Qu Yunbo Looked Back At Kelon.

Two years ago, when he turned from Kelon's marketing consultant to Kelon's vice president, the industry had some doubts: military officers and generals are two different things.

Qu Yunbo, who lacks actual combat, though he is full of knowledge and writing hundreds of books, how can he make up for the imbalance between power and authority?

Qu Yunbo seemed to be a controversial figure before he left the mountain.

However, Qu Yun Bo, who had entered Kelon, found that his ability was not the challenge. It was only two years later that he was "the three generation of Ministers".

For a foreign professional manager, it is easy to imagine how hard it is to carry out its own reform.

Three months ago, when Qu Yunbo resigned from Cologne's deputy chief, he said to the media, "I am really tired."

However, now when Qu Yun Po is sitting in front of us easily and accepting our interview, he can not see the exhaustion of his shopping mall for two years. He has never had enough time to read and read books like today, so he can calm down and think carefully about his experience over the years. As he promised before entering Kelon, whether he is successful or not, he would like to share his harvest with you.

Why did I not "steady and steady"?

Reporter: two years ago, when you were the seven "airborne soldier" hired by Wang Guoduan, the former chairman of Kelon, in fact, it was not optimistic about the industry. After all, Kelon's problem was not so common.

After entering Kelon, do you feel that it is much more difficult than expected?

In particular, as a senior professional manager, on the one hand, assuming heavy responsibilities, enterprises urgently need your achievements. On the one hand, you fall from the sky, and you need to adapt yourself to the environment at the top and bottom.

Qu Yunbo: it's really hard.

To be exact, the first batch of external managers to enter Kelon's top executives were Song Xinyu and me.

Dr. Song Xinyu is responsible for the construction of website and enterprise strategy department, not at the center of contradiction.

KELON's reform starts with me first, because marketing is the leader of enterprises after all.

In fact, professional managers should first understand and adapt themselves to the new environment.

But in fact, as a marketing manager, this is impossible.

Because you need to go deep into the enterprise for a long time, there is a process for your company to trust you, but such a position as a marketing manager does not allow you to have any wait-and-see time. The market requires you to make decisions at once.

On the other hand, Wang Guo end had felt that Kelong had come to a point where it was impossible to change. It also urged me to come up with the reform plan as soon as possible.

So after I entered Kelon, I almost understood and did business on the reform side.

But now I look back on it, and I know it before I go to Kelon, which is still too superficial, though two or three people knew the real situation of Kelon.

At that time, Kelong gave the impression that the refrigeration industry was the best company, with net profit of 7 hundred million.

But after I entered the high-level, I gradually felt that I was going to face some difficulties.

In fact, I resigned two times before I resigned in February 1st.

There are two reasons for this: first, the actual situation is far from the announced profit. It is hard for me to accept it as an outside manager.

It is not that I am afraid of challenges, but that I do not want to have such a bad feeling.

The two is Kelon's leading group. There are also great differences in understanding and differences in the reform.

I have been in Kelon for 23 months and have gone through three bosses.

The two former chiefs, Wang Guo end and Xu Tiefeng, are all simple and generous cadres of local origin in Shunde.

But frankly speaking, after all, no one has the experience of reform, and some leaders' understanding of enterprise management is hard to adapt to the need of two pioneering work of Kelon.

But as their subordinates, I must always maintain their authority, which also forces me to give up some of my own reform measures.

According to my original idea, Kelon's pain was shorter than that of short pain, and the reform was completed in one year, but it lasted for more than two years.

Fortunately, the direction of Kelon reform is correct. Both the present and former leaders are sure to reform.

I stayed there for two years. I was moved by the sincerity of President Wang and Xu. Two, my understanding of the real situation of the company was still limited. I think it is still possible to deal with the problems left over by more than 10 billion markets.

I didn't expect that only 1 billion 260 million of the major shareholders' funds were occupied until the pfer of shares.

Why do I make Kelon lose in successive years?

Reporter: Kelon Group has been in good financial position before you entered in 2000, at least according to the data released by listed companies.

How did you lose after two years in 2000 and 2001?

What does this have to do with all the reform measures you take as the first deputy general manager of marketing?

In 2000, Kelon's financial profit was almost two times the average of the industry, but this is only the report.

Losses in 2000 and 2001 were caused by problems left over by history, rather than operating losses for the past two years.

But after I entered Kelon, I felt that Kelon faced two difficulties: first, when Kelon was working with some enterprises, the two sides often lost their credit and trust due to various reasons because of various reasons. Therefore, I had to put forward "sincere letter to save household appliances", but this is not a matter of the enterprise itself, but a problem of the whole social value.

The two is that the household appliance industry has a bad atmosphere at that time, that is, each other is bragging: it is the first place in any country that is mobile.

In fact, it is often the result of a survey conducted by a certain investigation company in a certain area that it is the first in the whole country to play a game of digital games and give consumers some illusions.

This kind of exaggeration is very popular in the household electrical appliance industry. You can hardly find a famous company without the nation's first.

On the other hand, a lot of accounts payable and receivables, a large number of stocks, a large number of reprocessed products, assets of the merged and bankrupt enterprises were not dealt with at that time. Instead, they showed profits in the statements (although this practice is not uncommon in the listed companies), which left a great burden for future generations.

Because once the previous water is removed, loss is inevitable.

Once a deficit is made, the possibility of a stock market crash will be lost.

But at that time, I thought that though the water would be squeezed out as soon as possible, it would undoubtedly affect the personal performance of our group of cadres, but this is definitely beneficial from the long-term development of the company.

Therefore, I have suggested to Kelon's top leaders several times to dig out this scar.

Although they are under great pressure, they finally get their understanding and support.

So you can see in Kelon's annual report that the loss in 2000 was 7 hundred million, and the loss in 2001 was 15.5 billion.

How do I face Kelon's "big business neck"?

Reporter: three years ago, when I went to interview Wang Guo end, he mentioned that Kelon had already got the "big business neck": overstaffing, Department building, piles of documents, and strict internal management.

This is probably one reason why he has been pushing the reform of Kelon.

And the marketing department of enterprises may have more complicated problems. For example, how to solve these problems in the marketing process, such as "grey income", large liquidity, accounts receivable and fleeing, usually in marketing management?

Qu Yunbo: "big business neck is really serious in Kelon, low efficiency and high cost. This is also the focus of Kelon's reform in the past two years.

Marketing control management is divided into two parts: internal control and external market control.

"Grey income" or internal corruption, accounts receivable and liquidity are all internal control problems.

However, the problem of "clean government" and bad debts and death accounts in this area is quite serious.

You think, in the past, the sales performance is so good that when you are a new official, you are eager to have a good impression. How can you "suppress" their enthusiasm?

At the same time, the pfer of shares and the replacement of the boss by a horse lantern will make people wait and see how long I can stay in this son.

However, the behavior of this corrosive enterprise must be eliminated.

On the one hand, I propose to give the salesmen and the market corresponding wages, so that the treatment on their desktop is reasonable, so that he does not want to take the table under his heart.

As for people who do not even have enough income on the desktop, we have several ways to control him from department heads, laws to the company's financial process or contract system.

Even after the event, we have audits, and even set up a discipline inspection department which may not be found in other enterprises, specially handling disciplinary complaints and related cadres' joint and several liability.

Sometimes the amount of internal violating discipline is quite alarming. About half of the middle-level cadres in the enterprises have been treated in a large or small degree. Even I myself have misled the fund plan due to inventory information, and I have given myself a monthly salary reduction.

On the other hand, in promoting integrated marketing activities, I deliberately selected international famous advertising companies, such as China Telecom and Ogilvy, to cooperate in brand communication. Their market operation methods are very standardized, so that they can minimize the chance of generating grey income for the internal staff.

For accounts receivable, I ask our partners to pay or even pay in advance, because Kelon has a strong bargaining position.

At the same time, I am very strict with the choice of merchants in terms of credit and arrears. Branch companies and district managers have no right to decide who can credit: the sales director below 200 thousand yuan sign, and more than 200 thousand yuan can only be approved by myself.

Therefore, the about 6000000000 turnover of Kelon listed company is only 60 million credit sales each year. The bad debt accounts for almost zero, but the problem left behind by the previous history is still unsolved by more than one billion.

When I first arrived at Kelon, the accounts receivable amounted to 5 hundred million.

Why do I choose to walk quietly?

Reporter: usually, the change of business marketing director has great influence on enterprises. For example, Lu Qianghua, the sales director of SKYWORTH group, has not only left his own company, but also has taken away a group of his own staff.

And your resignation seems completely silent. Is this related to your future management consultation?

Qu Yunbo: the change of marketing leader will really affect the business more than any other department.

As the largest shareholder, Green Kerr entered Kelon in October 2001, and I left Kelon in February 1, 2002.

Until now, no major cadre of my staff has left Kelon, and customers and loans have not lost anything or problems.

This may not be common in the domestic appliance industry.

Therefore, Gu Chujun repeatedly mentioned at various meetings that he was most worried that the marketing system was paralyzed due to personnel changes, but all the handover was normal and business remained stable. He said he could finally fall asleep and express his appreciation to me.

In fact, because I used to be a consultant for many home appliance enterprises, after I came out of Kelon, I found a lot of people who wanted me.

If I introduce my right-hand officer or main customer to him, I will certainly get some benefits.

But I will never do that.

Because my original occupation is to establish a legalized marketing management system and a professional manager team for the enterprise consultation. If I have left, the marketing system will be out of order, that is to say that I am not professional enough to be a consultant.

Of course, professional ethics as a professional manager will make me do well. Even if my employer is not good enough for me, I will not deviate from my professional ethics.

What is the biggest gain of Kelon?

Reporter: finally, what is your greatest achievement in the pformation from management consultant to professional manager?

This is mainly about marketing practice, management execution and enterprise pformation or the experience of the two venture.

But I think there are two main differences between consultants and professional managers: first, as consultants, he can stand on an objective professional position and provide staff advice for enterprises.

Professional managers should make decisions and carry out decisions according to their decisions.

Two, consultants need to have considerable professional knowledge and high intelligence; as a business executive, they must have decision-making power and executive power.

Because I had been consulting many years of business decisions for large and small businesses, I had a high decision to be a professional advantage, but I had never been in a big company for specific job and responsibility.

So, the biggest exercise I had in Kelon in the past two years was the improvement of executive power.

I feel lucky that I am catching up with Kelon's two venture. The process of change is also a rare opportunity to exercise.

KELON developed well in the first eighteen years. The problem in the pformation period is that all the two start-ups will encounter it.