摘要
“这是一个诞生千亿元中国公司的时代”,企业家似乎根本不可能“有意识地控制自身的发展速度”。但究竟具备什么样支撑条件的公司才能真正抓住成为“千亿元公司”的机会?速度会带来混乱,速度也可能掩盖混乱,但“乱中求胜”能一再上演吗?
At the beginning of 2004, Mr. Liang Wengen, the richest person in Hunan province and chairman of Sany Group, surprisingly announced that the revenue of 2004 will reach 10 billion yuan (about 1.2 billion US dollars) and the sales will be 60 billion yuan (about 7.2 billion US dollars) in 2010. However, according to the plan worked out one year ago, the revenue would be 12 billion yuan (about 1.5 billion US dollars) in 2007 and 30 billion yuan (3.6 billion US dollars) in 2010. In fact, the sales revenue was just more than 3 billion yuan (about 0.36 billion US dollars ) last year.
The company started to produce welding materials in 1986 and was renamed Sany Group in 1993 and entered the field of heavy industry. It took Liang Wengen a dozen years to achieve 3 billion yuan revenue and to become No.1 private manufacturer in the heavy industry. This growth rate is matched with one Chinese character Wen in his name, which means stability. But now everything is changed, you can see easily many posters in the Sany industrial park, like the slogan 'Hate slowness like an enemy'. He argued that the next ten years are a critical period when 100 billion yuan (about 12 billion US dollars) companies will emerge in China.
China's enterprises have potential and conditions to become world-class enterprises. To become powerful first or large first for a company is debated for years in China. Every company wants to be large enough and wishes to achieve that goal in the shortest possible time. Liang believes that a man may be great by dreaming great first. He wants to grip this rare opportunity to build a manufacture empire. He has diversified his business from heavy industry to heavy machinery and heavy automobile, even to manufacturing telecommunication devices. What's the result by such diversification and how will the company evolve?
