How China's Richest Man Succeeds中國(guó)首富緣何成功Outside of Internet success stories such as Alibaba’s Jack Ma or Baidu’s Robin Li, China has few if any widely internationally known business leaders. Dalian Wanda Group Chairman Wang Jianlin is relatively unknown even though Forbes estimated last month that he had surpassed beverage tycoon Zong Qinghou to become the country’s richest man with a fortune worth $14 billion. I exchanged this week with Ming-Jer Chen, a management and China expert at the University of Virginia, about what’s behind Wang’s business success. Excerpts follow.
除了成功創(chuàng)業(yè)的互聯(lián)網(wǎng)企業(yè)家，比如阿里巴巴的馬云和百度的李彥宏，中國(guó)在其他領(lǐng)域很少出現(xiàn)國(guó)際知名的商業(yè)領(lǐng)袖。連大連萬(wàn)達(dá)集團(tuán)董事長(zhǎng)王健林也相對(duì)不為人知。《福布斯》上個(gè)月預(yù)計(jì)，王健林已經(jīng)超越了中國(guó)飲料界的大亨宗慶后，以140億美元的個(gè)人資產(chǎn)成為了新的中國(guó)首富。本周我與美國(guó)弗吉尼亞大學(xué)的管理學(xué)知名學(xué)者、研究中國(guó)問(wèn)題的專家陳明哲就王健林為何能取得商業(yè)成功交流了看法。以下是節(jié)選的采訪內(nèi)容。
Q. Chairman Wang has built up one of the world’s largest real estate businesses, becoming China’s wealthiest businessman. What accounts for his success?
問(wèn)：王健林董事長(zhǎng)已經(jīng)建立起了全球最大的房地產(chǎn)企業(yè)，而他個(gè)人成為了中國(guó)的商界首富，他的成功歸功于哪些方面？
A. To reach the global scale that Wanda has achieved requires, at the highest level, a combination of culture, strategy, and execution over a sustainable period of time. It took Wang Jianlin took him two decades to build the company into a global enterprise.
答：為了達(dá)到萬(wàn)達(dá)集團(tuán)如今的這種全球規(guī)模，這要求在文化、戰(zhàn)略和執(zhí)行方面達(dá)到最高的綜合水平并持續(xù)一段時(shí)間。王健林花了20年將這家公司打造為一家全球企業(yè)。
From a cultural point of view, he has the right values and long-term vision to attract the right team for sustainable success. Wanda’s corporate culture has three key components: a comprehensive organizational structure that allows it to scale up globally; in-depth corporate cultural content; and very rich corporate cultural activities. Its corporate slogan is “International Wanda, Century Enterprise.” Its core value emphasizes “society value” over “enterprise value” or personal value.
從文化的角度看，他具有正確的價(jià)值觀與長(zhǎng)期的愿景，能吸引可以取得持久成功的合適團(tuán)隊(duì)。萬(wàn)達(dá)的企業(yè)文化有三個(gè)關(guān)鍵部分：一個(gè)全面的組織架構(gòu)，能使公司在全球范圍擴(kuò)大規(guī)模；深厚的企業(yè)文化內(nèi)涵；極為豐富的企業(yè)文化活動(dòng)。萬(wàn)達(dá)的企業(yè)口號(hào)是“國(guó)際萬(wàn)達(dá)，百年企業(yè)”。它的核心價(jià)值強(qiáng)調(diào)“社會(huì)價(jià)值”，認(rèn)為這種價(jià)值更勝于“企業(yè)價(jià)值”和個(gè)人價(jià)值。
In other words, Mr. Wang rooted the company in Confucian values, which are lacking in Western society and business. In so doing, he is trying to balance the needs of different stakeholders in his business.
換句話說(shuō)，王健林將儒家價(jià)值根植于企業(yè)中，那正是西方社會(huì)和企業(yè)所缺乏的價(jià)值。這樣一來(lái)，他就要努力平衡各類股東的不同需求。
Strategically, Mr. Wang transformed his business model from residential real estate development to commercial development in shopping malls and hotels, movie theaters and department stores, and from there to exporting Chinese culture and tourism globally, starting in 2012. This type of transformation requires deep strategic vision and considerable ambition as well as long-term strategic planning, of course. Geographically, he expanded from the small city market of Dalian (25% market share) to Guangzhou Province and throughout China. After succeeding in China, he is now expanding Wanda into the U.S. and Europe. In September 2012, Mr. Wang acquired the American firm AMC for US$2.6 billion. In June 2013, he announced two investments in the UK totaling 1 billion pounds.
從戰(zhàn)略方面看，王健林轉(zhuǎn)變了萬(wàn)達(dá)的商業(yè)模式，從開發(fā)住宅房地產(chǎn)轉(zhuǎn)為開發(fā)商業(yè)房地產(chǎn)，如 購(gòu)物中心和酒店、電影院和百貨公司。從2012年起，他還走出國(guó)門，將中國(guó)的文化與旅游業(yè)輸送到世界各地。這類轉(zhuǎn)型需要深入的戰(zhàn)略觀和極大的雄心，當(dāng)然也要有長(zhǎng)期的戰(zhàn)略規(guī)劃。從地域方面看，王健林沖出了大連這個(gè)小城市的市場(chǎng)（占當(dāng)?shù)厥袌?chǎng)份額的25%），南下殺向廣東，并在全國(guó)鋪開戰(zhàn)場(chǎng)。征戰(zhàn)中國(guó)贏得勝利之后，他正在將萬(wàn)達(dá)的觸角伸向歐美。2012年9月，王健林以26億美元收購(gòu)了美國(guó)影院公司AMC。2013年6月，他宣布在英國(guó)進(jìn)行了兩項(xiàng)投資，規(guī)模合計(jì)10億英鎊。
Strategically, then, he first built home-town advantages and expanded only after being successful in the local market. (To go from) a 500, 000 yuan loan as registered capital in 1992 to 300 billion yuan in assets in 2012 is remarkable by any standard.
王健林在戰(zhàn)略上還有一個(gè)特點(diǎn)。他先形成了本土城市的優(yōu)勢(shì)，直到在當(dāng)?shù)厥袌?chǎng)獲得成功之后才開始四面出擊。1992年，萬(wàn)達(dá)的注冊(cè)資本是一筆50萬(wàn)元人民幣的貸款。到2012年，這家企業(yè)的總資產(chǎn)高達(dá)3,000億元。無(wú)論以哪種標(biāo)準(zhǔn)衡量，都堪稱成就斐然。
From an execution point of view, Mr. Wang leverages his military training and discipline to participate personally in all key projects. He attracts very good talent, trains personnel, and holds them accountable for project execution. Employee compensation is commensurate to other Fortune 500 companies globally, which of course is very generous given that China’s GDP per capita is about 20% of its US counterpart. Retirement benefits for employees is the total compensation of the last five years before retiring.
從執(zhí)行的角度看，王健林利用自己曾經(jīng)的部隊(duì)訓(xùn)練經(jīng)驗(yàn)和組織紀(jì)律觀念親身參與到所有關(guān)鍵項(xiàng)目中去。他吸引了杰出的人才，對(duì)這類員工進(jìn)行培訓(xùn)，明確了這些他們?cè)谕菩许?xiàng)目時(shí)所肩負(fù)的責(zé)任。萬(wàn)達(dá)員工的薪酬與其他全球財(cái)富500強(qiáng)企業(yè)的薪資水平不相上下。考慮到中國(guó)的人均GDP大約只有美國(guó)的20%，萬(wàn)達(dá)給予員工的回報(bào)無(wú)疑非常慷慨。而且，萬(wàn)達(dá)員工的退休金是退休前最后五年的收入總和。
This means that if an employee is earning $100, 000 a year before retiring, he or she will receive a $500, 000 retirement benefit.
這意味著，如果某位萬(wàn)達(dá)的員工退休前一年年的收入為10萬(wàn)美元，就會(huì)得到50萬(wàn)美元的退休金。
Therefore, Mr. Wang is able to combine culture, strategy, and execution into action plans because employees are motivated to work for the company for the benefit of society, the company, Mr. Wang, and themselves. It is a win-win strategy for all.
因此，王健林得以將文化、戰(zhàn)略與執(zhí)行轉(zhuǎn)化為行動(dòng)方案，因?yàn)閱T工有動(dòng)力為公司工作，為社會(huì)、企業(yè)、王健林本人和他們自己謀福利。這是利在各方的多贏戰(zhàn)略。
Q. In what ways does Chairman Wang in your mind stand out from other Chinese private-sector executives?
問(wèn)：依您所見(jiàn)，王健林在哪些方面有別于中國(guó)其他私營(yíng)企業(yè)的高管們？
A. It’s this complete integration of culture-strategy-execution under one roof that sets Mr. Wang apart and has led to his and Wanda’s success. Some of the employees are good at one or two pieces but he excels at all three. And that is why he is one of the wealthiest people in China and in fact in the world. Though he is perhaps not as well-known globally as other Chinese business leaders, such as Zhang Ruimin of Haier, this may change soon. Q. What are some of the challenges and risks that mainland companies who have been successful at home face when they try to expand overseas, as Wanda is now doing?
答：讓王健林與眾不同的正是這種文化、戰(zhàn)略與執(zhí)行融于一體的經(jīng)營(yíng)方式，他和萬(wàn)達(dá)也正是因此收獲了成功。一些萬(wàn)達(dá)的員工擅長(zhǎng)其中的一兩個(gè)方面，可王健林精于三方面。這就是他躋身中國(guó)富豪排行榜的原因，實(shí)際上，他也是全球巨富之一。也許，王健林不像海爾的張瑞敏等其他中國(guó)企業(yè)家那樣擁有很高的國(guó)際知名度，但這一情況很快就會(huì)改變。
A. The key challenges for China companies expanding overseas are: talent, brand, politics, culture, and funding. U.S. multinational corporations have over 70-80 years of experience in going global. The most successful Chinese companies, like Lenovo, have fewer than 10 years’ experience in global expansion, and Wanda has all of two years of experience. These companies are going to make mistakes along the way. It’s part of the learning curve and “tuition” that everyone must pay to get into the “Global Club” of MNCs.
答：對(duì)走向海外的中國(guó)企業(yè)而言，關(guān)鍵挑戰(zhàn)在于：人才、品牌、政治、文化和融資。在全球擴(kuò)張方面，美國(guó)的跨國(guó)企業(yè)有超過(guò)七八十年的經(jīng)驗(yàn)。而像聯(lián)想等最成功的中國(guó)企業(yè)在這方面也只有不到十年的經(jīng)驗(yàn)。開拓國(guó)際市場(chǎng)期間，這些中國(guó)企業(yè)會(huì)犯錯(cuò)。這也是學(xué)習(xí)的一個(gè)歷程，是每位要加入“全球俱樂(lè)部”的跨國(guó)企業(yè)所必須交的“學(xué)費(fèi)”。
Q. When you look at Chinese investment in the U.S. to date, including Wanda’s in the movie business, how does it differ from Japan’s in an earlier era? Are the Chinese smarter at it?
問(wèn)：縱觀包括萬(wàn)達(dá)的電影生意在內(nèi)的中國(guó)在美投資，，您認(rèn)為它們與日本企業(yè)在美國(guó)早期的投資有何區(qū)別？中國(guó)企業(yè)在這方面是否更高明？
A. On the surface, they are very similar but if you look under the cover, there are stark differences between the Chinese in 2013 and Japanese in 1980s.
答：表面上看，兩者非常相似，但如果你揭開面紗深入了解就會(huì)發(fā)現(xiàn)， 2013年的中國(guó)投資與上世紀(jì)80年代的日本投資存在顯著差異。
* Japanese companies bought “USA Inc.” and assets at the top of the cycle in the 1980s while the Chinese are buying them now at the bottom of the cycle, thanks to the global financial crisis of 2008-2009.
* 20世紀(jì)80年代，日本的企業(yè)收購(gòu)處于周期巔峰時(shí)刻的“美國(guó)公司”和資產(chǎn)，而如今中國(guó)人是在抄底，這要感謝2008-2009年的全球金融危機(jī)。
*Most of the decision makers in Japan were “salary men.” By contrast, most of the Chinese buyers today are entrepreneurs who have tremendous incentives—success or failure—in their acquisition and expansion in the West.
*日本的大部分決策者是“工薪階層”。今天的大多數(shù)中國(guó)買家是企業(yè)家，無(wú)論成功與否，他們?cè)谖鞣竭M(jìn)行收購(gòu)和擴(kuò)展業(yè)務(wù)有著極大的激勵(lì)因素。
* Chinese companies can depend on a huge domestic market for their profits and source of funding while the Japanese had to rely on foreign markets to finance their deals.
*中國(guó)的企業(yè)可以依賴廣大的國(guó)內(nèi)市場(chǎng)作為自身的盈利和融資來(lái)源，而日本企業(yè)不得不依靠國(guó)外市場(chǎng)為自己的交易融資。