The poor are poor, the rich are rich

Chapter 140 Three Near East: Your Tangible and Intangible Assets

Chapter 283 The Near East: Your Tangible and Intangible Assets

Regal Profile:

Name: Zhang Jindong
Born in Anhui in 1963.

In 1984, Zhang Jindong graduated from the Chinese Department of Nanjing Normal University, and then worked in Nanjing Gulou District Industrial Company.

On December 1990, 12, Zhang Jindong rented a 26-square-meter facade house on Ninghai Road in Nanjing with 10 yuan of his own funds, named it Suning Jiaojia Appliance, and specialized in air conditioners.

Since 1990, he has served as the chairman of Suning Appliance Group.

In the fierce market competition, how to open up the market as soon as possible so that consumers can recognize the company's products and better understand the company's brand and other intangible assets.And how to multiply intangible assets to generate tangible assets is very important to the development of an enterprise. In the 21st century, the resources that really form the ability to control are intangible assets.Intangible assets are the emerging productive factors that promote economic growth and create wealth in the 21st century.Intangible assets are the important material and technical basis of an enterprise.The economic benefits obtained by modern enterprises should not only rely on the processing profits created by tangible assets or the trade profits of tangible assets, but also rely on the external transfer of intangible assets such as patents, trademark rights, and technical secrets that exist in knowledge forms. Obtained in the form of licenses, investment, etc.Intangible assets are everywhere and all the time.How to create more intangible assets and how to manage and operate them well is a big issue, which cannot be solved by a single intellectual property element or a certain link.

Among these intangible and tangible assets, how did Zhang Jindong and his Suning achieve success?In the development of Suning, what are its core assets? "The relationship with upstream suppliers is not only Suning's resources, but also Suning's core assets. This is the case when the market is in short supply, and it will still be the same when the market changes in the future." Zhang Jindong said.

The marketing innovation of "sell first, then purchase" has become the secret weapon of Zhang Jindong's first battle to fame: it includes enthusiasm for customers, unique vision for business development and brave challenges to difficulties.Since then, Zhang Jindong, who is good at drawing inferences from one instance, has expanded this model and even created a marketing model that was later generally adopted by the entire air-conditioning industry: out-of-season purchases, off-season purchases, and peak season purchases.

"Prepayment in advance in the off-season" is another pioneering work of Zhang Jindong. Through this innovative idea, he easily changed the rules of the game in the market competition, and paved the way for him to overcome the biggest business crisis since the birth of Suning. up the road.Later, the "off-season payment" order was quickly imitated by the peers, and became the "rule" of the air-conditioning industry and even the business world.

Yes, it is Zhang Jindong's consistent concept in the early days to take a step ahead of others, seize the opportunity, and ask others to think about how to give beforehand. This concept is one of the reasons for him to achieve win-win results with suppliers on the road of marketing.

Suning's "reverse osmosis" action of participating in the manufacturer's shareholding in the process of transformation is another extension of Zhang Jindong's strategic alliance idea. The competitiveness of Suning has enabled Suning to initially establish a huge wing.

Zhang Jindong used his foresight and courage to cooperate with manufacturers through shareholding and other infiltration forms, making himself gradually stronger, and thus achieved a phased victory in the game with upstream manufacturers.

In the wave of "cutting down large households" in 1997, Suning, who has always been the leader of the air-conditioning industry distributor, was the first to bear the brunt. Facing the rapid changes in the industry environment, Zhang Jindong stepped up to the wind and actively adjusted his business model to adapt to the changes.He made a decisive decision: on the one hand, he took advantage of the opportunity of the melee in the air-conditioning industry and the continuous entry of new brands to continuously develop new partners in order to maintain its traditional advantages in wholesale distribution; on the other hand, he changed the responsibilities of the original field offices from Focus on wholesale to retail, transform some offices into subsidiaries, open retail stores in places where conditions are ripe, and try to carry out chain operations, take the road of chain monopoly, and expand and strengthen retail business.

This was a major strategic turning point for Suning. It was proved afterwards that this decision was correct. Zhang Jindong was indeed far-sighted, with strategic vision and superhuman courage, enabling Suning to quickly realize a smooth transformation.

"Mount Tai does not allow soil, so it can grow big; rivers and seas do not choose small streams, so they can be deep." In Zhang Jindong's business wisdom, there is a vision as lofty as Mount Tai, and a mind as broad as the sea.It is not enough to say that the times make heroes, but the real heroes are heroes who make the times.Zhang Jindong is a hero who took advantage of the situation to innovate due to the blow of the manufacturer.

In 2005, the retail market was completely opened up, which brought the home appliance industry into a stage of melee and deep fighting. The "hand-to-hand combat" situation in the market was particularly tragic, and the "internal emptiness" behind the madness of the home appliance chain industry became a potential problem.Under such circumstances, Zhang Jindong led Suning to surpass its competitors, using its strategy of "governing the country" to reach a share in the value chain with manufacturers, which can be described as "boosting the world."

In the national chain process, in line with the development strategy of "informatization, standardization and specialization", Zhang Jindong successively created "1200 project", "3C model", "5315 project", "3C+ model", "flagship store "Strategy", "Backstage Strategy" and other series of management innovation models, leading the development of the world's leading SAP/ERP system, creating a professional talent echelon based on self-cultivation, and building an international management platform. These strategies are deeply reflected Zhang Jindong's customer-centric business philosophy laid a solid foundation for the long-term development of Suning Appliance.

Looking at Zhang Jindong’s wealth development path, it is all closely related to the development of Suning, and Suning’s development path is a journey of good and bad relationships with suppliers, which includes the game of strength and weakness. Win-win thinking" unity.Among them, it also contains Zhang Jindong's business personality and business wisdom.

History advances in twists and turns, and there is never a fixed route on the road to success. "Suning no longer sets specific targets for opening stores, we just let go and see how fast we can run." Zhang Jindong once said. "Relationships with upstream suppliers are Suning's core assets." This core asset, which combines tangible and intangible assets, has made this home appliance fortune tycoon to a certain extent, but on a deeper level it means Suning's future.

Yes, in today's booming economy, advanced thinking, scientific concepts, unique business personality and business wisdom are the prerequisites for becoming a wealthy celebrity. "Containing intangible assets in tangible assets", how to make intangible assets and tangible assets achieve a close connection and unity will enable us to embark on the road to wealth.

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