摘要
奇瑞董事长尹同跃正为奇瑞做“换脑手术”。这一次尹同跃要从“革自己的命”开始。
The 16 years old Chinese auto manufacturer Chery Automobile Co., Ltd. is going through great changes. When its business hit the bottom in 2009 with continuous operational losses, Yin Tongyue, president of the company, started to think about the brand. The domestic auto brands always emphasized 'characteristic' and thought they were more aware of the local market. But out of their expectations, the domestic brand consumption habits were already reshaped by the foreign brands, and domestic brands became representations for low quality and low price. Yin examined the foreign brands and tried to find the common rules. 3 years ago, Chery’s senior management team held an argument meeting. The meeting lasted for 3 days, and Yin asked others to criticize him unreservedly. Actually, the argument meeting was a collective consultation. After the meeting, Yin was determined to make the change and build a complete new brain for Chery. 'We’re gradually replacing people with regulations. What was determined by the managers can only be determined by the market today.' Yin decided to perform a major surgery on Chery. For this, he designed 3 steps, each leading to the same critical point: people. This coverage will lead you to Chery in the last 3 years to see what happened.
