Rebirth of the Wild Age

Of course not all entrepreneurs will go downstairs to get close to Song Weiyang, the top group has its own reserved and arrogant.

Wang Shitou didn't run upstairs either. He lived in the villa next to the golf course and walked all the way to the venue hotel. He happened to meet Song Weiyang pulling the crowd watching the car, so he came to join in the fun and pass the time.

This person has lived extremely chic in recent years. Because of cardiovascular disease, the doctor said that he could only spend the second half of his life in a wheelchair, so he fell madly in love with mountaineering that can expand his cardiovascular system. He first climbed the highest peak in Africa, then the highest peak in North America, and even reached the summit of Mount Everest last year.

Then, Wang Shitou went from an entrepreneur to a social celebrity. China Mobile, Motorola, and Volkswagen have successively invited Wang Shitou to endorse them. Their social popularity is comparable to that of entertainment stars, while Bige crushes all celebrities.

At this time, Wang Shitou is as famous as the future president of Sichuan, because they both like to show off and toss around, so they are often compared by Chinese and foreign media.

Wang Shitou has completely become a hand-handling shopkeeper, often not returning to the company for two to three months. But the farther he is away from the company, the greater his influence and brand contribution to the company. Vanke's brand somehow has the romantic temperament of "fearlessness" and "courage to climb the peak".

Wang Shitou himself has begun to be "fearless". Some time ago, he participated in a forum for entrepreneurs. When discussing corporate ethics, he said: "Vanke is honest and law-abiding, and has never paid bribes!"

The host of the conference was also an iron man, and directly asked the entrepreneurs at the scene: "Who dares to say that you have not paid bribes? Please raise your hands if you have not paid bribes."

Hundreds of company bosses looked at each other, and they were a little dazed by the host's question. After a while, a few sluggishly raised their hands, and the rest of the bosses didn’t want to catch up—can this matter be discussed in public? Are all sick?

Coming to the meeting room upstairs, Song Weiyang happened to meet Lenovo's President Yang, and he took the initiative to shake hands and said, "Mr. Yang, congratulations!"

"Boss Song is polite, why am I so happy?" Mr. Yang said with a smile.

Song Weiyang also smiled and said: "I congratulate Lenovo in advance for acquiring IBM's PC business."

Mr. Yang was surprised: "How does Boss Song know?"

Song Weiyang laughed and said: "IBM has also contacted China Technology. I didn't have that much money, so I just refused it. It's still not as wealthy as Lenovo."

"Song Weiyang is too modest. The business of China Science and Technology is so prosperous, how can you say that there is no money?" Mr. Yang's smile was a little stiff.

In fact, IBM started contacting Lenovo last year and finally entered the substantive negotiation stage this summer. Then Lenovo convened a general meeting of shareholders to vote. All shareholders voted unanimously against the acquisition. Mr. Liu had to personally vote against all shareholders, which finally led to the marriage between Lenovo and IBM.

When the dust settled on the acquisition, Mr. Liu asked how many people were optimistic about the acquisition when he was in the MBA president class of Peking University. As a result, of the 93 students in the class (all company executives), only three raised their hands, two of whom were also department managers of Lenovo.

It can not be said that Mr. Liu and Mr. Yang are stupid, nor that they have done something wrong, they are just making a big bet. This gamble allowed Lenovo to earn a lot of face, and allowed Lenovo to gain unprecedented attention and support, but it also laid endless troubles for Lenovo.

Have you seen the snake swallow elephant?

In reality, pythons often swallow large animals such as antelopes and crocodiles. Sometimes the pythons will be broken through their belly. Even if he didn't break his belly, he could only lie there to digest the food. At this time, anyone with a rock could smash the python to death.

This is the case with Lenovo's acquisition of IBM's PC business. It not only drained all of Lenovo's funds, but also allowed Lenovo to replace part of its stock and owed a debt. Lenovo, which was originally extremely well-funded, could only be like a full-bodied python in the next few years, devoting all its energy to digesting the newly acquired PC business, missing countless investment opportunities, and also missed the most critical transition period. .

It's okay if it can be digested, but it can't be digested, it can't be vomited out, and it can't be pulled out, and it's uncomfortable to death if it's been held in the stomach.

In the ten years after the acquisition, the IBM business bought by Lenovo's bankruptcy was profitable for only one month, and the rest of the time was all at a loss. Lenovo has to use the money earned from the Chinese market to feed the European and American markets day after day, hoping to revitalize the European and American markets one day.

The most deadly thing is not this. The acquisition case directly tied Lenovo's development route to death, that is-internationalization!

The troika of "Liu, Yang, and Ma" was originally a good one. Because of the implementation of the international development route, the "Liu and Ma" directly retired and hired many foreigners to serve as Lenovo executives. As a result, not only did Lenovo fail to do a good job in internationalization, but under the leadership of foreign executives, it messed up its local market strategy and was frantically grabbed the Chinese market by Dell and HP.

As a result, the vicious circle that is triggered has grown like a snowball.

The overseas market continues to lose money, and the local market is also losing money. What should we do? Lenovo throws its unprofitable business into the channel business, and the channel business will try to dig money out of the customer. Customers have grievances, and distributors also have grievances. These grievances have exploded after five or six years of backlog.

Mr. Yang couldn't live there anymore at that time, Mr. Liu, who had retired for many years, had to come out again and let Lenovo's foreigner boss go straight away. Mr. Liu himself became chairman, Mr. Yang became CEO, and he promoted the local young and strong group as business chief. He reorganized twice within a year and made big layoffs to save money.

At that time, just after the 2008 financial crisis, the state allocated four trillion yuan to boost domestic demand. Lenovo doesn’t call for internationalization anymore. By taking advantage of this shareholder’s trend to "send home appliances to the countryside", to put it bluntly, it acknowledges the failure of the high-end internationalization route. There is no compulsion in the mid-market.

Well, Lenovo's market value has also been beaten back to the level of the late 1990s, which is less than one-sixth of its peak market value before the acquisition (2010 data).

The most important reason for Lenovo's later transformation into that kind of ghost was that the IBM acquisition was a serious consequence of the "Snake Tunxiang".

And this kind of consequence has always existed. After Mr. Liu came out again, because he shifted his focus back to the local market, all kinds of marketing methods took off, and Lenovo's profit that year increased by 148% over the same period. However, relying on the return of blood in China to slow down a bit, Lenovo continued to pursue its international line because it had to do so.

It’s still the same sentence. When you eat something in your belly, you can’t vomit it out or pull it out. You have to forcibly digest it to be comfortable—slashing your stomach to remove foreign objects, accidentally killing people, not to mention those foreign objects that have been deposited for many years. Blended with the internal organs.

Mr. Yang was obviously not in high spirits today. He had been sitting in the conference hall with his head drooping, and it was his turn to speak before he changed to a smiling face.

There is no way. Since Mr. Yang took charge of Lenovo, all investment projects have been on the street. The local market has been eroded by brands such as China, Hewlett-Packard, Dell, and TCL. At the beginning of this year, he also launched a large-scale layoff operation. Whether it is social influence or prestige within Lenovo, Mr. Yang has fallen to the extreme, and it was not until the acquisition of IBM's PC business that he recovered his face and directly reached the top.

In the past, Shenzhou and Lenovo were compared, and they were "Southern Song Beiliu" and "Southern Shenbei Yang". Now the media only talks about "Southern Song Beiliu", and no longer mentions "Southern Shen and Beiyang", because Shen Fuxing led the development of China's science and technology, but Mr. Yang made Lenovo worse every day.

Compared with Mr. Yang's lack of energy, Wang Shitou is as active as ever, standing on stage talking about entrepreneurship. He also compared this year's economic turmoil to a blizzard while climbing, saying that only by clenching his teeth can he survive, and hesitating will only freeze to death on the mountainside.

Lenovo, Vanke, and Haier were all founded in 1984, and this year is their 20th birthday.

Mr. Zhang from Haier was also invited to speak on stage. He counted the difficulties he encountered in the past 20 years and talked freely about his experience and lessons in the past 20 years. In fact, Mr. Zhang was badly sprayed by Lang Xianping recently ~www.wuxiamtl.com~ and Haier's capital chain was extremely tight at this time due to its rapid overseas expansion, which can be said to be debt-laden. Mr. Zhang's heart is also very tired. If you want to tell the truth, it must be: I am too difficult!

Lang Xianping sprayed a lot of people this year, and he gained fame as a result. He is well-known by the people all over the country and is known as the "star economist".

In June, he sprayed TCL's President Li, saying that the TCL share reform was to dilute state-owned assets, and Mr. Li made a profit of more than 1 billion. But he didn't want to think that when President Li entered TCL, it was just a small workshop, and his hard work for more than 20 years was worth that little salary? How to explain to the executives without the share reform? What else does the company do? Can we continue to engage in pure state-owned enterprises to ensure that the next boss will not be foolish?

In August, he was again accused of embezzling state-owned assets by Mr. Zhang from Haier, and he was arrested non-stop by Mr. Gu.

The three people who were sprayed had different reactions. TCL President Li chose to remain silent. Haier President Zhang only replied: "Sorry, Haier is not a state-owned enterprise. Professor Lang, you sprayed the wrong person."

Kelong's Gu is always a violent temper. He feels that he has no problems at all, so he directly chooses to argue with Lang Xianping in the air, to make public opinion bigger and bigger, and the whole people join the discussion. The three major portals even voted, and 90% of netizens thought that Mr. Gu had a problem. As a result, the National Audit Office intervened in the investigation, and Kelon shares fell. Mr. Gu was later sentenced to 10 years in the first instance and 5 years in the final instance.

The reason for Mr. Gu’s accident was not that the management engaged in MBO, but that he had done too much in the acquisition of other state-owned enterprises. To put it bluntly, TCL President Li was reorganizing his own company. President Gu used this method to eat other people's companies, and he had eaten more than one company, and his hands were stretched too long.

Well, today’s Entrepreneur Forum also invited Professor Lang who was going around...