the initial capital accumulation. At the end of 1998, Wu Changjiang combined two high school classmates to make up 1 million yuan and set up Huizhou NVC limited. At that time, Philip, OSRAM, Panasonic and other multinational lighting industry giants have entered China. There are more than 3000 lighting enterprises in the Pearl River Delta region.
"Channel, integrity, brand" is the three major problem that "Rex" urgently needs to overcome. But Wu Changjiang first solved the strategic goal of enterprise development. "Setting goals first, building factories again, marketing without moving, and advancing strategy first" is the 16 most talked about words at the beginning of the "Rex", and is also a consistent practice of "Rex".
In 2000, a number of products that had been sold for about 2000000 yuan were found to have quality problems. Is it a recall product or a wallet? At this crucial moment, Wu Changjiang chose the most important decision so far: recall all the products. He was flatly rejected by a staff member who proposed to sell the Rex trademark. At the cost of about 2000000 yuan net loss, "Rex" established the first product recall system in the lighting industry, thereby gaining market credibility. At the end of the year, sales of "NVC" reached 70 million yuan.
Sales continued to grow, and Wu Changjiang decided to launch the first store mode in the industry. "Lei Shi just started, the product is even dissatisfied with half wall, what store to open?" Many people don't understand. But Wu Changjiang insisted on his own ideas. In July 2000, the first store opened in Shenyang. A year later, there are already more than a dozen stores, and dealers are better at selling brands than brands that do not. Gradually, there are dealers seeking to join the company on their own initiative.
At present, "Rex" has more than 20 business operators in more than 3000 countries and regions, and has built a main marketing network. In 2003, the sales volume of Rex reached 320 million yuan, showing itself from the more than 3000 lighting enterprises in the Pearl River Delta region. In 2005, sales exceeded 800 million yuan, becoming the largest luminaire enterprise in China, ranking twenty-fifth in the list of top 100 enterprises in China.
In September 2005, the "NVC Rex" logo appeared strongly at the Beijing International Lighting Exhibition and attracted wide attention from all walks of life. "Thunder" quickly hit the spotlights, down lights, lights and other product lines. But faced with one honor after another, Wu Changjiang always said, "we are standing at a new starting point."
In 2005, the "thunder" which rose rapidly in the market has gone through a "earthquake" that most private enterprises have experienced.
There are serious differences between the three shareholders. The other two shareholders believe that they have been investing in the past few years, and now they should make profits when they make money; and Wu Changjiang believes that enterprises are not doing enough and the money they earn should be invested again.
The two sides will not compromise and the final showdown between shareholders. Because the other party owns 55% of the shares, Wu Changjiang only has 45% of the shares, although the other side is not involved in management, but in order to balance the relationship, Wu Changjiang gave up the position of the chairman. He was asked to withdraw 80 million yuan and quit completely.
However, just third days after Wu Changjiang signed the agreement, things changed dramatically. As soon as Wu Changjiang left Huizhou, he received a call from a supplier and asked him to rush back to the company.
On his return to Huizhou, he was taken directly to the company's conference hall. In the hall, more than 200 suppliers and distributors all over the country, as well as the top and middle level cadres of the company, are crowded with houses, and the other two shareholders are in the middle. The banner of the "strategic forum on thunder" was also hung on the scene.
Finally, we decided to vote for Wu Changjiang by hand. The result was a complete pass. The other two shareholders expressed their withdrawal. It is decided by suppliers and dealers to "reverse the water" to decide the personnel changes of a high-level enterprise. This has created a precedent for the development of enterprises and marvel at the industry.
"When things are difficult, they need to be bold. Wu Changjiang always adheres to the character of Chongqing. After "company earthquake", "Rex" has ushered in a more brilliant achievement. In 2006, the sales revenue of "NVC" reached 1 billion 500 million yuan. It not only established industrial parks in Huizhou, but also spent hundreds of millions of yuan in Wanzhou, Shandong and Linyi in Chongqing to build the largest lighting base in southwest and North China.
The sudden rise of the "thunder" has not only won Philip's respect, but also brought Goldman Sachs, Softbank and other multinational investment companies to the news. With the international investment background, "Leo" has become the most internationalized potential Chinese lighting enterprise in China.
In just more than 10 years, Wu Changjiang, the "maniac", created the myth of the lighting industry.
recollections
Wu Changjiang's entrepreneurial course is undoubtedly a typical case of "subdividing goals and deciding success". He keeps on bringing forth new ideas and taking advantage of new channels, even if he loses money. He also wins the market as the criterion. When he achieves brilliant achievements, he always pushes himself to new starting points again and again. From Wu Changjiang, we see the spirit of being broad, bold and contented.
