Pan Gang: A gentle young commander with sharp edges

A teacher at Pan Gang's university said of his student: "He behaves mildly, but what he does is sharp.". Throughout Pan Gang's series of management tracks in Yili, it seems to have fulfilled the teacher's evaluation.

Pan Gang is tall, strong and symmetrical, wearing thin gold rimmed glasses, white shirt, dark trousers, gentle and even a little shy. He looks like a middle school Chinese teacher. During the two-hour interview, Pan Gang listened patiently and carefully to every question of the reporter, and answered in a calm and clear tone. He was neither impassioned nor quoted. He was sharp at the critical moment. A teacher at Pan Gang's university said of his student: "He behaves mildly, but what he does is sharp.". Gentleness is the most easily summarized feature of all people who have dealt with Pan Gang when they talk about him, but only those who have worked with Pan Gang can feel it. Pan Gang, born in a teacher's home, was admitted to Inner Mongolia Agricultural University from a county in Xilingol, Inner Mongolia. Because he majored in food, Pan Gang was assigned to Hohhot Huimin Dairy Factory after graduation. It took him 12 years to go from the front-line worker to the group chairman.

In December 2004, five senior executives including Zheng Junhuai, the former chairman of Inner Mongolia Yili Group, were detained by the public security organ on suspicion of misappropriating the company's huge funds for personal profit. Yili Shares, a listed company of the group, was also suspended by the Shanghai Stock Exchange. At one time, the Erie crisis attracted national attention. As soon as the crisis occurred, investors and media reporters from all over the country were rushing to encircle and suppress Yili, which made dairy farmers, suppliers, consumers, dealers, employees and investors panicked. Pan just took one of the most direct and effective chess pieces: being frank and honest. Pan Gang personally visited the dairy farmers' home to dispel their doubts; Call some large suppliers and dealers to "let them know more about Yili"; Including the media that had been rejected before, Pan Gang also strongly opposed the public opinion, "open the factory door of Yili and let the media visit at will"; Faced with the question from investors all over the country about "whether there is a bigger black hole in Yili", Pan Gang answered sincerely: "As far as I know, it is not, but I still need to continue to understand. And I will tell you what I know in time." This sentence won a lot of impression points for Pan Gang who just came to the stage. After that, we need to stabilize our military morale.

On the second day after accepting the appointment, Pan just convened a meeting of management executives. At the meeting, he raised a question: How big is the business goal of Yili Group in 2005? One opinion is that it is very good that we can maintain the level rate in 2004. Another opinion is that it should not fall too much compared with 2004. That is victory. After you put forward your opinions, Pan Gang stood up and said, "I want Yili's growth rate to exceed 30%, and become the first Chinese dairy enterprise with an income of more than 10 billion in 2005". For Yili's management, this is a typical Pan's expression,

For many years, Pan Gang has always patiently listened to the opinions of each participant before clearly putting forward his own views. Pan Gang said that his confidence came not only from his understanding of the dairy industry, but also from his understanding of Yili's staff team. He used a photo of Erie employees sweeping snow in the field to support his view. Under the circumstances that the key figures of the enterprise were detained by torture and the future of the enterprise was uncertain, a heavy snow fell from the sky. The company did not issue any notice, but the employees picked up tools to clean the snow according to the convention. If the hearts of the people are not scattered, the team can still lead.

The new official took office three times, and Pan just understood that if there is no substantive change, the business objectives in 2005 will become the laughingstock of the industry.

The first thing Pan just did was "cut the vassal.". The "fan" of Yili is the business department. In Yili, each business department is a relatively independent entity of people, money and things, and has considerable autonomy from operation to management. At the top of Yili, a common view is that the important reason why the enterprise can operate normally after the accident of senior executives is the business division system implemented by Yili. However, in addition to the benefits of diversifying risks and mobilizing the enthusiasm of various departments, the business division system has brought about problems such as institutional duplication, increased operating costs, difficulty in sharing resources, and confusion of brand image. As the general manager of Yili Liquid Milk Business Department for a long time, Pan Gang knows the stakes. Pan Gang clearly and firmly conveyed his determination to the general managers of the business unit, but he did not adopt the drastic reform and simply cancelled the business unit system, but chose a prudent and gradual approach. The business unit is still the core of Yili's production and operation, but part of its authority has been withdrawn from the group. The control rights of brand management, channel management and so on are centralized from each business department to the headquarters, giving full play to the advantages of the group and fully integrating resources. The specific measures include adjusting the process, changing the approval authority, standardizing the system, etc.

"At the beginning, some people, even some senior executives, really felt unacceptable, but a month or two later, the efficiency of the adjustment showed up, and many people accepted it." After the crisis, the revenue in the first quarter increased by 34% year on year, the voice of opposition began to weaken, and executives of business units began to consciously adapt to the new management model. While the control power was centralized from the business unit to the parent company of the group, Pan Gang tried to break down some of the powers that had been concentrated on the president to the functional departments of the group. Some investment projects, contract approval rights, financial approval rights, etc. began to be the responsibility of the functional departments of the group. "I hope that through this reasonable centralization and authorization, the upper and lower levels can interact."

Pan Gang immediately took the second step - to implement accurate management. "Under the background of increasingly fierce competition in the dairy market and a huge reduction in the average profit margin of the industry, in order to improve the executive power of enterprises and improve the operational efficiency of enterprises, it is necessary to implement extremely sophisticated scientific management." Pan Gang believes that paying attention to details is not only an attitude, but also a professional approach. Digital management and dredging workflow are the key contents of accurate management. Pan Gang requires that the links that can be quantified and assessed must be clearly recorded, and that there should be no general analysis report. At the same time, on the premise of accurate positioning of customer needs, we should boldly reform and innovate business processes and working methods. Paying attention to customers' needs is also one of the important links of refined management.

"We should not only regard consumers and customers as customers, but also establish relationships between customers and serve each other between departments within the enterprise and between superiors and subordinates," Pan Gang said. In order to infiltrate the idea of fine management into the blood of every employee, Pan Gang attached great importance to the establishment of the members and organizational structure of the fine management promotion team. The group leader is the executive director, and the heads of each functional department and the general manager of the business unit are all members of the group. In addition to letting the fine management promotion group take the responsibility of implementing this management idea in an all-round way, Pan Gang has also virtually set up the fine management organization at the grass-roots level in this way. The innovation of management has made Yili achieve rapid development while its management costs have dropped significantly: compared with 2004, only one special train can save 200000 yuan, while in the first nine months of 2005, it saved 90 million yuan.

The third step is to adjust the market strategy and move to the second and third levels. For a long time, most dairy enterprises prefer to fight consumptive wars in first-tier markets such as Beijing, Shanghai and Guangdong, rather than invest more resources in second-tier and third-tier markets. "In 2004, I visited the market in a small town in Yueqing, Zhejiang Province. The local consumption level is quite high, and people's food, clothing, housing and transportation are close to the urban level. However, the consumption situation of dairy products is very backward. Large brands of milk can only be bought in larger supermarkets, while in small and medium-sized stores, only local small brands. In fact, there is a big gap between the quality of these products and Yili." Pan Gang recalled his discovery of secondary and tertiary market space. The selling points in cities and towns are relatively scattered, and the promotion cost is relatively high. Moreover, compared with the RV, the people's awareness of quality and brand is relatively weak when choosing milk. This requires a bit of adventure. Pan Gang first chose a small market in the south of Zhejiang to try. "At that time, I was ready to invest 10 million yuan in the initial stage." However, two months later, the sales volume in the region doubled, which is equivalent to digging up another market of developed prefecture-level cities. Pan Gang, who has tasted the sweetness, announced that Yili will increase the development of secondary and tertiary markets in 2006, especially in Jiangsu, Guangdong and other places, and the national top 100 counties are also the focus of its plan. The biggest problem of seizing the secondary and tertiary markets is the milk source. If we can find a suitable milk source locally, the cost will undoubtedly be reduced a lot. In the search for milk sources, Yili has adopted the strategy of merger and integration, which is precisely why it cooperates with Fujian Changfu Dairy.

Reform the management system, improve the management level, and adjust the market strategy. The three fires that Pan Gang burned in the first year of his term of office were clear and implemented in place, which made his heroic words at the beginning of his term of office become reality. The power of frank communication is with people who are not very familiar. Pan Gang is not a talkative person; When it was time to speak, Pan Gang said a lot.

After presiding over the work, Pan Gang's first thing was to say, "I was tired of dealing with it every day. Every day, I received a group of investors and a group of media, repeating the same words and answering the same questions". Perhaps it is the experience of part-time secretary of the Youth League Committee for many years that makes Pan Gang form the habit of paying great attention to communication. Pan Gang believes that frank communication is the best way to eliminate misunderstandings.

When dealing with the enterprise crisis in 2004, in order to eliminate all kinds of speculation and doubts among employees, "In those days, I held many meetings in succession, such as the Party members and cadres meeting, the staff meeting of all business departments, etc., to inform all employees of the situation of the enterprise and communicate directly with them. Only by being frank with each other, seeking everyone's understanding and support, facing together, leading the big family positively, mobilizing their enthusiasm, and giving full play to their spirit of ownership can I ensure the continuous development of the normal production and operation activities of the enterprise."

Pan Gang and Niu Gensheng, Yili's "enemy" in the same city for many years, took the initiative to communicate and invited Niu Gensheng to visit the "mother's home". Although this could not change the reality that the two companies were still fierce competitors, it defused the situation of the two companies' fierce fighting, and helped Yili to strive for a relatively loose external environment. Pan Gang is bookish, which is rare among entrepreneurs in traditional industries.

His parents, who were teachers, left Pan Gang with mild and even weak personality characteristics. But in an environment with many "aggressive", "aggressive" and "aggressive" enterprises, frank communication can bring a sense of security. Caring about employees and gathering people's hearts in the CCTV "Best Employer" selection activity, Yili employees' happiness index is the highest. Pan Gang said that Yili's biggest asset is people. If he can't even activate the biggest asset in his business, everything else is meaningless.

On New Year's Eve, Pan Gang, who had just flown back from Switzerland, ate dumplings with his employees in the production workshop. "Enterprises should be able to reflect the happiness of their employees. If they are not happy, they can not create performance, and if they are not happy, they can not be engaged in work. For dairy industry, this year's major events continue, so far Yili has not had any quality problems, which means that employees are very happy and dedicated." Pan Gang said: "I can understand whether our employees are happy or not. In the process of development, our own employees have very little mobility. As long as we join the employees of Yili, we all love the enterprise very much and actively participate in the management of the enterprise. For example, in the first quarter of this year, our employees put forward 1500 valuable suggestions for the company, and we adopted many of them, many of them were put forward after work."

Pan Gang also set a hard target for the human resources department to plan at least two or three new benefits every year to let employees feel the concern of the enterprise. "We order all kinds of clothes for employees, including spring clothes in spring, summer clothes in summer and winter clothes in winter, including regular travel for employees. In addition to some insurances stipulated by the national labor law, two new insurances have been added this year, and the benefits of employees have also increased year by year, such as birthday gifts, wedding and funeral gifts, etc.".

For Pan Gang, who grew up as a front-line worker, caring for ordinary employees is a habit. An Erie senior provided the reporter with such a detail: at a staff meeting, Pan Gang found that a young man in the equipment maintenance team had yellow hair. When he learned that it was caused by the ammonia water used to clean the equipment, he immediately assigned relevant departments to study and improve it, and solved the problem after investing hundreds of thousands of yuan. In addition to welfare benefits, in order to make employees have confidence in the future, Pan Gang proposed that if there are new positions, they should first be recruited openly inside the enterprise. Only when there is no suitable person inside the enterprise can they be recruited externally.

◆ Born in 1970; Graduated from Inner Mongolia Agricultural University in July 1992, and was assigned to the Huimin Milk Food Factory (formerly the predecessor of Yili Group);

◆ From July 1993 to November 1994, the director of the quality inspection department of Yili Group Frozen Food Company, and from November 1994 to November 1996, the director of the production department of Yili Group Frozen Food Company;

◆ From November 1994 to 1999, part-time secretary of the Youth League Committee of Yili Group;

◆ From November 1996 to December 1999, Chairman, General Manager and Secretary of the General Party Branch of Yili Group Mineral Beverage Co., Ltd;

◆ From December 1999 to July 2002, the president assistant of Yili Group, the member of Yili Group Party Committee, the general manager of the liquid milk business department, the chairman of Zhaodong Yili Dairy Co., Ltd., the chairman of Langfang Yili Dairy Co., Ltd., and the chairman of Baotou Yili Dairy Co., Ltd;

◆ In July 2002, he served as the president of Yili Group and the general manager of the liquid milk business department, and was the youngest president of 520 key industrial enterprises in China; ◆ From July 2002 to December 2004, the president of Yili Group, the director of Yili Group, the secretary of the Party Committee and the general manager of the liquid milk business department;

◆ Graduated from EMBA of CEIBA in 2004. From December 2004 to June 2005, the president of Yili Group was fully responsible for enterprise management

◆ Chairman and President of Yili Group since June 2005 (Liu Ge and Zhang Yijun)

潘刚：锋芒毕露的温和少帅

  潘刚大学时的一位老师这样评价他的这位学生：“行为举止温和，做的事却锋芒毕露”。纵观潘刚在伊利的一系列管理轨迹，似乎应验了这位老师的评价。

　　潘刚高高的个头，壮实而匀称的身材，戴着细细的金丝边眼镜，身着白衬衣、深色长裤，表情温和甚至带有些许腼腆，看来有点像是一位中学语文教师。两个小时的采访过程中，潘刚耐心认真听完记者的每一个问题，回答时语调平和、清晰，既没有慷慨激昂，也没有引经据典,关键时刻显锋芒.。潘刚大学时的一位老师这样评价他的这位学生：“行为举止温和，做的事却锋芒毕露”。温和是所有和潘刚打过交道的人说起他时最容易总结出的特点，但锋芒毕露却只有和潘刚一起工作过的人才能够有的感受。出生在教师之家的潘刚，从内蒙古锡林郭勒的一个县里考入内蒙古农业大学。因为学的是食品专业，毕业后的潘刚被分配到呼和浩特回民奶制品厂，从一线工人到集团董事长潘刚用了12年的时间。

　　2004年12月，因涉嫌挪用公司巨额资金用于个人营利，内蒙古伊利集团公司前董事长郑俊怀等5名高层管理人员被公安机关刑拘。该集团下属上市公司伊利股份也被上交所紧急停牌。一时间，伊利危机引发全国注目。危机一发生，全国各地纷涌而至的投资者和媒体记者大有围剿伊利之势，让上至奶农、供应商，下至消费者、经销商以及广大职工和投资者惊惶不安。潘刚走了一步最直接又最有效的棋子：坦诚布公、毫不隐瞒。潘刚亲自到奶农家里做客，消除奶农的疑虑；打电话给一些大的供应商和经销商，“让他们了解伊利更确切的情况”；包括之前被拒之门外的媒体，潘刚亦力排众议，“把伊利的厂门打开，让媒体随意参观”；面对全国各地投资人对“伊利是否有更大黑洞”的质疑，潘刚的回答诚恳：“据我目前了解是没有，但我还需要继续了解。而且我会及时把我了解的情况告诉大家。”这句话给刚刚走到台前的潘刚赢得了不少印象分。之后是稳定军心。

　　在接受任命的第二天，潘刚召集经营层主管的会议，会上他提了一个问题，伊利集团2005年的经营目标要做多大？一个意见是，我们能保持2004年的水平率已经很不错了，还有一条意见是比2004年下滑得不要太多，这就是胜利。等大家把意见提出来之后，潘刚站起来说“我要让伊利的增长速度超过30%，2005年成为第一家收入超过百亿的中国乳品企业”。对伊利的管理层来说，这是一次典型的潘氏表达，

　　很多年来，潘刚总是在耐心的听完每一位与会者的意见之后，再清晰提出自己的观点。潘刚说他的信心不止来自于对乳品行业的了解，更来自对伊利员工团队的了解。他用一张伊利员工正在场区扫雪的照片来佐证自己的观点。在企业核心人物被刑拘、企业前途未卜的情况下，一场大雪从天而降，公司没有下发任何通知，员工却都按照惯例拿起工具出来扫雪。人心没有散，队伍还能带。

　　新官上任三把火潘刚明白，如果没有实质性的变革，2005年的经营目标将成为业界的笑柄。

潘刚做的第一件事是“削藩”。伊利的“藩”就是各事业部，在伊利，每个事业部都是一个人、财、物相对独立的实体，从经营到管理拥有相当大的自主权。在伊利高层，一个较为普遍的看法是，在高管出事后企业还能正常运转的重要原因是伊利实行的事业部制。但是，事业部制除了分散风险，利于调动各部门积极性的好处外，带来的问题是机构重叠，提高了运营成本、资源难以共享、品牌形象混乱等等弊端。由于长期担任伊利液态奶事业部总经理，潘刚深知其中利害。潘刚清晰坚定地向事业部的总经理们传达他的决心，但他并没有采用大刀阔斧式的改革，干脆取消事业部制，而是选择了谨慎的渐进方式。事业部依然是伊利生产和经营的运转核心，但事业部的部分权限被收回集团。品牌管理、渠道管理等控制权由各事业部向总部集中，发挥集团优势充分整合资源，其具体措施包括调整流程、改变审批权限、规范制度等。

　　“一开始一部分人甚至一些高层确实觉得接受不了，但是一个月、两个月后调整的效率显现出来，很多人就接受了。”危机后第一季度营收同比增长34%，反对的声音开始减弱，各事业部高管开始自觉适应新的管理模式。在控制权由事业部向集团母公司集中的同时，潘刚又试着将过去一直集中于总裁的一些权限向集团内各职能部门分解，一些投资项目、合同审批权、财务审批权等开始由集团下属的各职能部门负责。“我是希望通过这种合理的集权和授权，上下形成互动。”

潘刚紧接着走出第二步棋——推行精确化管理。“在乳品市场竞争日益激烈、行业平均利润空间巨幅缩水的大背景下，要提升企业执行力，提高企业运营效率，就必须实施极度精细的科学管理。”潘刚认为关注细节不仅是一种态度，更意味着一种专业化的方式方法。数字化管理和疏通工作流程是精确化管理的关键内容。潘刚要求对于能够量化考核的环节一定要拿数字说话，一丝一毫都要记录清楚，不允许还存在笼统的分析报告。同时，在对顾客需求准确定位前提下，对业务流程、工作方法进行大胆改革和创新。关注顾客的需求也是精细化管理的重要环节之一。

　　“我们不只把消费者、顾客看成客户，企业内部各部门之间、上下级之间也应该建立客户间的关系，相互服务。”潘刚说。为了把精细化管理的思想渗入到每个员工的血液里去，潘刚把精细化管理推动小组的成员和组织架构的建立看得非常重要。组长是执行董事，各个职能部门的负责人和事业部的总经理都是小组成员。潘刚除了让精细化管理推动小组担负全面贯彻这一管理思想的职责外，还无形中得通过这种方式把精细化管理组织设到了基层。管理的创新让伊利在取得快速发展的同时管理成本大幅下降：和2004年相比，仅仅一个专列就能节省费用20万元，而2005年前九个月就节省了9000万元的费用。

　  第三步棋是调整市场策略，转战二三级。长期以来，大多数乳品企业宁愿在北京、上海和广东等一线市场大打消耗战、拼得“头破血流”，也不愿在二、三线市场投入更多资源。“2004年我去浙江乐清一个小镇上走访市场，当地的消费水准相当高，人们的衣食住行都接近了城市水平，但是乳制品的消费局面却很落后，大品牌的牛奶只有在比较大一些的超市里才能买到，而在中小型商店里，只有当地的一些小品牌，实实在在地讲，这些产品在品质上和伊利存在着很大的差距。”潘刚回忆着他发现二三级市场空间的情形。城镇的售点比较分散，推广成本比较高，而且和房车相比，老百姓选择牛奶时对于品质和品牌的意识相对要弱一些。这需要有一点冒险精神，潘刚先是选择了浙江南部的一个小市场作尝试。“我当时已经做好了初期投入1000万打水漂的思想准备。”然而两个月后，该地区销量翻番，相当于又挖出了一个发达地级市规模的市场。尝到甜头的潘刚宣布，2006年伊利会加大二、三级市场开发力度，特别是在江苏、广东等地，全国百强县亦是其计划的重点。抢占二三级市场的最大问题出现在奶源上，如果能在当地找到合适的奶源，成本无疑减低了很多。在寻找奶源这个问题上，伊利采取的是兼并整合的策略，与福建长富乳业的合作正是出于这一点。

　　改革管理体制，提高管理水平，调整市场战略，潘刚上任第一年烧的三把火，思路清晰，落实到位，使他上任之初的豪言壮语变成了现实。坦诚沟通的力量和不是十分熟悉的人在一起，潘刚不是一个健谈的人；到该说话的时候，潘刚的话很多。

主持工作以后，潘刚的第一件事就是说话“我当时每天都疲于应付，每天都在接待一批又一批的投资者，接待一批又一批的媒体，每天在重复同样的话，回答同样的问题”。也许是多年兼职团委书记的经历，使潘刚养成了非常注重沟通的习惯。潘刚相信坦诚的沟通是消除误解最好的途径。

在处理2004年的企业危机时，为消除员工中各种猜测和疑虑，“我那几天连续开了很多会，党员干部大会、各事业部员工大会等，把企业的情况向全体员工进行通报，与他们进行直接沟通。我只有坦诚相待，寻求大家的理解和支持，共同面对，正面引导大家，调动他们的积极性，发挥他们的主人翁精神，才能保证企业正常生产经营活动的继续开展。”

　　潘刚与伊利多年的同城“冤家”牛根生主动沟通，邀请牛根生回“娘家”参观，尽管这无法改变两家依然是激烈竞争对手的现实，但化解了两家企业剑拔弩张的阵势，有助于伊利争取相对宽松的外部环境。潘刚身上有股书生气，这在传统行业的企业家身上并不多见。

教师出身的父母留给潘刚温和甚至柔弱的性格特征，但在一个以“霸气型”、“魄力型”、“造势型”企业家居多的环境下，坦诚的沟通能够带给人踏实感。关心员工聚人心在央视“最佳雇主”的评选活动中，伊利员工的快乐指数是最高的。潘刚说伊利最大的资产是人，他经营企业如果连最大的资产都盘活不了，其他的一切都没有意义。

　　一年除夕夜，从瑞士飞回不久的潘刚在生产车间与员工一起吃饺子过年。“企业要能体现员工的快乐，不快乐就创造不了业绩，不快乐就不能敬业，对乳业来说，今年一年大事不断，到目前伊利没有出现过任何质量上的问题，这说明员工很快乐，很敬业。”潘刚说：“我能够了解我们的员工快乐不快乐。在发展过程中，我们自己员工的流动性非常小，只要加入到伊利的员工，大家都非常热爱这个企业，积极踊跃参与到企业的管理当中，比如说我们今年一季度，员工提了1500条对公司的有价值的建议，我们就采纳了不少，有很多是工作之余提出来的。”

潘刚还给人力资源部门下了一个硬指标，每年都要规划出至少两到三项新的福利，让员工感受到企业的关心。“我们给员工订各种服装，春天有春装，夏天有夏装，冬天有冬装，包括员工定期去旅游。除了国家劳动法规定的一些保险之外，今年还增加了2项新的保险，员工的福利也一年比一年多，例如生日礼金、婚丧嫁娶礼金等”。

　　对于从一线工人成长起来的潘刚来说，对普通员工的关心是一种习惯。一位伊利高层向记者提供了这样一个细节：在一次员工大会上，潘刚发现一个设备维护班组的小伙子都染了黄头发，当得知这是因为清洗设备的氨水导致的原因后，马上指派相关部门研究改进，在投入了数十万元后解决了这个问题。除了福利待遇外，为了让员工对未来有信心，潘刚提出，有新的职位，首先在企业内部要公开招聘，企业内部没有适合的人，才会对外招聘。

　　◆ 1970年出生；1992年7月毕业于内蒙古农业大学，分配进入回民奶食品厂(原伊利集团前身)；

　　◆ 1993年7月至1994年11月伊利集团冷冻食品公司质检部部长，1994年11月至1996年11月伊利集团冷冻食品公司生产部部长；

　　◆ 1994年11月至1999年伊利集团兼职团委书记；

　　◆ 1996年11月至1999年12月伊利集团矿泉饮料有限责任公司董事长、总经理兼党总支书记；

　　◆ 1999年12月至2002年7月伊利集团总裁助理、伊利集团党委委员、液态奶事业部总经理、肇东市伊利乳业有限责任公司董事长、廊坊伊利乳品有限公司董事长、包头伊利乳品有限责任公司董事长；

　　◆ 2002年7月任职伊利集团总裁兼液态奶事业部总经理，时为中国520家重点工业企业最年轻的总裁；◆ 2002年7月至2004年12月伊利集团总裁，兼伊利集团董事、党委书记、液态奶事业部总经理；

　　◆ 2004年毕业于中欧工商国际管理学院EMBA，2004年12月至2005年6月伊利集团总裁 全面负责企业经营工作

　　◆ 2005年6月起任伊利集团董事长兼总裁…….(刘戈 张一君 ).

(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

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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

2诸葛长青改命运三把金钥匙诸葛长青施食仪轨 （十五步简洁版）

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

10施食仪轨回向：回向修改为简洁回向