In the ten years (1995-2005), Shine Ito was in charge of Sony, and the frequency of controversy was mixed. Under the ideal of “seeking the dream of digitalizationâ€, the acquisition of US Columbia company, board of directors reform, organizational restructuring, reduction in staff and efficiency, and the infusion of vitality for Sony also triggered a substantial book deficit, and finally resigned in 2005. Now he has a close relationship with the Chinese business community. He is an independent director of both Baidu and Lenovo. He is a consultant to Tsinghua University and also has contacts with Patriots. During the banquet, Chinese entrepreneurs took turns to ask questions, and the well responded slowly. Many comments were critical and inspiring.
The balance between speed and precision Chen Haibin (chairman of Dean Diagnostic Technology Co., Ltd.): You are now an independent director of two famous Chinese companies, Lenovo and Baidu. Please comment on the difference between Chinese entrepreneurs and Japanese entrepreneurs. How do you evaluate Chinese companies?
Take Idei: The Japanese entrepreneurs think about how to develop a business in a mature market environment. What Chinese entrepreneurs want is how to run a business in a fast-growing market environment with a different focus. China is in a period of rapid growth, just like the age of 30, when young people grow up to maturity. The most important point in the strategy of these companies is how to achieve rapid growth. In Japan, the same phenomenon happened 30 years ago. Growth itself is the most important part of strategy. However, for Japan today, the period of rapid economic growth has ended. If companies operating in Japan today still have to blindly pursue growth, strategies will have problems.
There are two questions that Chinese entrepreneurs must begin to think about now: First, what should happen when the economy starts to slow down or stagnate? The second is how to do after the market leader is achieved? Let's take Lenovo as an example. It is the world’s second-best player in the world today, and what it now thinks is how to become the first in the world. But I think it is more important for it to think about how to go after thinking of becoming first.
Wang Zhengyao (Deputy Editor-in-Chief of China-EU Business Review): You said that Chinese companies' strategies should adapt to a fast-growing market, and Japanese companies should adapt their strategies to a mature market. To adapt to these two different markets, what are the different capacity requirements? If China's growth rate slows down, do you think Chinese companies have enough capacity to deal with this situation?
Out of the box: The most important problem for Chinese companies cannot be called development too fast, but it is running too fast. It seems that no one has thought about it and rushed out. There are a lot of problems left behind. In fact, Chinese entrepreneurs should stop and calm down to think about development, make technology more solid, consider strategy more comprehensively, and set their hearts to solve problems one by one. Only in this way can we really improve the speed of development.
Chinese companies have been trying desperately to catch up and never think about how to do after catching up. Anyway, I'll run to the first place! They are eagerly pursuing the "big" scale and embracing the idea that "I'll be able to get the respect of others". In fact, enterprises can only get social recognition and respect if they are strong. I think that the Chinese business community needs two kinds of people, one is the pursuit of speed, the Other is the pursuit of precision and balance.
Chen Haibin: The medical outsourcing industry I have just started in China and has a history of development in Japan and the United States for several decades. We hope to exchange and study with Japanese counterparts, and even cooperate and develop together in China. What advice do you have for the cooperation between Chinese and Japanese companies?
Take Idei out and reach out: The two sides of the cooperation are like husbands and wives. If there are differences in thinking, they must live under the same roof. The two companies that have grown up in different modes of thinking and the legal environment, to come together for a common goal, depend first and foremost on the goals they have to achieve. Existence of common ground, to expand the common part.
Japanese companies are broadly divided into three categories: the first category, entrepreneurial enterprises are still entrepreneurial enterprises in which enterprises play an important role; the second category, second-generation or even third-generation leaders have matured enterprises; third, semi-officials Semi-minded business. The management patterns and cultures of these three types of enterprises are quite different. Which ones have more common points with your company? This is a matter to be considered carefully when choosing a cooperative company.
To find like-minded companies, rather than paying attention to national differences, it's better to see if the two companies can find a common language. You just said that you would like to cooperate with your Japanese counterparts, then both parties must find their complements. If competition is greater than complementarity, it is dangerous. Another point is that cooperation between enterprises is best done once every five years. After five years, whether to maintain the status quo or whether one side mergers and acquisitions of the other, or other forms of cooperation, will need to be reconsidered.
Must have its own core point of stay Zeng Yong (Deputy General Manager of China Aviation Technology International Industry and Trade Co., Ltd.): I come from China Aviation Technology International Industry and Trade Co., Ltd. China Aviation Technology Corporation is a central state-owned enterprise in China with sales of several billion yuan. It started as an export trade, and later went through many other industries, such as ships and real estate. We all know that there are great risks to a diversification strategy. However, if you do not diversify and do not invest, there is a risk of leaving large amounts of money on the books. Would like to ask you, for a large group company, how to deal with the relationship between specialization and diversification?
Take Idei: I'm talking about a Japanese company that is similar to your company, the Mitsubishi Group, for your reference. Mitsubishi Group is a very large group company in Japan. After the Second World War, the group was disbanded, and then under it, Mitsubishi Heavy Industries, Banking, Real Estate and other industries were gradually developed. For Mitsubishi, the professional development of different industries has promoted the overall development of the group. Although Mitsubishi Holdings is the brand behind the Mitsubishi Holding Corporation, the brand is actually a spiritual level of restraint and has no commercial restraint. Moreover, when the group itself has major problems, these companies themselves will hold groups to help the group tide over the difficulties.
Jin Fuhong (Chairman of Suzhou Siegle Apparel Company): Our private companies are also facing the same problem. I have a small company, a **guarantee company, an investment management company, and a new scarf company. I am the one that I most want to invest in. But these companies in front occupy a lot of my energy, and so do many people around me. Can you give me some advice?
Out of the box: You mentioned that you have done several small financial companies. I went to China many times and everyone seemed to be talking about finance. The maturity of China's financial development is still not high. However, with the continuous development of China's financial industry, small-scale role-players in this industry will disappear in the future, and finance will gradually become a giant monopoly industry. The Chinese market seems to have infinite possibilities. There are more than 40 mobile phone manufacturers in China and more than 100 refrigerators. However, we think there were also many auto manufacturers in Detroit more than 60 years ago. Now, there are only two or three of them. In a sense, the competition in the Chinese market is now much fiercer than most markets in the world.
As for your question, my opinion is: A company must have its own core point of stay. If companies embrace economic entities at many levels, it is difficult for managers to grasp one thing. Therefore, in the end, it is up to you to make your own decisions. In the end, which industries and aspects do you want to play an important role? Take the violinist as an example, roughly divided into three levels: one is the chief violinist in the symphony orchestra, the second is the violin soloist, and the third is one of the many violinists in the symphony orchestra. The roles played by these three are completely different, and the required talent and thinking are completely different. An operator should find his or her talents at an early stage, conduct more self-examination, find a foothold, and go back to your industry. If you can't find this place to stay, what industry will look very attractive; if you don't have such a place to stay, there will be danger of being eliminated in the future.
Wang Qingchao (chairman of Hua Zhao Yisheng Health Management Agency): Sony undertook a diversified exploration under your leadership and involved in the entertainment and content industries. If you lead Sony for another decade, what would you do?
Out of the box: Sony is like my own granddaughter to me. I spend a lot of time with my granddaughter. In the end, what should I do with her? My mentality is also more complicated. Sony's core business is the civilian electronics industry. In developed countries such as the United States and Japan, unless the electronics industry is high value-added, the chance of survival is very small. Judging from the sales of the Sony Group, sales in the financial industry (mainly insurance industry) and entertainment content are almost equivalent to sales in the electronics industry. In other words, while we are based on the Bank, we have developed other industries that can bring new growth points, because it is very difficult to rely on the electronics industry to survive. But from the overall perspective of Sony, its core brand awareness and value is still in the electronics industry. How to balance the relationship between the electronics industry and other businesses and make overall development plans is a very difficult task. At the same time, I also think that companies are just like people's living bodies, and they constantly need to have a metabolism. Moreover, the financial and entertainment content industry itself is also evolving, and it may be that ten years later these two industries will become obsolete, requiring the introduction of fresh industries. Therefore, it is difficult to predict what type of company Sony will become in the next decade or two.
The core of lean management is to provide value support (a senior reporter of China-Europe Business Review): I feel that Japan's “lean†itself is a feature of in-depth Japanese culture and national character. In these years, the Chinese business community has also vigorously introduced Toyota's lean production system. It seems that the effect is not particularly satisfactory. In your opinion, is lean management or lean production inseparable with Japan's own culture and nationality? The Chinese national culture does not have these things. How to achieve lean?
Idei Chusei: The concept of "lean manufacturing" The concept that the Toyota Motor Company formed on the manufacturing line is essentially how to increase production efficiency. The starting point is how Toyota competes with the American car company in Detroit. Today, the concept of "Lean" has expanded so much that many Chinese companies are adopting this system. The production system is part of the core competitiveness of manufacturing, but it is difficult for us to expand the production system created by one company to the culture of a country. There are various types of businesses in both China and Japan, just as there are people with various personalities in society. China also has some companies that are keeping improving. So it depends on each specific company and industry to make a comment, and it is difficult to see clearly from the perspective of the country.
Zhang Jie (Assistant Manager, Shanghai** Exchange): In the past two days, we have inspected many Japanese companies with the purpose of learning “lean managementâ€. My Shanghai Stock Exchange is a non-profit-making unit. From your point of view, what should be the focus of profit-free units to do lean management?
Outreach: No matter whether it is a profitable or non-profitable unit, there is one thing that is common: how to provide value for the society. For example, in comparison with Tsinghua University and Peking University in China, when comparing the two universities, people will not say which school is more profitable, but which university will train more talents for the society. The current popular concept is "social entrepreneurs" and it is also the same meaning. If the output of a profitable enterprise does not bring very essential value to the society, the future of this enterprise will not be very bright.
Zhang Jie: How can social values ​​be quantified? How can quantifiable things be managed with lean?
Out of the box: Even for profitable organizations it cannot be completely quantitative management. Focusing only on quantitative standards is a very American-style idea, and I personally do not agree.
Three Suggestions for Chinese Entrepreneurs Guo Xiuling (General Manager of Shanghai Weihang Computer Knitting Co., Ltd.): I am engaged in the garment manufacturing industry, and China's manufacturing industry is now in a slump. We also saw that in the past when Hong Kong and Singapore both gave up manufacturing, Japan was still sticking to manufacturing. Can you give us some suggestions for the development of Chinese manufacturing companies?
Out of the box: Manufacturing should not be misunderstood as just making things. Japan's manufacturing and service industries are one. If you simply think that you are only making textile products, a conceptual error occurs. For example, if you are making cashmere products, you should consider not only to produce cashmere products, but also to increase its added value, such as your design, concepts, services, packaging, etc., to open up a new concept and concept. When people think of your product, they first think of some new concept or service. I do not think that China's manufacturing industry has entered a downturn. On the contrary, China's manufacturing industry has only just begun.
Ye Junming (President of Shanghai Dianzheng Industrial Co., Ltd.): China's current environment requires more brands to become world famous brands. What are the necessary elements? Can you give some advice?
Out of the box: Not that you want to create a brand, it can become a brand. In the process of creating a brand, it is important to create its story and history. If you want to build a brand, you can't just chase the pace of the times, but need to lead the trend of the times. For example, Sony is the leader of such a trend. There are also some brands like Google that use innovation to build their own brand. Some companies build brands in the technology field. The brand of Chinese companies still seems to me not to be separated from the big concept of China. Your brand must be attached to the big brand of China and depend on your own culture to be successful.
Ye Junming: For an entrepreneur who wants to be a 100-year enterprise in China, what qualities do you think he needs most?
Out of the box: The life of the company and the life of the manager should be different. When a person dies, companies must survive. Therefore, in order to create a sustainable enterprise, your company and your idea as a business entrepreneur must have a connection point, and your ideas must be passed on and developed. Doing a business is a marathon rather than a 100-meter sprint. You have to run slowly. You also need to have a team. The needs of the team at different stages of the company are different. I think Liu Chuanzhi and Yang Yuanqing are particularly good at handing over each other.
My advice to Chinese entrepreneurs is:
First, how quickly you can run is how fast you run. This is the most important thing.
Second, we must focus on building the core competitiveness and core values ​​of our own companies. Just like Sony put its own core competitiveness on consumer electronics products and created a world brand like Sony;
Third, we must focus on cultivating the next generation of talent. Such talents can not only understand the current market, but also focus on future development. (A06)
The balance between speed and precision Chen Haibin (chairman of Dean Diagnostic Technology Co., Ltd.): You are now an independent director of two famous Chinese companies, Lenovo and Baidu. Please comment on the difference between Chinese entrepreneurs and Japanese entrepreneurs. How do you evaluate Chinese companies?
Take Idei: The Japanese entrepreneurs think about how to develop a business in a mature market environment. What Chinese entrepreneurs want is how to run a business in a fast-growing market environment with a different focus. China is in a period of rapid growth, just like the age of 30, when young people grow up to maturity. The most important point in the strategy of these companies is how to achieve rapid growth. In Japan, the same phenomenon happened 30 years ago. Growth itself is the most important part of strategy. However, for Japan today, the period of rapid economic growth has ended. If companies operating in Japan today still have to blindly pursue growth, strategies will have problems.
There are two questions that Chinese entrepreneurs must begin to think about now: First, what should happen when the economy starts to slow down or stagnate? The second is how to do after the market leader is achieved? Let's take Lenovo as an example. It is the world’s second-best player in the world today, and what it now thinks is how to become the first in the world. But I think it is more important for it to think about how to go after thinking of becoming first.
Wang Zhengyao (Deputy Editor-in-Chief of China-EU Business Review): You said that Chinese companies' strategies should adapt to a fast-growing market, and Japanese companies should adapt their strategies to a mature market. To adapt to these two different markets, what are the different capacity requirements? If China's growth rate slows down, do you think Chinese companies have enough capacity to deal with this situation?
Out of the box: The most important problem for Chinese companies cannot be called development too fast, but it is running too fast. It seems that no one has thought about it and rushed out. There are a lot of problems left behind. In fact, Chinese entrepreneurs should stop and calm down to think about development, make technology more solid, consider strategy more comprehensively, and set their hearts to solve problems one by one. Only in this way can we really improve the speed of development.
Chinese companies have been trying desperately to catch up and never think about how to do after catching up. Anyway, I'll run to the first place! They are eagerly pursuing the "big" scale and embracing the idea that "I'll be able to get the respect of others". In fact, enterprises can only get social recognition and respect if they are strong. I think that the Chinese business community needs two kinds of people, one is the pursuit of speed, the Other is the pursuit of precision and balance.
Chen Haibin: The medical outsourcing industry I have just started in China and has a history of development in Japan and the United States for several decades. We hope to exchange and study with Japanese counterparts, and even cooperate and develop together in China. What advice do you have for the cooperation between Chinese and Japanese companies?
Take Idei out and reach out: The two sides of the cooperation are like husbands and wives. If there are differences in thinking, they must live under the same roof. The two companies that have grown up in different modes of thinking and the legal environment, to come together for a common goal, depend first and foremost on the goals they have to achieve. Existence of common ground, to expand the common part.
Japanese companies are broadly divided into three categories: the first category, entrepreneurial enterprises are still entrepreneurial enterprises in which enterprises play an important role; the second category, second-generation or even third-generation leaders have matured enterprises; third, semi-officials Semi-minded business. The management patterns and cultures of these three types of enterprises are quite different. Which ones have more common points with your company? This is a matter to be considered carefully when choosing a cooperative company.
To find like-minded companies, rather than paying attention to national differences, it's better to see if the two companies can find a common language. You just said that you would like to cooperate with your Japanese counterparts, then both parties must find their complements. If competition is greater than complementarity, it is dangerous. Another point is that cooperation between enterprises is best done once every five years. After five years, whether to maintain the status quo or whether one side mergers and acquisitions of the other, or other forms of cooperation, will need to be reconsidered.
Must have its own core point of stay Zeng Yong (Deputy General Manager of China Aviation Technology International Industry and Trade Co., Ltd.): I come from China Aviation Technology International Industry and Trade Co., Ltd. China Aviation Technology Corporation is a central state-owned enterprise in China with sales of several billion yuan. It started as an export trade, and later went through many other industries, such as ships and real estate. We all know that there are great risks to a diversification strategy. However, if you do not diversify and do not invest, there is a risk of leaving large amounts of money on the books. Would like to ask you, for a large group company, how to deal with the relationship between specialization and diversification?
Take Idei: I'm talking about a Japanese company that is similar to your company, the Mitsubishi Group, for your reference. Mitsubishi Group is a very large group company in Japan. After the Second World War, the group was disbanded, and then under it, Mitsubishi Heavy Industries, Banking, Real Estate and other industries were gradually developed. For Mitsubishi, the professional development of different industries has promoted the overall development of the group. Although Mitsubishi Holdings is the brand behind the Mitsubishi Holding Corporation, the brand is actually a spiritual level of restraint and has no commercial restraint. Moreover, when the group itself has major problems, these companies themselves will hold groups to help the group tide over the difficulties.
Jin Fuhong (Chairman of Suzhou Siegle Apparel Company): Our private companies are also facing the same problem. I have a small company, a **guarantee company, an investment management company, and a new scarf company. I am the one that I most want to invest in. But these companies in front occupy a lot of my energy, and so do many people around me. Can you give me some advice?
Out of the box: You mentioned that you have done several small financial companies. I went to China many times and everyone seemed to be talking about finance. The maturity of China's financial development is still not high. However, with the continuous development of China's financial industry, small-scale role-players in this industry will disappear in the future, and finance will gradually become a giant monopoly industry. The Chinese market seems to have infinite possibilities. There are more than 40 mobile phone manufacturers in China and more than 100 refrigerators. However, we think there were also many auto manufacturers in Detroit more than 60 years ago. Now, there are only two or three of them. In a sense, the competition in the Chinese market is now much fiercer than most markets in the world.
As for your question, my opinion is: A company must have its own core point of stay. If companies embrace economic entities at many levels, it is difficult for managers to grasp one thing. Therefore, in the end, it is up to you to make your own decisions. In the end, which industries and aspects do you want to play an important role? Take the violinist as an example, roughly divided into three levels: one is the chief violinist in the symphony orchestra, the second is the violin soloist, and the third is one of the many violinists in the symphony orchestra. The roles played by these three are completely different, and the required talent and thinking are completely different. An operator should find his or her talents at an early stage, conduct more self-examination, find a foothold, and go back to your industry. If you can't find this place to stay, what industry will look very attractive; if you don't have such a place to stay, there will be danger of being eliminated in the future.
Wang Qingchao (chairman of Hua Zhao Yisheng Health Management Agency): Sony undertook a diversified exploration under your leadership and involved in the entertainment and content industries. If you lead Sony for another decade, what would you do?
Out of the box: Sony is like my own granddaughter to me. I spend a lot of time with my granddaughter. In the end, what should I do with her? My mentality is also more complicated. Sony's core business is the civilian electronics industry. In developed countries such as the United States and Japan, unless the electronics industry is high value-added, the chance of survival is very small. Judging from the sales of the Sony Group, sales in the financial industry (mainly insurance industry) and entertainment content are almost equivalent to sales in the electronics industry. In other words, while we are based on the Bank, we have developed other industries that can bring new growth points, because it is very difficult to rely on the electronics industry to survive. But from the overall perspective of Sony, its core brand awareness and value is still in the electronics industry. How to balance the relationship between the electronics industry and other businesses and make overall development plans is a very difficult task. At the same time, I also think that companies are just like people's living bodies, and they constantly need to have a metabolism. Moreover, the financial and entertainment content industry itself is also evolving, and it may be that ten years later these two industries will become obsolete, requiring the introduction of fresh industries. Therefore, it is difficult to predict what type of company Sony will become in the next decade or two.
The core of lean management is to provide value support (a senior reporter of China-Europe Business Review): I feel that Japan's “lean†itself is a feature of in-depth Japanese culture and national character. In these years, the Chinese business community has also vigorously introduced Toyota's lean production system. It seems that the effect is not particularly satisfactory. In your opinion, is lean management or lean production inseparable with Japan's own culture and nationality? The Chinese national culture does not have these things. How to achieve lean?
Idei Chusei: The concept of "lean manufacturing" The concept that the Toyota Motor Company formed on the manufacturing line is essentially how to increase production efficiency. The starting point is how Toyota competes with the American car company in Detroit. Today, the concept of "Lean" has expanded so much that many Chinese companies are adopting this system. The production system is part of the core competitiveness of manufacturing, but it is difficult for us to expand the production system created by one company to the culture of a country. There are various types of businesses in both China and Japan, just as there are people with various personalities in society. China also has some companies that are keeping improving. So it depends on each specific company and industry to make a comment, and it is difficult to see clearly from the perspective of the country.
Zhang Jie (Assistant Manager, Shanghai** Exchange): In the past two days, we have inspected many Japanese companies with the purpose of learning “lean managementâ€. My Shanghai Stock Exchange is a non-profit-making unit. From your point of view, what should be the focus of profit-free units to do lean management?
Outreach: No matter whether it is a profitable or non-profitable unit, there is one thing that is common: how to provide value for the society. For example, in comparison with Tsinghua University and Peking University in China, when comparing the two universities, people will not say which school is more profitable, but which university will train more talents for the society. The current popular concept is "social entrepreneurs" and it is also the same meaning. If the output of a profitable enterprise does not bring very essential value to the society, the future of this enterprise will not be very bright.
Zhang Jie: How can social values ​​be quantified? How can quantifiable things be managed with lean?
Out of the box: Even for profitable organizations it cannot be completely quantitative management. Focusing only on quantitative standards is a very American-style idea, and I personally do not agree.
Three Suggestions for Chinese Entrepreneurs Guo Xiuling (General Manager of Shanghai Weihang Computer Knitting Co., Ltd.): I am engaged in the garment manufacturing industry, and China's manufacturing industry is now in a slump. We also saw that in the past when Hong Kong and Singapore both gave up manufacturing, Japan was still sticking to manufacturing. Can you give us some suggestions for the development of Chinese manufacturing companies?
Out of the box: Manufacturing should not be misunderstood as just making things. Japan's manufacturing and service industries are one. If you simply think that you are only making textile products, a conceptual error occurs. For example, if you are making cashmere products, you should consider not only to produce cashmere products, but also to increase its added value, such as your design, concepts, services, packaging, etc., to open up a new concept and concept. When people think of your product, they first think of some new concept or service. I do not think that China's manufacturing industry has entered a downturn. On the contrary, China's manufacturing industry has only just begun.
Ye Junming (President of Shanghai Dianzheng Industrial Co., Ltd.): China's current environment requires more brands to become world famous brands. What are the necessary elements? Can you give some advice?
Out of the box: Not that you want to create a brand, it can become a brand. In the process of creating a brand, it is important to create its story and history. If you want to build a brand, you can't just chase the pace of the times, but need to lead the trend of the times. For example, Sony is the leader of such a trend. There are also some brands like Google that use innovation to build their own brand. Some companies build brands in the technology field. The brand of Chinese companies still seems to me not to be separated from the big concept of China. Your brand must be attached to the big brand of China and depend on your own culture to be successful.
Ye Junming: For an entrepreneur who wants to be a 100-year enterprise in China, what qualities do you think he needs most?
Out of the box: The life of the company and the life of the manager should be different. When a person dies, companies must survive. Therefore, in order to create a sustainable enterprise, your company and your idea as a business entrepreneur must have a connection point, and your ideas must be passed on and developed. Doing a business is a marathon rather than a 100-meter sprint. You have to run slowly. You also need to have a team. The needs of the team at different stages of the company are different. I think Liu Chuanzhi and Yang Yuanqing are particularly good at handing over each other.
My advice to Chinese entrepreneurs is:
First, how quickly you can run is how fast you run. This is the most important thing.
Second, we must focus on building the core competitiveness and core values ​​of our own companies. Just like Sony put its own core competitiveness on consumer electronics products and created a world brand like Sony;
Third, we must focus on cultivating the next generation of talent. Such talents can not only understand the current market, but also focus on future development. (A06)
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