"Three-Study Strategy"

Recently, Lenovo's Liu Chuanzhi has repeatedly said that what China's private enterprises lack most is strategic thinking and strategic decision-making. This is a real experience. In the past 10 years, the mall has been filled with gunsmoke and heroes. However, the day changes and the stars change, can stand the test of time, blow away the floating sand and start to see the gold, but Erer, now it is not very obvious, everyone does not pay much attention to it, and in a few years, the emergence of smart phones, completely subverted many industries, now everyone does not pay much attention to the Internet, is not a tool for communication, it seems that now everyone can not see his potential, yes, now the United States is making an Internet crisis, everyone will still be skeptical of him.

All in all, the main reason why many people fall into the sand is the failure of the company's strategy, such as blind diversification, superstitious capital management, fantasy of relying on power to seek rent, or eager to rush to the top 500, piece together a big ship, and go to sea in the wind. These enterprises pay attention to business opportunities, and this concept has completely subverted Li Zhong's idea when he first started his business, opportunities are the most important, and he does not operate the industry, captures hot spots and does not manage the enterprise, and cannot consistently adhere to his own strategy.

On the other hand, WK, let the wind and waves rise, I have my own rules. WK went public 10 years ago, and capital is basically not a problem, there are A shares and B shares, but it does not claim to be "capital management"; it will concentrate its business on real estate early on, but it is still too specialized, and simply simplify its products to the ordinary houses of the middle class; in the future, they will also standardize their products, and even the main parts and components will be designed at the headquarters, so as to promote further large-scale production through housing industrialization.

The hot spots in the market are constantly changing, but WK has always only spoken two words in the past 10 years, "subtraction". This is the strategy, highly specialized, create core competitiveness, promote large-scale production, and comprehensively improve product quality and service. It is this clear corporate strategy that has enabled WK to finally complete the multiplication of the company's steady growth while doing "subtraction".

And now my own company, this can be referenced, but the situation of these two companies is different, WK is already a leading enterprise, has the right to speak, and Hengan Real Estate is still in the stage of primitive capital accumulation, there are not so many choices, simply put, what to make money and what to do. Strategic planning is clearly better now than seizing opportunities.

"Four School Management"

The success or failure of a company lies in the strategy, and the success or failure of the strategy lies in the governance structure and management team. WK's governance structure is advantageous. Since it was the first batch to implement the shareholding restructuring and listing, and the shareholding was quite dispersed, the responsibilities and rights of shareholders, the board of directors and the management were clearly defined. More importantly, WK's entrepreneurs have completed the positioning goal of transforming into professional managers very early, thus avoiding conflicts and shocks between the founding partners of many private enterprises, enabling the long-term stability of the management team, and cultivating a systematic manager culture. This model is something that most domestic enterprises dare not think of.

Rational entrepreneurs and excellent professional manager team enable WK to concentrate on management, do meticulous and thorough, not only accumulate local (Shenzhen) advantages, but also build an efficient system of cross-regional management. Entrepreneur transformation. In other words, the transformation from "revolutionary" to "manager" is a hurdle in the development of private enterprises. Most founders are superstitious about their own "greatness", indulge in their past "miracles", and always want to "have no fixed law" when they encounter difficulties, and rely on one or two things or a certain project to create a turnaround, and turn decay into magic. These people spend 80 percent of their time focusing on opportunities and breakthroughs, and less than 20 percent of their time focusing on management. And now Hengan is in such a stage, mainly to seize opportunities and breakthroughs, management is still the old man, the key is the old concept.

WK's progress is precisely reflected in the fact that 80 percent of the decisions are managerial and 20 percent are investment decisions. Good companies have more management and slow investment, while poor companies invest fast and have no management. Today, Li Zhong walked into WK and found that all investor relations (transparency, integrity, investment management, financial management, human resources management, customer management, and even public relations management) are very clear and meticulous and well-organized. Wang Shi's contribution to WK lies in the fact that he never focuses on the façade and the hype of the project, but takes it seriously, and for decades he has been tirelessly building a "WK brand car" that can drive autonomously. Management lies in the details, in patience, in persistence, this point, WK people have done it, so WK has created the irreproducible success of Li Zhong and others.

After saying so many good things about WK, some people must not like to listen to them, and even booed, "What's so good about WK, its project is not as good as me." "Are there still few complaints about WK?" Li Zhong thought of Gorky's words to respond, and it couldn't be more appropriate, "Haiyan sometimes flies very low, but penguins can never fly to the height of Haiyan; Mercedes-Benz will also lose money, and Lenovo also has defective products, but no one denies that they are excellent enterprises." Similarly, WK's uniformity, that is, from the capital structure, corporate strategy, governance structure, management team, to product production, company culture, and brand value, is still the most competitive in the real estate industry.