GREE Dong Mingzhu: GREE revenue target grows by 20 billion per year格力董明珠：格力目标每年增长200亿

If you dare to do something and genuinely serve your customers, your business will have strong marketing power.

----- Zhuge Changqing

   The first annual report card of Gree in the "Dong Mingzhu Era" is to enter the 100 billion mark. Yesterday, the National People's Congress, Gree Group Chairman Dong Mingzhu told reporters that Gree's future goal will be a difficult action, expected to grow by 20 billion yuan a year. This year, Gree employees' salaries rose by 20% per capita.

　　"The biggest challenge at the moment is one's own thinking, how much determination one has to do." Dong Mingzhu said that in 2013, Gree insisted on the same general strategy of technological innovation, but the products are being diversified.

     Zhuge Changqing: Analysis of Gree's air conditioning, the main reason for its success is that it dares to do what it wants, which is Dong Mingzhu's character.

　　First Financial Daily: Gree's revenue exceeded 100 billion for the whole of last year, what is the target for this year? How will Gree make efforts for the next 100 billion target market?

　　Dong Mingzhu: Gree's target for this year is a difficult action, and is expected to develop with an annual growth target of twenty billion. Although Gree is a specialized enterprise, the products have been diversified. For example, Gree products using the compressor technology principle to manufacture air energy water heaters, changing the way people used to take hot water with electricity and gas, and is 3 to 4 times more energy efficient than these products.

　　In 2013, we insist on the general strategy of technological innovation remains unchanged. GREE is also extending its products, such as central air conditioners, which are generally louder in terms of wind noise, and GREE's new technology can achieve central air conditioners that are as silent as home air conditioners. In particular, Gree has developed a central air-conditioning inverter DC mini machine, the most important feature is energy saving, under the same conditions if other people's products cost 10 million in electricity, Gree's products only need 6 million, which will achieve great savings in resources.

　　First Financial Daily: Along with the expiration of various policies to promote consumption in the home appliance industry, such as trade-in and subsidies to the countryside, how does Gree view the future development of the domestic home appliance market from the perspective of Gree?

　　Dong Mingzhu: The support of national policies came from the financial crisis in 2008, when it was hoped to boost domestic demand and help enterprises to have a stable survival. But as I speak, this kind of policy is time-limited after all, and it is not reasonable to exist for a long time. Moreover, as we have seen in the past two years, financial money has been spent, but the actual beneficiaries are not always the consumers.

　　In the case of air conditioners, for example, there are several levels of energy efficiency, and we have also found that some companies have taken advantage of the situation by passing off low energy efficiency as high energy efficiency, thereby taking financial subsidies from the state. Gree is the market leader in the air conditioning industry, but the number of Gree products sold in the market is much higher than the number of Grade 2 energy-efficient products, while some small enterprises sell all Grade 1 products, so it goes without saying that there must be fakes. Therefore, the state's financial expenditure has not been fully implemented in the consumer market, but partly flowed to the enterprises. When the state's financial support expires, some companies immediately lose money, which shows that their profits come from state subsidies rather than from technology or market sales.

　　Daily News: Under the wave of "re-industrialization" in the United States, the manufacturing industry has started to flow back. How can Gree control its costs?

　　Dong Mingzhu: Market challenges will always exist, but the biggest challenge is ourselves, not others. The cost of a company comes from management cost, raw material cost and design cost. The most uncontrollable of the three conditions is the material cost, but you cannot choose the inferior cost because of the change of material cost, this cannot be saved and cannot be saved.

　　What is controllable is the cost of design and the cost of management. We can solve the design cost with the change of thinking and the change of our own ability.

    Zhuge Changqing: Reducing costs = improving efficiency.

　　In terms of management costs, Gree achieved 100 billion last year, we have more than a dozen production bases, tell out many people do not believe, Gree more than a dozen production bases last year, the hospitality costs of the whole year did not add up to more than 5 million, there was an old mayor to visit Gree, his work meal is only 6.5 yuan. The cost savings also provide a good growth and guarantee for the national tax revenue and Gree's own profit. Everyone is talking about the low profit in the home appliance industry, usually 2~3 points, GREE last year 100 billion, the profit reached 7~8 points.

　　Daily News: What about labor costs? With the decline of the demographic dividend, will this have an impact on Gree?

    Zhuge Changqing: care for the staff, love the staff, to create a first-class team, only then will all people be one mind.

　　Dong Mingzhu: Last year, Gree's frontline workers received an average year-end bonus of 15,000 yuan each, plus their daily wages were well over 50,000 yuan. As a good enterprise, it is impossible to achieve the goal of an international enterprise by low labour cost. I advocate constantly processing wages for employees, but I do not allow employees to ask me for wages, this is a culture, as an employee should think about how to contribute to the enterprise, as a leader should think about how to make the life of employees better, between the two have their own pursuit. This year, Gree staff's salary per capita increase is at 20%.

　　Daily News: How do you see the competing relationship between physical shops and e-commerce? Is Gree feeling the impact from e-commerce?

　　Dong Mingzhu: Both are indispensable, and e-commerce is an emerging mode of operation. However, the air-conditioning industry has special characteristics, such as the complete design of the integration of hot water supply, underfloor heating, cooling and drinking water. Shops can provide consumers with peace of mind system of service, more than 10,000 shops are indispensable to create wealth is to let all people live happily up, if all transferred to the electric business to 10,000 shops cut off, is irresponsible, how to shop operation is the need to think about the problem. Gree will have plans for online channels, not yet implemented, online sales account for very little now. This year, the focus is still on how to make all the personnel in Gree's 10,000 shops become technical experts.

   Zhuge Changqing: always do three-dimensional marketing, will occupy the market position.

    (Reference material for this article: First Financial Daily)

Translated with www.DeepL.com/Translator (free version)

敢作敢为，真心为客户服务，企业就具有强大的市场营销力。

----- 诸葛长青

   迈进千亿大关，这是格力在进入“董明珠时代”的第一份年度成绩单。昨日，全国人大代表、格力集团董事长董明珠告诉记者，格力未来的目标将是一个高难度动作，预期每年以200亿元的目标增长。今年，格力员工工资人均涨幅达20%。
　　“目前最大的挑战是自己的思维，有多大决心做多大的事。”董明珠说，2013年，格力坚持技术创新的总战略不变，但产品正在实现多元化。

     诸葛长青：分析格力空调，成功的的主要原因是敢作敢为，这是董明珠的性格。

　　第一财经日报：去年全年格力营收超过1000亿，今年的目标是多少？格力如何为下一个千亿级目标市场做努力？

　　董明珠：格力今年的目标是一个高难度动作，预期每年以两百亿的增长目标发展。尽管格力是专业化企业，但产品已经实现多元化。例如格力产品利用压缩机技术原理制造的空气能热水器，改变了过去人们用电和煤气的热水取用方式，而且是这些产品3~4倍节能。

　　2013年，我们坚持技术创新的总战略不变。同时格力也在不断延伸自己的产品，比如中央空调，一般而言风声是比较大的，格力的新技术可以实现中央空调像家用空调一样无声。特别是格力开发的中央空调的变频直流微型机，最大的特点就是节能，同等条件下如果别人的产品花费1000万电费，格力的产品只要600万，将实现很大的资源节约。

　　第一财经日报：伴随家电行业以旧换新、下乡补贴等多种促进消费政策的陆续到期，从格力角度来讲，如何看待未来国内家电市场的发展？

　　董明珠：国家相关政策的支持来源于2008年金融危机，当时希望拉动内需，帮助企业有稳定的生存。但作为我来讲，这种政策毕竟是有时效性的，长期存在是不合理的。而且从过去两年情况看，财政钱是拿出来了，但实际受益人并不一定完全是消费者。

　　以空调为例，有多个能效等级，我们也发现有些企业以次充好，低能效冒充高能效从而拿国家的财政补贴的情况。格力在空调行业市场领先，但格力的产品在市场上卖出去的二级能效产品远远高于一级产品，一些小企业卖出去的全部是一级产品，不言而喻肯定有假。所以国家的财政支出并没有完全真正落实到消费者市场当中去，而是一部分流到企业当中。当国家的财政政策支持到期后，有的企业马上就亏损了，足以说明它的利润来自国家补贴而非技术或市场的销量。

　　日报：在美国“再工业化”的浪潮下，制造业开始出现回流，从格力角度来看，这对中国的制造业企业带来怎样的挑战？格力自身如何控制企业成本？

　　董明珠：市场挑战永远存在，但最大的挑战还是自己，不是别人。企业的成本来自管理成本、原材料成本和设计成本。三个条件中最不可控的是材料成本，但不能因为材料成本的变化去选择低劣成本，这个不可省也不能省。

　　可控的是设计成本和管理成本。我们可以用思维的变化和自己的能力变化解决设计成本。

    诸葛长青：降低成本=提升效益。

　　在管理成本方面，去年格力做到一千亿，我们有十几个生产基地，讲出来很多人不相信，格力十几个生产基地去年全年的招待费加起来没有超过500万，曾有一个老市长来格力参观，他的工作餐也只有6.5元。成本的节约也为国家税收和格力自身利润提供了很好的增长和保证。大家都在说家电行业利润低，一般2~3个点，格力去年一千亿，利润达到了7~8个点。

　　日报：人力成本呢？伴随人口红利的衰退，这对格力会有影响吗？

    诸葛长青：关心员工，爱护员工，打造一流团队，才会万众一心。

　　董明珠：去年格力一线工人每人年终奖励平均15000元，加上他们日常工资远远超过五万元。作为一个好的企业，不可能靠低廉的劳动成本而实现国际化企业的目标。我主张不断给员工加工资，但我不允许员工跟我要工资，这是一种文化，作为一个员工应该想的是怎么为企业做贡献，作为领导人应该想的是怎样让员工生活得更好，两者之间都有自己的追求。今年格力员工的工资人均涨幅在20%。

　　日报：如何看待实体店和电商之间的竞合关系？格力是否感受到来自电商的冲击？

　　董明珠：两者都不可缺，电商是一种新兴的运营模式。但空调行业有特殊性，比如供热水、地暖、冷气、饮水等一体化的完整设计。门店能够给消费者提供放心的系统的服务，一万多家店不可缺少，创造财富是为了让所有人生活得幸福起来，如果都转移到电商把一万家店面砍掉的话，是不负责任的，怎么把门店运营好是需要思考的问题。格力对于网上渠道会有打算，还没有实施，网上销售占比现在来讲很少。今年的重点还是如何让格力一万多家门店的所有人员变成技术专家。
   诸葛长青：始终做到立体营销，就会占领市场阵地。

    （本文参考资料：第一财经日报）

What are the acts of abstaining from killing and releasing

 戒杀与放生的行为包括哪些

 1. Do not kill a living being with your own hands.

　　2. Do not abet others to kill.

　　3. Do not help others to kill.

　　4. Abstain from eating meat.

　　5. Do not engage in trades related to killing.

　　6、Whenever there is worship, regardless of what is being worshipped, use vegetarian dishes, flowers and fruit, not animal gifts.

　　7. If you see someone killing a human being, you should discourage them or buy the animal to be slaughtered with money and release it. If this does not work, or if the person does not sell the animal, then you should have compassion for the slaughtered animal, and even better if you can recite the Buddha's name or mantra for it.

　　8. Do not abuse the animal.

　　9、Other actions that are contrary to killing.

　　10. Abstain from killing and releasing animals yourself, and advise others to do the same. 

   1、不亲手杀生。

　　2、不教唆别人杀生。

　　3、不帮助别人杀生。

　　4、戒除肉食。

　　5、不从事与杀生有关的行业。

　　6、凡有祭拜，不管拜的是什么，一律用素菜、鲜花、水果，不用牲礼。

　　7、见人杀生，应加劝阻，或用钱将临宰之动物买而放之。若劝阻无效，或他不卖，则应对被杀之动物起同情心，若能为它念佛号或往生咒更好。

　　8、不虐待动物。

　　9、其他与杀生行为相反之行为。

　　10、自己戒杀放生，也劝别人戒杀放生。 

(This article is an original article by Zhuge Changqing, and the pictures are selected from the Internet. Welcome to forward it, and please indicate the source for forwarding)

Introduction to Zhuge Changqing: Zhuge Changqing, the inheritor and promoter of traditional Chinese culture, is willing to "learn from sages, promote virtue, revitalize China and benefit the world" together with people with the same ideals in the world.

(Zhuge Changqing: zhuge8031@163.com ）

Zhuge Changqing mailbox：

zhuge8031@163.com

Zhuge Changqing's Chinese Dream

Learn from sages and carry forward virtue

Revitalizing China for the benefit of the world

 （本文是诸葛长青原创文章，图片选自网络。欢迎转发，转发引用请注明出处）

诸葛长青简介：诸葛长青，中国国学传统文化传承弘扬者，愿与天下志同道合者一起“学习圣贤、弘扬善德、振兴中华、造福世界”。

（诸葛长青：zhuge8031@163.com）

Zhuge Changqing mailbox：

zhuge8031@163.com

  诸葛长青中国梦  

学习圣贤 弘扬善德

振兴中华 造福世界

Selected Articles in Previous Periods

Click the article title to view

往期精选文章

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1The wisdom of traditional Chinese culture changes the destiny: filial piety to parents+five in one+self-improvement

1 国学智慧改命运：孝敬父母+五合一+自强不息

2Zhuge Changqing's Three Golden Keys to Changing Destiny

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3Zhuge Changqing's Greeting Ritual (15 Steps Concise Version)

3 诸葛长青施食仪轨 （十五步简洁版）

4How to repent: the ritual of repentance and the method of repentance (full version)

4   如何忏悔：忏悔仪轨忏悔方法（完整版）

5How to read the Dizang Sutra: Methods for reciting Dizang Sutra (complete version)

5 如何念地藏经：念地藏经仪轨方法（完整版）

6How to release? The ritual of releasing life

6怎样放生？放生仪轨

7Zhuge Changqing's Repentance Culture: A Case Study of Repentance Methods for Changing Destiny

7诸葛长青忏悔文化：改变命运忏悔方法案例

8Free Life Culture: Free Life Culture in Ancient China

8放生文化：中国古代的放生文化

9Shocking photo of feeding: Buddha, Bodhisattva and Dharma Protector come to the scene

9施食震撼照片：佛菩萨护法神亲临现场

10Feeding Rite Return: the return is changed to simple return

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