I ran to 1135 manufacturing companies and I finally understood how they "played themselves to death"

China Industry Net

　　Last month, Brother Rabbit was arranged by the research institute serving as a consultant to serve as the site leader of a government research project research group, led the expert group to investigate the development of intelligent manufacturing of about 100 manufacturing companies, and provided the government with transformation Suggestions for upgrading.

　　 I have been very busy this month, even with seminars and visits and diagnosis, at least 4 companies a day, and sometimes 9 companies a day. From automobile manufacturing, equipment manufacturing, biomedicine, basic materials, to food and beverage, clothing manufacturing, book printing, software and electronics, and entrepreneurial incubators, they have basically run all the time.

　　 Brother Rabbit has had a habit for so many years. He would write down a few pens in a small book for the companies he has run and the books he read, and occasionally distill a short paragraph or something. I counted it last week, and unknowingly there are 1,135 manufacturing companies that have been running in these years! To be honest, I was surprised. Although Brother Rabbit is not as high as the old experts, he is more diligent than them.

I walked a lot, saw a lot, and sighed a lot. Especially in the past few years, manufacturing companies have had a hard time. Everyone has been thinking about "transformation and upgrading". Some of them have succeeded, but more of them are playing with themselves. dead".

　　 One, giant infant disease

　　 When you are a beggar, don’t brag, pretend that you are the emperor, and give you a master chef, because it will build an illusory and beautiful future for you in your heart.

　　 has been blowing for a long time, and if others do not believe it, you may have deceived yourself instead.

Among the more than 1,000 manufacturing companies that Brother Rabbit has walked through, 70% of them feel embarrassed. Channels and shops have been wiped out. The cost of manpower and materials has risen day by day. They rely on bloodshed, motivational exercises, brainwashing of employees, and customers. Sending money, pulling agents and franchisees to eat and drink, these old methods are hopeless. Want to break through? Looking at it, the Internet, the Internet, and the Internet are everywhere!

　　 So the local tyrants began to "transform" one after another, making vacuum cleaners to robots, agricultural machinery to drones, and clothes to custom Internet platforms. The world is bustling, all of which are posted on the Internet.

Many people think that traditional companies don’t understand the Internet. In fact, according to Brother Rabbit’s experience, Industry 4.0, CPS, C2M, Internet+, Smart Factory, Industrial Internet...Speaking of these new words, the local tyrants understand better than anyone because of various trainings. They have all gone to the class, and I will talk to you for three hours without repetition. However, I turned into their workshop and saw it was a mess. There was no basic lean production 20 years ago. You just have to ask, and they will say, "This is the case in this industry in China, and we are better!".

　　 So Brother Rabbit feels that the predicament of traditional manufacturing companies is not so much because of the challenges of the external environment, but rather because of their own internal death. Through beautiful and successful tactics time and time again, they finally got themselves into a net of strategic dilemma. The more they struggle now, the tighter the net. Therefore, more and more manufacturing companies are now discovering that it seems that they do nothing but live better. This kind of "better" seems to paralyze their judgment on the current situation and the future. This is another matter. A kind of death.

Traditional Chinese manufacturing companies always oscillate back and forth between two extremes. When local tyrants listened to a certain master’s Internet thinking lecture and were enthusiastic, they could spend a lot of money with one shot of their heads. I have seen a company that makes steel pipes. Not even willing to buy a mask for employees, but threw tens of millions to develop the APP Internet platform. And these "leapfrogging" companies, once they encounter setbacks, they immediately shrink back and become more conservative than anyone else. Whatever you tell him, he thinks you are foolish, nonsense, and impractical. Then I started to complain to the government, complaining to the government that social security is too expensive, environmental protection inspections are too strict, etc., shouting "Industry is difficult", trying to get the government to rescue him.

Brother Rabbit has seen a company that has no technology at all. He started by buying two pieces of equipment and hiring a group of people to build things for others. Back then, he relied on the relationship to be brilliant, but the workshop management was messed up, and he posted a label of "Stick to Industry". , He regarded himself as the savior of the nation and stood on the moral high ground.

　　Many manufacturing companies in China are like giant babies, either laughing or crying. They are either aggressive or curled up. They can't always formulate an effective strategy based on their current situation. Nowadays, from the government to the enterprise, everyone is talking about transformation and upgrading, but Brother Tu sees that there are very few that can really transform and upgrade. Either they don't move at all, or the project is aborted, or they are stuck in a quagmire.

　　 Among the companies I surveyed this time, there are two food manufacturing companies with similar management systems. When entering the workshop, they must first change clothes, wear heads and shoe covers, and then blow the whole body and wash their hands before entering. On the surface, it looks like the management is good, but I touched a few places inside, and one house made me stained with dust, and the other was spotless. The former is our leading company in China, and the latter is a Japanese company in Shunyi District, Beijing.

　　 This is the gap in our manufacturing industry. It seems that we have everything, but it is not always the same as drawing a gourd according to a gourd. why?

Let’s take a look at the details. Every place in the Japanese-owned enterprise, even the tools in the repair shop, are neatly placed. Every employee in the factory will smile and ask each other "hello" when they meet. Looking at this sentence, when employees have a sense of ownership, he is willing to contribute wisdom for every improvement. Therefore, every detail of the Japanese-funded enterprise has been achieved to the extreme. This is obviously the result of the participation of all employees. This is the power of corporate culture.

And some companies often think that corporate culture is nothing but nothing. Management is a matter of leading a person. Of course, the leader can only pay attention to the big picture, and he can’t take care of the details. And employees feel that management has nothing to do with them, so naturally it is empty. The shelf is not actual. We don’t seem to be inferior to others, but we are just a little bit less cultural. This point is actually a thousand miles away.

　　 Therefore, Brother Rabbit has always called for the revitalization of Made in China, first of all, the revitalization of industrial culture, to break the giant baby complex, so that companies learn to face reality and learn to think like adults. What China needs now is not a political movement in the name of "intelligent manufacturing", but a comprehensive manufacturing renaissance.

　　 2. Illiteracy

　　 During a visit last year, I went to an old friend’s company, who made tire equipment. He introduced me to his experience in transformation and upgrading. I talked about a bunch of "Internet +" concepts, and then added LeTV Jia's cross-border subversion of the ecological counter-theory, and finally told me that he is going to enter the medical industry and cooperate with Japanese experts to build a high-end, Internet-thinking... …hospital.

  hospital!

　　 After coming back, I bought a Xinhua dictionary online and gave it to him. The word "transformation" was written on the title page. This brother didn't know it, and I didn't explain it much. This year, the hospital he invested heavily in did not start up, and he lost a lot of money. When I meet again to talk about this, I told him that he sent you a dictionary at that time, just to let you find out what the word was written, it is "transition." , Not "changing careers".

　　 If a company ventures into a brand-new industry, it has no industry experience, no customer base, and no team familiar with supervision. Failure is a high probability event. Transformation refers to blazing a trail in the industry and field you are familiar with, and innovating on a familiar track. Changing careers is based on one's own shortcomings and others' strengths. Transformation is about thinking outside the original framework in the field that one is most familiar with, so as to change the status quo and seek a way to survive. Only by focusing on operating in an industry, working and accumulating for a long time, can we discover what the pain points of that industry are and find effective solutions to these pain points.

　　 Someone will definitely say, Brother Rabbit, you have turned around several times!

　　 I have to tell you, first of all, every time I change careers, it is because there are some practical reasons, and I have to do it as a last resort. I am forced to not actively seek for it. Secondly, you just saw that the industry on my face has changed, but you didn’t see it. In fact, my core, "nonsense" ability has never changed. All seeming "changes" are actually the value extension of my own core capabilities. .

　　 For example, Google's self-driving car, and other cross-border subversion, Chinese Internet companies have followed suit. But what you don't know is that driverless technology is originally Google's strong point. It does not cross-border, but extends its core technology to autonomous driving. Many autonomous driving originally used Google's image processing technology. The image and data processing technology is exactly the advantage that Google search has accumulated over the years.

You can’t think of Google’s car as a car, you should regard it as a powerful data processor, because it uses a variety of acousto-optic sensors to identify the surrounding environment and obtain this series of sensors. The signal from is input into his central processing unit to determine how many cars are driving around my car, what are the speeds of these cars, and what is the probability of a collision, so that it runs quickly. So Google’s self-driving car is actually not a car in the traditional sense. Its core is a powerful data and image processor, which is originally Google’s core technology.

　　 Drucker said: "Innovation does not necessarily require high technology, innovation can still be carried out in traditional industries." Three-quarters of American innovative companies come from traditional industries, and only one-fourth are from technology industries.

　　 Transformation and innovation need to focus on persistent "dumb people", focus on their own industry, like Huawei, do communication equipment for decades, do not stocks, do not sell properties, do not do finance, do not go public. There is no need for traditional manufacturing companies to belittle themselves and feel that their industry has no future. They must cross-border to the high-tech industry in the cloud.

　　 Not everyone is obliged to engage in Internet, cloud computing, big data, artificial intelligence. If you are a fried dough stick, you can blow it up and make it the best fried dough stick in the world. The business is not necessarily smaller than that of Alibaba. If you encounter a bottleneck and want to transform, you can jump out of the original roadside fried dough sticks frame to see if it can be standardized, can be made into office takeaways, can be equipped with special soy milk, or can be combined with nearby fried dough sticks and pancake stalls. Snack Street, this is the real transformation.

　　 The key to transformation lies in value innovation, which gives new value to the entire industrial chain. Without value innovation, "transformation" can only be reduced to "changing careers." Chinese manufacturing companies must learn to distinguish these two words clearly. If you really don’t understand, Brother Rabbit can sell you a dictionary and go home and study it slowly.

　　 Three, pattern disease

　　 The rapid development of the Internet industry in the past few years has shrouded China's economy like a ghost, and has brought some bad effects to our manufacturing companies. This is the superstition "model innovation".

　　 Today, our traditional manufacturing companies are very keen to develop a variety of "models." Any "master" proposes any model, and local tyrants in the manufacturing industry step forward to pay for it and become the master's guinea pig. In the final analysis, these models are simply "find a new channel to sell goods."

If offline agents fail, change to e-commerce. If e-commerce fails, change to WeChat. If you can’t do it, do live broadcast, do social marketing, do IP marketing, C2C, C2B, C2M, O2O, OAO...I always set a small goal. After spending hundreds of millions to build a platform, I finally found that no matter how many platforms were built and how many models were used, their own brands and products were still worthless.

　　 In fact, no matter what the model is, the lively ones are those three or two years, and those good brands and good products will eventually be remembered. Even if the prices of these brands are higher, we can bear it because they can give us trust. In other words, it is your brand that ultimately makes a company stand tall. No matter how the model changes or the channel changes, the brand can shift and overcome these obstacles. And behind the brand, in the final analysis is your product, can you give customers and consumers a sense of trust?

　　 For example, another German-owned company I visited this month is Rosenberg, a typical hidden German champion. In fact, it is a small business, not very large in scale, and the Asia-Pacific factory I went to produces a small thing, a connector for automobiles.

　　 To be honest, I don’t think this thing has high technical content, the model is also very simple, production-and then sold to automobile companies. If it is in China, this is just a messy hardware processing factory, and this German-owned enterprise, with its perfect production management system, talent training system, and quality control system, makes Brother Rabbit who think he is very knowledgeable must give a thumbs up. . I went to see the electroplating part of the workshop. This is usually the part with heavy pollution. In Beijing, we must try to eliminate it, but there is not a trace of peculiar smell there, and even the electroplating mud has to be pulled back to Germany for a second refinement. The person in charge told me proudly that the factory has not polluted an inch of China's soil for more than ten years.

　　 Do you know its logic, what is its mode? Yes, what it does is a small thing. In the entire car, it may not even account for one thousandth of the cost, but its brand recognition is high and the product quality is good. As a car manufacturer, it is impossible to Save a little money on such a small thing and buy something made by a bad manufacturer. So it looks like an industry with low barriers to entry, but in fact the possibility of being replaced is extremely low. For example, the company just mentioned, in the current sluggish auto market, it can still maintain an annual growth rate of 30 to 40%. It does not rely on high technology or new models, but on small things to the extreme. Let you change nothing, this is the "mode" of the German hidden champion.

　　 Chinese manufacturing companies should not be obsessed with various models. They should rush forward on the road of selling goods and ignore the construction of brands and products. In the final analysis, we are selling products, not models.

　　 Fourth, cattle disease

The flickering of various Internet transformation training courses in the past few years can be regarded as making traditional manufacturing entrepreneurs realize their own shortcomings. It is impossible to rely on the original team to engage in Internet transformation, so let's find a talented person to do it for me. Right!

　　Today's manufacturing companies are facing a series of dilemmas. Many bosses think that the solution is to find a great man and a god. Go to Alibaba to dig people, go to big companies in the same industry to dig people, and no longer go to the United States to dig people.

　　 This is not just a manufacturing company, even Internet companies are superstitious. For example, a video website has done this to the extreme a few years ago. The great guys came in, banged gongs and drums to welcome them. During the honeymoon period, they played fiercely, but once the freshness passed and found that it seemed to have no effect, they immediately counterattacked and counted others’ faults, and then put on small shoes inside the company to stumble. Engaging in criticism, all kinds of beatings over and under. Finally, they broke up. Some people even found various excuses for owing wages and not giving money, so what followed was a long period of persecution and blame each other.

　　 Through the introduction of the great gods, the entrepreneurs in the manufacturing industry finally came to a conclusion: these guys are big fools and big liars. Our manufacturing companies seldom find the root of problems in their own body or within the company. Objectively speaking, the great gods may have a lot of flicks, but why have you met them all? When you are superstitious that these great gods can solve all your problems, this kind of ending is doomed.

　　Because you have to understand, what is the origin of the cow.