Wu Changjiang believes that when it rains, it is necessary to use a large bucket to receive water. Even if there is a gap in the barrel, the water must be more than the leaked water. After the rain is small, the hole must be filled quickly.
Reporter: We know that you are starting a business from a state-owned enterprise. If you stay in state-owned enterprises, what will happen now? Can you talk about entrepreneurship?
Wu Changjiang: If I don't go to the sea, I may be the director or general manager of a state-owned enterprise, but the purpose of my trip to the sea is very clear, that is, to be the boss. Before going to sea, I did a good job in state-owned enterprises. My idea of ​​starting a business was very clear. Therefore, after I went to Guangdong, my mentality was very good and everything was willing. In the 14 years since I started my business, I have experienced all the problems that private enterprises may encounter, including the city’s experience in technology, capital, and equity...
Reporter: Equity disputes seem to bring you a lot of trouble?
Wu Changjiang: At the beginning of NVC's business, there were 3 shareholders, 45% of my shares, and 55% of the other two. They are not involved in management, and I even gave up the position of the chairman in order to balance the relationship. In the early stage of business, the situation was calm. Later, as the NVC brand became more and more loud, the Matthew effect was also generated among the shareholders, and the other two shareholders proposed to separate. At that time, I said that I quit, but employees, management, and suppliers did not agree. The other two shareholders have no choice but to ask for harsh conditions and ask me to take out hundreds of millions of yuan in cash within one month. During the Spring Festival, my capital chain was broken, but many of my friends gave me the charcoal in the snow.
Reporter: What is the revelation from this incident?
Wu Changjiang: In the early stage of enterprise entrepreneurship, the boss must have the decision-making power, and the small enterprise is still vocal. After the enterprise has developed to a certain scale, the corporate structure must be sound. For enterprise development, everyone pays attention to cash costs. In fact, labor costs are also very important. The same funds, operated by different people, will definitely have different effects. There is also opportunity cost, which is intangible, companies must pay attention to
I have a "new barrel theory" -- when the world is raining, take the bucket to pick up the water. Even if there is a gap in the barrel, it must be big. At this time, the water must be more than the leaked water. Equivalent to the early stage of the venture, the external competition is relatively weak, the gross profit is higher, and there are more opportunities to become bigger after the investment. But after the rain is small, the loopholes in the bucket must be filled quickly. This year, NVC is in an adjustment period, sales have also increased by 50%, and its speed has shocked all opponents. I told my opponent that the growth rate of NVC will reach 100-120% next year.
Reporter: Can you talk about your wealth concept?
Wu Changjiang: I think entrepreneurs are different from bosses. Entrepreneurs have social behaviors, and bosses may only want to make money. After the platform is bigger, entrepreneurs are doing for the society, not for themselves. I don't want people to know the money I donate because it is my own will.
Wu Changjiang resume
Wu Changjiang, Vice President of Chongqing Chamber of Commerce in Guangdong Province, Chairman of NVC Industrial Company. Born in 1965, Chongqing Tongliang people. After graduating from Northwestern Polytechnical University in 1988, Wu Changjiang came to work at Hanzhong Airlines. Before he was promoted, he resigned to start a business in Guangdong. In 1998, Wu Changjiang and two others established NVC Industrial Company. Wu Changjiang was the first in the industry to launch a product recall model and a specialty store. Currently, there are more than 3,000 stores in the country. In 2005, the company's sales exceeded 800 million yuan, becoming the largest lighting company in China, ranking 25th in the “Top 100 Chinese Growth Enterprises†list. NVC's sales performance is increasing at an annual rate of 80%, and Philips currently uses it as its number one rival in China. NVC expects its output value to reach 2 billion yuan this year.
Annual performance: With good performance, NVC attracted $51 million in foreign investment including Softbank this year. On August 18 this year, Wu Changjiang announced an investment of 650 million yuan in Wanzhou to support the construction of the reservoir area and build a large-scale lighting and lighting enterprise. At the end of this year, the first phase of the project will be put into operation, and it is expected to achieve sales income of 600-800 million yuan, which can solve the employment of 3,000 people.
Highlights: Wu Changjiang quickly developed into the largest lighting company in China with excellent business operations.
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