Fu Jun, President of New Hualian: Take off the red top and become a businessman-Confucian culture-诸葛长青-诸葛长青改变命运方法|如何能够改变命运|圣贤明灯国学院官方网站-诸葛长青圣贤明灯国学院

Fu Jun, President of New Hualian: Take off the red top and become a businessman

date:2020-09-18 17:10:46 read：27

Fu Jun, President of New Hualian: Take off the red top and become a businessman

He did not hide his enterprising spirit or ambition: "Life is only a hundred years. We came to this world not only to eat, dress... love. Family is indispensable, but there is no cause for glory, life

When it comes to New Hualian Group and its president, Fu Jun, people always have to go through a process from being at a loss to being suddenly enlightened. Few people know that the New Hualian Group is actually the founder of many famous brands such as "Jinliufu Wine", "Shangri-La Tibetan Secret", "Hualian Ceramics", "Cheetah SUV", etc.

Fu Jun, a big entrepreneur with nearly 50 companies and a total income of more than 10 billion, whose industries cover real estate, chemical industry, automobile, finance, mining and other fields, is rarely known. Although Hurun "dug" him out in the 2002 China Rich List, he still made a mistake in the picture.

The interview with Fu Jun took a lot of trouble. As soon as he met, he explained with a smile: "There is an old saying in Hunan, 'The wood is beautiful in the forest, and the wind will destroy it'. In China, it is better to do things implicitly, which is a kind of protection for yourself." Being a low-key person and doing things high-profile seems to have become a culture of the New Hualian.

Go to the sea and serve the country

Wearing a dark blue sportswear and sneakers, Fu Jun's hair is a little sparse. Fu Jun is not as dignified as I thought he should be as a "red-topped businessman". His bold and agile nature makes him look very "Jianghu".

In 1990, Fu Jun, then a cadre at the level of the Hunan Provincial Foreign Economic Commission and a promising official, suddenly decided to "take off the red roof and become a businessman". After many years as an official, Fu Jun was soberly aware that the only way to change China was to revitalize the economy. The wise man has never followed suit: "China is not short of political, but very short of economic. China's prosperity depends on the strength of the economy, and the strength of the economy depends on the rise of a large number of excellent enterprises. People with ability should directly create wealth."

At the beginning of going to sea, Fu Jun had an unusual dream - serving the country through industry. After digging the first barrel of gold from Malaysia, Fu Jun has accumulated some experience in the international market. He is determined to return home and show his strength.

The first brand of New Hualian is "Jinliufu Liquor", but even those who have drunk Jinliufu may not know that it is actually an OEM (OEM) of Wuliangye.

In the 1990s, the OEM model was in the ascendant in China. Fu Jun, who dared to innovate, carefully studied the Nike model, and felt that it could be copied to the wine industry. So he decided to seek the most quality guaranteed Baijiu manufacturer in China for OEM production. At that time, the newly established New Hualian could not reach the top of "Wuliangye", but Fu Jun and his assistant Wu Xiangdong did not give up and found a brand under Wuliangye, "Chuanjiuwang", as an agent. In just one year, Xinhualian made this wine the first brand of Baijiu in Hunan. Finally, Wuliangye "secretly promised" in front of the hard numbers. At that time, Wuliangye had a huge capacity of 100000 tons per year, and was looking for new brands to make up for that capacity. The complementation of both sides has created a miracle of Hunan liquor industry - "Jinliufu".

New Hualian has advanced ideas in brand building. Wu Xiangdong said, "A brand should have ideas. A brand without culture is a small brand." Jin Liufu sells more than wine. What it surpasses its peers is that it does not regard the brand as a cold name, but through it, it sends a good wish and blessing, which makes it have the added value of the Chinese nation's festive culture.

Fu Jun said that independent innovation is the biggest competitiveness of New Hualian. Innovation is not only reflected in product research and development, but also in management concepts, business ideas and institutional processes.

In this regard, Hualian Ceramics is a good example.

Liling, Hunan is a famous "porcelain capital". In 1994, Fu Jun took control of a township enterprise in his hometown Liling and established Hunan Hualian Ceramics Co., Ltd. to enter the manufacturing industry. The dual meaning of China made him see overseas business opportunities. Westerners are obsessed with porcelain because they symbolize mysterious oriental culture.

Fu Jun decided to let enterprises stand at the beginning of internationalization. In addition to investing money, he will also give the enterprise "brainwashing and fitness": "After the project is invested, we will follow up the management in time, that is, we will send people to participate in the management. If the money is invested, we can't integrate our own ideas and business ideas, and the project will fail."

After a series of major reforms, Huaci has developed products with independent intellectual property rights and owned its own brand. At the same time, it has become one of the earliest ceramic enterprises with ISO9000 certification in China. In a subsequent bidding, Huaci successfully won the order of 700000 dollars from Marlboro. The key is that they are the only bidding enterprises that have passed this certification. This is inseparable from Fu Jun's international vision and advanced consciousness.

Today, Hualian Ceramics has become the leader of China's daily-use ceramics industry, earning nearly US $50 million in foreign exchange in 2006, and becoming the only enterprise in the industry authorized by the 2008 Beijing Olympic Games.

At present, the new Hualian Group under Fu Jun has owned several industrial sectors, such as wine industry, real estate, chemical industry, ceramics, mining, and urban gas, with an annual operating income of more than 10 billion yuan. It has been ranked among the top 500 Chinese enterprises and the top 100 Chinese private enterprises for three consecutive years, and has been praised as the "roadmap of diversification" by the domestic media.

good timing, geographical convenience and good human relations

In Fu Jun's view, the success of the New Hualian is also inseparable from the help of some friends. This made him understand that "human capital is more important than monetary capital".

New Hualian has many talents with low academic qualifications. It is Fu Jun's unconventional and bold appointment that makes them stand out. For example, Xu Junqi, general manager of Hualian Ceramics, Wu Xiangdong, general manager of Jinliufu Liquor, Zhang Jianhong, chairman of Dongyue Chemical, and so on. Fu Jun said that when he first met Zhang Jianhong, he believed that he could achieve great things - "active thinking, passion, can be seen from drinking!" After investing in Dongyue Chemical, he unexpectedly gave up the position of chairman to Zhang Jianhong. In response, he said: "The enterprise is involved in a strange field, and needs a professional management team. It is more important for the development of the enterprise than who is the chairman."

"One should have a mind. Without a mind, one cannot accomplish great things. For example, can you dilute shares? Can you trust professional managers? Can you use people who are more capable than yourself? Are you willing to thank employees who have made contributions to the company? Can you motivate your team with high salary and high treatment? These questions are too specific, but they test the mind of an entrepreneur. At the beginning of New Hualian, my shares 70%, now 31%. I gave almost 40% of my shares to 390 senior executives. " Fu Jun said so and did so. The advanced management concept, flexible incentive mechanism and broad development platform have attracted many excellent management elites and professionals to join Xinhua Union to show their skills. Zhang Jianhong appreciated Fu Jun's personality and praised "he has the simplicity of farmers, the preciseness of intellectuals, the shrewdness of businessmen, and the integrity of entrepreneurs. He is a rare partner". Relying on the "favorable weather, place and people", the Group has been growing at a rate of more than 20% every year since its establishment for 17 years. This is a remarkable achievement in private enterprises. As for the future, Fu Jun's thinking is as clear and accurate as ever. In the future, many people have questioned the diversification of New Hualian, because many private enterprises have failed to diversify. In response, Fu Jun said: "Diversification is not impossible. The key is how to do it. It cannot be done without principles. Only after each field is bigger, stronger and specialized can it be expanded in the corresponding fields." On how to adjust the layout in the future, Fu Jun said his principles are: "Efficiency first, whether the industry can remain the first, whether it can become the main business of New Hualian, and whether it can be sustainable." At the beginning of the founding of New Hualian, Considering the domestic environment and the enterprise itself at that time, non-industrial instability became Fu Jun's investment principle. When the group has a certain scale, he believes that industry must be combined with the capital market to become bigger and stronger. Fu Jun bluntly told China Economic Weekly (domestic mail code 2-977): "In three years, I will get 10 billion yuan back from the capital market." Next, the bold Fu Jun once again played the role of being the first in the world, announcing that New Hualian will focus on mining, and strive to integrate one sector for listing within three years. He said: "At the end of November, people will be sent to Zambia and the Democratic Republic of the Congo to develop copper mines there." "Whoever controls resources will have the future. Enterprises who control resources overseas will make the greatest contribution to the country!" Some economists have analyzed the law of price fluctuations of non-ferrous metals over the past century, but Fu Jun does not believe the so-called law. He said: "There are nearly 600 million mobile phone users in China, computers, air conditioners, color televisions... why not use nonferrous metals? Is there such a huge demand for a hundred years? Only demand can determine the viability of an enterprise. The future demand makes me unwavering." In addition to mining and chemical industry, investment finance is another plan of Fu Jun. "The financial sector is the driving force for the economic development of any country," he said. He has successfully invested in Changsha Commercial Bank and initiated the establishment of Tianjin Binhai Commercial Bank. The layout of New Hualian is gradually clear from north to south. Fu Jun encouraged all private enterprises to go out and occupy the markets in Malaysia, India, Vietnam and other places, especially the fast moving consumer goods market. Perhaps even today, he still remembers an old leader who said to him 17 years ago: "Only when a man goes far can he fly high." However, today's journey is no longer his own, but the whole enterprise and even the country. Since its establishment 17 years ago, New Hualian has paid more than 2 billion yuan of national taxes and contributed more than 80 million yuan of various kinds of donations. Fu Jun has fulfilled his promise to go to the sea, but his pace will not slow down. When he was still the secretary of the Commune Party Committee, he said to his wife that he must have a special car in the future. At that time, only the cadres at the level of the department and bureau would have a special car. He did not hide his enterprising spirit or ambition: "Life is only a hundred years. We came to this world not only to eat, dress... love. Family is indispensable, but without the glory of career, life will lack vitality." ceo.icxo.com

新华联总裁傅军：脱去红顶做商人

他并不掩饰自己的进取心或者说野心：“人生不过百年。我们来到这个世界上，不只为了吃饭，穿衣……爱情。家庭固然不可或缺，但是没有事业的增光添彩，生命...

　　提起新华联集团和它的总裁傅军，人们总要经历一个由茫然到恍然大悟的过程。很少有人知道新华联集团其实就是大名鼎鼎的“金六福酒”、“香格里拉藏秘”、“华联陶瓷”、“猎豹越野车”等诸多品牌的缔造者。

　　傅军，这个拥有近50家公司，总收入超过百亿，产业覆盖房地产、化工、汽车、金融、矿业等领域的大企业家却鲜为人知。尽管在2002年的中国富豪榜上，胡润把他“挖”了出来，但还是弄错了照片。

　　采访傅军颇费了一番周折，他一见面就笑着解释：“我们湖南有句老话‘木秀于林，风必摧之’，在中国还是含蓄的做事比较好，对自己是一种保护。”低调做人，高调做事，似乎成了新华联的一种文化。

　　下海立业报国

　　穿一身深蓝色运动服，球鞋，头发已经有点稀疏，傅军没有我想像中“红顶商人”应有的气派，骨子里的豪爽利落倒是让他显得很“江湖”。

　　1990年，时任湖南省外经委处级干部、仕途大好的傅军忽然决定“脱去红顶做商人”。为官多年，傅军清醒地认识到，要改变中国，只有靠振兴经济。智者从不人云亦云：“中国不缺搞政治的，但非常缺搞经济的。中国的强盛必须靠经济的强大，而经济的强大则要靠一大批优秀企业的崛起。有能力的人应该直接去创造财富。”

　　下海之初，傅军就怀抱着一个不同寻常的梦想——实业报国。从马来西亚掘得第一桶金后，傅军已经在国际市场积累了一定的经验。他决心回国大展拳脚。

　　新华联做响的第一个品牌是“金六福酒”，但即使喝过金六福的人也未必知道，其实它做的是五粮液的OEM(贴牌生产)。

　　上个世纪90年代，OEM模式在国内方兴未艾，敢于创新的傅军仔细研究了耐克的模式，觉得完全可以拷贝到酒业，于是果断决定寻求国内最有品质保障的白酒厂家贴牌生产。当时，刚入行的新华联还不能攀上“五粮液”的高枝，但傅军和助手吴向东没有放弃，找到了五粮液下属的一个品牌“川酒王”做代理。短短一年，新华联就把这种酒做成了湖南白酒的第一品牌。终于，在硬梆梆的数字面前，五粮液“芳心暗许”。当时五粮液每年有10万吨的巨大产能空置，正在寻找新品牌来弥补这部分产能。双方的互补造就了湖南白酒业的一个奇迹——“金六福”。

　　新华联在塑造品牌方面理念超前。吴向东说：“品牌要有思想，没有文化的品牌就是个小品牌。”金六福卖的其实不只是酒。它超越同行的地方在于，不把品牌当作一个冷冰冰的名字，而是通过它寄托了一个美好的愿望和祝福，让它具有了中华民族喜庆文化的附加值。

　　傅军说，自主创新是新华联最大的竞争力。创新不仅体现在产品研发上，还体现在管理理念、经营思路和制度流程等诸多方面。

　　在这方面，华联陶瓷是一个很好的例子。

　　湖南醴陵是有名的“瓷都”。1994年，傅军控股了老家醴陵的一家乡镇企业，组建了湖南华联瓷业有限公司，进军制造业。China的双重含义让他看到了海外商机，西方人痴迷瓷器，因为他们象征着神秘的东方文化。

　　傅军决定让企业一开始就站在国际化的起点上。除了投钱，他还要给企业“洗脑健身”：“项目投入以后，我们及时跟进管理，也就是我们派人来参与管理。如果钱投进去了，不能把自己的理念和经营思路整合进去，这个项目就会失败。”

　　经过一番大改革，华瓷研制出了有自主知识产权的产品，并拥有了自主品牌，同时也成为国内最早的ISO9000认证的陶瓷企业之一。后来的一次竞标，华瓷顺利拿下万宝路70万美元的订单，关键就是他们是唯一通过此认证的竞标企业。而这与傅军国际化的视野和超前的意识是分不开的。

　　如今，华联陶瓷已经成为中国日用陶瓷业的老大，2006年创汇近5000万美元，成为行业唯一获得2008北京奥运授权的企业。

　　目前，傅军旗下的新华联集团已拥有酒业、地产、化工、陶瓷、矿业、城市燃气等多个产业板块，年营业收入超过百亿，并连续三年跻身中国企业500强和中国民营企业100强，被国内媒体誉为“多元化路标”。

　　天时地利人和

　　在傅军看来，新华联的成功也是与一些朋友的帮助密不可分的。这让他明白了“人力资本比货币资本更重要”。

　　新华联有很多学历不高的奇才，是傅军的不拘一格、大胆任用让他们脱颖而出。比如华联陶瓷的总经理许君奇，还有金六福酒业的总经理吴向东、东岳化工的董事长张建宏等等。傅军说当初他刚认识张建宏，便认定此人能成大事——“思维活跃，有激情，从喝酒就能看出来啊！”投资东岳化工后，他出人意料地把董事长的位置让给了张建宏。对此他说：“企业涉及一个陌生的领域，需要专业化的管理团队，有利于企业的发展比谁当董事长重要。”

　　“一个人要有胸怀，没有胸怀是做不成大事的。比如说你能不能稀释股份？能不能相信职业经理人？你能不能用本事比自己还大的人？你愿不愿意去感激对公司做出贡献的员工？你能不能高薪水、高待遇去激励你的团队？这些问题太具体了，但很考验一个企业家的胸怀。在新华联，开始的时候我的股份是70%，现在是31%。我差不多拿出40%的股份给了390个高管。”傅军如是说，也如是去做了。先进的经营理念、灵活的激励机制和广阔的发展平台，吸引许多优秀的管理精英和专业人才纷纷加盟新华联来大显身手。　　张建宏很欣赏傅军的为人，称赞“他具有农民的朴实，知识分子的严谨，商人的机敏，企业家的诚信，是不可多得的伙伴”。　　靠着“天时地利人和”，集团成立17年来，每年以20%以上的速度增长，可谓一路飘红。这在民企中可谓了不起的成就。关于未来，傅军的思路一如既往的清晰精准。　　未来的加减法　　很多人曾经质疑过新华联的多元化，因为很多民营企业多元化都失败了。对此，傅军认为：“多元化不是不能搞，关键是怎么搞，不能无原则地多元化。只有把每一块领域做大做强做专之后，才能在相应领域拓展。”　　关于未来如何调整布局，傅军说自己的原则是：“效益优先，产业是否能保持第一，是否能成为新华联的主业，是否能可持续发展。”　　在新华联成立之初，从当时的国内环境和企业自身考虑，非实业不稳成了傅军的投资原则。当集团有了一定的规模，他认为实业一定要和资本市场相结合，才能做大做强。傅军豪爽地对《中国经济周刊》(国内邮发代号2-977)表示：“3年内，我要从资本市场拿100个亿回来。”　　下一步，大胆的傅军再一次发挥敢为天下先的本色，宣布新华联要重点进军矿业，争取3年内整合一个板块上市。他说：“11月底就要派人到赞比亚和刚果(金)去，在那里发展铜矿。”“谁控制资源谁就拥有未来。企业到海外去控制资源，才是对国家最大的贡献！”有经济学家分析出有色金属百年来价格波动的规律，但傅军不相信所谓的规律。他认为：“中国有近6亿手机用户，电脑，空调，彩电……什么不用到有色金属？一百年来有这么大的需求吗？只有需求才能决定一个企业有没有生命力。未来的需求让我毫不动摇。”　　除了矿业、化工以外，投资金融是傅军的另一个打算。他说：“任何国家经济的发展，金融领域都是驱动力。”他已成功入股长沙商业银行，并发起组建了天津滨海商业银行。一北一南，新华联的布局渐渐清晰。　　傅军鼓励所有民营企业走出去，占领马来西亚、印度、越南等地的市场，尤其是快速消费品市场。也许时至今日，他还记得17年前一位老领导对他说的一句话：“男儿远走才能高飞。”只是，今天的远走不再是他自己，而是整个企业乃至国家。　　新华联成立17年来，上缴国家税收超过20亿元，各类捐款达8000万元以上。傅军已经实现了自己当初下海的承诺，然而他的步伐不会减速。还在当公社党委书记的时候，他就对老婆说，自己将来一定要有一辆专车，那时只有司局级干部才有专车。他并不掩饰自己的进取心或者说野心：“人生不过百年。我们来到这个世界上，不只为了吃饭，穿衣……爱情。家庭固然不可或缺，但是没有事业的增光添彩，生命就会缺乏生机。”ceo.icxo.com

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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.

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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”。

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