Vanke brand:

Butterfly effect of internal and external communication of enterprises

Let's start with Sun Hongbin's bold words

On September 5, Shunchi China and Hong Kong Lujin Capital Construction Co., Ltd. signed a formal contract in Hong Kong to transfer 55% of the equity and attract RMB 1.28 billion. Sun Hongbin still retained 40% of the shares, but lost his position as the largest shareholder. However, Shunchi has survived - from the company name to the management team, all development businesses and land reserves, to the future development potential. The capital gap caused by the rapid expansion of Shunchi was filled through this cooperation. The post of president of the company is still held by Wang Hao,. Sun Hongbin did not make any statement to the media after the incident.

At the beginning of 2004, Sun Hongbin, the head of Tianjin Shunchi, announced that Shunchi would surpass Vanke and become the first in the industry within three years. Today, it seems that such heroic words are too frivolous. It seems that the change of Shunchi today is closely related to the strategy it adopted. The butterfly effect is very obvious in Shunchi.

In December 1979, Lorenz put forward in a speech at the American Association for the Advancement of Science in Washington that a butterfly flapping its wings in Brazil might cause a tornado in Texas. His speech and conclusions left a deep impression on people. Since then, the so-called "butterfly effect" has spread widely and spread widely. The reason why the "butterfly effect" is fascinating, exciting and thought-provoking lies not only in its bold imagination and charming aesthetic color, but also in its profound scientific connotation and inherent philosophical charm. From a scientific point of view, the "butterfly effect" reflects an important feature of chaotic motion: the sensitive dependence of the long-term behavior of the system on the initial conditions.

In the process of longitudinal analysis of the overall development trajectory of enterprises, the butterfly effect is particularly obvious. In fact, the reason why Vanke has become the first real estate brand today is also the result of the butterfly effect spread inside and outside the enterprise.

Disseminate the core values of the enterprise internally

From the perspective of strategic theory, an enterprise needs clear strategic thinking to achieve sustained and rapid development. The company strategy is to establish a framework according to which all departments and business units prepare strategic plans. A company strategy needs four activities: determining the company's mission; Establish strategic business units; Arrange resources for each strategic business unit in terms of market attractiveness and business advantages; Plan new business and abandon old business. In fact, most enterprises in China have developed under the chaotic understanding of the market.

This is the case with Vanke. Vanke, which was founded in 1984, did not set foot in the real estate industry until 1989. The first four years can be seen as the stage of enterprise capital accumulation. What has affected Vanke's future development is the breakthrough point of service established when it first set foot in the real estate industry, the reference to SONY's customer service concept, the first concept of "property management" in the country, and the formation of a set of advanced property management model. From this concept, we can see that Vanke, led by Wang Shi, has begun to build the values of the enterprise. This is very critical for an enterprise. Through effective internal communication, corporate values are recognized by employees and strive for it, which is the basis for a team to succeed. The establishment of this initial enterprise value directly affects the brand formation and development of Vanke in the whole process of its future development.

From the establishment of the first "property management" model throughout the country to the establishment of the first owner committee in the country, from the establishment of the Wanke Club to the introduction of the brand concept of "building unlimited life" in recent years, Vanke's corporate value concept has been effectively behaviouralized. This benefits from effective internal communication of enterprises.

Wang Shi's own values and work style play a key role in the internal dissemination of enterprise values. There is a small card behind Vanke's work card, which is printed with Vanke's core values. That is: first, customers are our forever partners; Second, talents are the capital of Vanke; Third, the system illuminated by the sun; The fourth is sustained growth. At the beginning of the establishment of Vanke, Wang Shi, the founder, requested the enterprise according to this idea. Today, these views have taken root in the hearts of the people. Vanke's success benefits from the effective internal dissemination of its core values.

The core values of the enterprise go deep into the hearts of employees and trigger their corresponding actions. After development, a powerful corporate culture has been formed. Walking in the park of Vanke, even the most common cleaners will see their smiling faces and greetings; Moreover, what's more surprising is that even the cleaning workers in the park can answer any question, from the size of the house, the price, the layout, even the decoration materials, to the situation of the whole park, all of them are in good order. In the park of Vanke real estate, there are often signs with similar sentences hanging: "The materials used locally are specially made by Vanke, and you may have some places that are not suitable for you, please pay attention." and so on. In Vanke's information to customers, we may often see such words: "Sorry, we want to tell you frankly that there may be objective adverse factors like this in Vanke City Golf Garden. Please pay special attention and consider carefully."

This soft power makes Vanke stand out from the crowd in the real estate industry and occupy a high position that real estate enterprises can't match. Both Wanda and Shunchi have threatened to surpass Vanke in a few years, but the result has become empty talk, mainly because the accumulation of culture and the construction of brand can not be established in a short time.

The establishment and effective dissemination of enterprise values is very important, which is a problem worthy of consideration by entrepreneurs, especially entrepreneurs in the real estate industry. Because of the butterfly effect, the chaotic and unclear corporate strategy will have a very strong negative impact on the long-term development of enterprises and brand building. To surpass Vanke, real estate enterprises need to understand the secret of Vanke's success.

Outward to create a Vanke brand with clear personality and profound connotation

The shaping of the brand needs external communication, so that the core value and brand personality of the brand go deep into the thinking of the target market, thus forming a specific sound and logo. Advertising, public relations and other means are the general way for enterprises to spread and shape their brand image. Similar to internal communication, the most important thing is to have clear brand and new value and brand personality. Brand always has the connotation of personality. The core value of brand is like people's belief, while brand personality is people's character.

Vanke's brand core values undoubtedly correspond to the core values of the enterprise, which benefits from the noble personality shown by the leader Wang Shi. Wang Shi not only built Vanke's core values with his personal values, but also strongly promoted Vanke's external communication and brand building through his unremitting efforts. It can be said that there are many similarities between Vanke's brand and Wang Shi's personal values. Vanke's brand building process and Wang Shi's strong dependence on the establishment of Vanke's value system.

In 1991, Vanke developed the first residential project, Tianjing Garden, and put forward the slogan of "high-quality service". Subsequently, Chen Zhiping, the first manager of the property management office, walked in the community with a cloth and cleaned the community at any time; Yao Mumin, then the general manager of Vanke Real Estate, drank the swimming pool water, and the story that reflected the service level of the community customers was widely spread. Vanke's pioneering property management service model opened the selling point of high-quality real estate services, set off a wave of property management, which was followed by many real estate developers. The application and promotion of the "property management" model and the "quality service" slogan introduced and adapted by Wang Shi from Sony's experience has rapidly formed a strong influence because of its initiative. The establishment of Vanke's property management model is its unique brand label. This is the beginning of Vanke's brand road, which has made Vanke obtain double harvest in brand personality and brand awareness. Since then, Vanke's adherence to this model in the development of new projects has in fact had an invisible external communication power, which has expanded and strengthened the brand image of Vanke in the market.

In 1998, Vanke initiated the establishment of a customer club, called Vanke Club for short. The birth of the Wanke Club is also a unique initiative, and then this model was followed by many peers or non-peers. This has also led to the effective dissemination of Vanke brand. Vanke will become another label of Vanke brand, which is widely recognized by the market. The enterprise continued to make efforts in external communication. The concept of "our 1% mistakes are 100% losses to customers" was widely recognized. The establishment of a fully open BBS complaint forum to accept anonymous complaints from customers online has made the Vanke brand impression penetrate into the hearts of customers, and the concept of "customer smile year" has triggered a nationwide discussion. These unique measures have become a strong support for the formation of the core value of Vanke brand.

In May 2001, Vanke commissioned South China International to conduct a survey on the brand status of real estate developers in Shanghai, Beijing and Shenzhen. The survey results show that Vanke residents agree with Vanke culture and software, ignoring the advantages of hardware and quality; Non-venke residents' functional cognition of Vanke is better than emotional cognition, and they fail to fully feel the community culture created by Vanke. The shortcomings of Vanke's brand building are: the brand positioning is not clear enough, the personality is not clear enough, and the affinity with consumers is not enough; However, consumers' understanding of Vanke brand still remains at the superficial level of products, services and other functions. Since then, Vanke has signed a brand cooperation agreement with Jingxin Advertising Co., Ltd. and officially launched brand integration. Focus the interests of Vanke brand on "showing your ideal life", and put forward the brand slogan of "building unlimited life" with "taking your life as the core". Summarize the personality of Vanke brand: creative, cultural and caring. After establishing the brand identification system (VI), brand management system, communication strategy and plan, Vanke stepped into the integrated marketing communication stage. Vanke's external communication is more systematic, and the effect is more significant.

You can enjoy a grander sight by climbing to a greater height. What makes Vanke brand truly become the leading brand in the industry is Wang Shi's multiple external recessive communication. In 1998, Wang Shi formulated his own mountaineering plan due to the disturbance of disease. Since then, he has been unable to accept it. Wang Shi has become the focus of media attention with his cultural feet in China. Through the stage of not being understood by others, Wang Shi has created a healthy and tasteful lifestyle that has gradually been widely respected by the gold-collar class, which has virtually enriched the brand connotation of Vanke and pushed the Vanke brand to a new height. In June 2001, Wang Shi became the image spokesperson of Motorola A6288 mobile phone, and the media competed to report that everyone was shocked. Recently, Wang Shi's advertisement for China Mobile Global Communication has been popular on CCTV, which is also enviable. There is no doubt that the advertisements of Global Communication not only spread the product image for China Mobile, but also increased the popularity of Vanke brand. For example, advertising and personal event marketing are the same as Wang Shi, which should be said to be presented repeatedly. Every appearance of Wang Shi in public has evolved into a "roadshow" of Vanke to varying degrees. The media, like the star chasers, have consciously or unconsciously pursued Wang Shi, and more or less become the voluntary propagandist of Vanke. Wang Shi Kaibo will not only show his personal aspects, but also be a good medium for Vanke's external communication. Under the unified core values, Vanke brand has been deepening and becoming the leading brand in the industry.

On September 16, the "2006 China Real Estate Brand Value Research" conducted by the "China Real Estate TOP10 Research Group", which is jointly composed of the Enterprise Research Institute of the Development Research Center of the State Council, the Tsinghua University Real Estate Research Institute and the China Index Research Institute, was announced. Vanke and China Real Estate maintained the leading position in China's real estate industry with brand values of 4.82 billion yuan and 4.809 billion yuan respectively. Wang Shi even talked about Vanke's intention to merge with China Shipping in his blog and the process of exchanging ideas with Sun Wenjie of China Shipping. The author believes that this is of news value and not realistic. In fact, Vanke's scale expansion and mergers and acquisitions have revealed the emergence of a crisis of trust caused by Vanke's core values not being fully disseminated.

On August 29, Xiaoxiao, an 8-year-old boy, drowned while swimming in the Golden Home Community of Vanke Nanjing. The reason was that the staff of the property management company did not clear the pool in advance when changing the water, resulting in Xiaoxiao's leg being tightly sucked into a drain hole on the wall of the pool. Although Xiaoxiao was rescued ashore after more than three hours of hard work by doctors, it still failed to save Xiaoxiao's young life.

Coincidentally, World Business Report (biz. icxo. com) reported that on August 30, Shenyang Vanke City was reported by telephone. After the on-site inspection by the Shenyang Safety Production Law Enforcement and Supervision Detachment, it was found that there were 22 safety risks at its construction site, and it was ordered to rectify within 3 days.

Although Wang Shi apologized to the victims' families in the form of a blog three days after receiving the news of the incident, there are still many disputes in the public opinion, and the owners' doubts are bound to have a great impact on the sales of Vanke's newly listed buildings. Vanke's brand is damaged, and the brand premium is bound to decline.

In fact, after the establishment of the brand, it is more difficult to manage the brand in the development process of the enterprise. It is difficult to fight against rivers and mountains, but it is undoubtedly more difficult to accept rivers and mountains. P&G uses a strong brand management team to manage its brands, which is also difficult to achieve good results. It can be seen that Vanke needs to do more in brand management. The author believes that the main reason for the emergence of trust crisis is that under the circumstances of scale expansion and strategic merger, with the increase of personnel and the flow and supplement of personnel, Vanke's corporate values have not been able to penetrate into the hearts of new employees, and the lack of corporate concept dissemination and corporate culture edification for any employee of the enterprise may lead to the crisis of corporate brand. In this case, Vanke needs to continuously and deeply implement the whole staff communication, especially the training of new employees and the education of corporate culture. The core values of "creating a healthy and prosperous life" need to go deep into the heart of every employee. Starbucks has converted huge advertising costs into education and training for every employee who opens a new store, and insisted that every employee has the most professional knowledge and service enthusiasm. It is from the perspective of brand management and brand promotion that Starbucks has also achieved good results, which is worthy of reference by domestic enterprises.

In recent years, corporate citizenship has become a topic of much discussion in the business and theoretical circles. At the same time, we see that the world's first-class large companies and enterprises have begun to identify and explore effective ways and means to practice corporate citizenship responsibility. Statistics show that almost 90% of the Fortune 500 companies have established their own ethical systems. Since this year, some representative global companies such as General Motors and Microsoft have released their own corporate citizenship reports in 2005. In its 2005 Corporate Citizenship Report, Microsoft said that as a successful global enterprise, it has the responsibility to use its resources and influence to bring some positive and positive impacts to the world and people. In the long run, Chinese enterprises still need to improve in this area. Vanke is very clear about the stage of its development. Then, the transformation from enterprise to corporate citizen will be the need for Vanke to move to a new height, which is also an effective way for Vanke brand to have a deeper connotation. Vanke, please remember that strategic height and effective internal and external communication is a required course for enterprises to maintain the leading edge in the industry.

 万科品牌：

企业内外传播的蝴蝶效应

    先从孙宏斌的豪言说起
　　9月5日，顺驰中国与香港路劲基建有限公司在港正式签约，出让55%股权，引资人民币12.8亿元。孙宏斌仍保留40%股份，但失去了第一大股东地位。不过顺驰得以保存下来——从公司名号到管理团队、所有开发业务和土地储备，再到未来的发展潜力。顺驰急速扩张造成的资金缺口通过这次合作得以补上。公司总裁一职仍由汪浩担任,。而孙宏斌则在事件之后没有面对媒体作出任何表态。
　　2004年初，天津顺驰掌舵人孙宏斌宣布：顺驰将在3年之内超过万科，成为行业第一。今天看来，这样的豪言壮语未免过于轻浮了些。仔细看来，顺驰今天的这种变动，和当初采取的策略有着密切的关联。蝴蝶效应在顺驰身上体现得非常明显。
　　1979年12月，洛伦兹在华盛顿的美国科学促进会的一次讲演中提出：一只蝴蝶在巴西扇动翅膀，有可能会在美国的德克萨斯引起一场龙卷风。他的演讲和结论给人们留下了极其深刻的印象。从此以后，所谓“蝴蝶效应”之说就不胫而走，名声远扬了。“蝴蝶效应”之所以令人着迷、令人激动、发人深省，不但在于其大胆的想象力和迷人的美学色彩，更在于其深刻的科学内涵和内在的哲学魅力。从科学的角度来看，“蝴蝶效应”反映了混沌运动的一个重要特征：系统的长期行为对初始条件的敏感依赖性。
　　在纵向分析企业的整体发展轨迹的过程中，蝴蝶效应体现得尤为明显。事实上，万科之所以能够发展成今天的房地产第一品牌，同样是企业内外传播的蝴蝶效应作用的结果。
　　内向传播企业核心价值观
　　从战略理论的角度出发，一个企业要获得持续快速的发展，需要有清晰的战略思想。公司战略是建立一种框架，根据这个框架，各部门与业务单位编制战略计划。一个公司战略需要四项活动：确定公司使命；建立战略业务单位；为每个战略业务单位在市场吸引力和业务优势上安排资源；计划新业务和放弃老业务。而事实上，中国的大多数企业都是在对市场的混沌认识之下发展起来的。
　　万科就是如此。1984年成立的万科，直至1989年才开始涉足房地产业。在这前面的四年，可以看成是企业资本积累的阶段。而整整影响到万科以后的发展的，正是初涉足房地产业时确立的以服务为突破点，借鉴SONY的客户服务理念，在全国首创“物业管理”概念，并形成了一套超前的物业管理模式。从这个理念可以看出，王石带领的万科已经开始构建企业的价值观。这对一个企业而言是非常关键的。企业价值观经过有效的内部传播，获得员工的认同并为之奋斗，是一个团队走向成功的基础。这种初始的企业价值观确立，直接影响到万科未来发展整个过程中的品牌形成和发展。
　　从首创“物业管理”模式而响彻全国到全国第一个业主委员会的成立，从万客会的成立到近年来“建筑无限生活”品牌理念的提出，万科的企业价值理念得到切实地行为化。这得益于企业有效的内部传播。
　　王石本人的价值理念和做事风格在企业价值观的内部传播上起到了关键的作用。万科的工作牌后面有个小卡片，上面印着万科的核心价值观。那就是：第一，客户是我们永远的伙伴；第二，人才是万科的资本；第三，阳光照亮的体制；第四是持续增长。在成立万科之初，创始人王石就按照这个思路要求企业。到今天，这些观点已经深入人心。万科的成功，得益于企业核心价值观有效的内部传播。
　　企业的核心价值观深入员工的内心，并引发他们相应的行动，经过发展，就形成了具有强大力量的企业文化。走在万科的园区内，哪怕是遇见最普通的清洁工，都会看到他们微笑的面容和问候；而且，更令人惊喜的是，哪怕是园区的清洁工人，他们什么问题都能回答，从户型面积、价格到布局，甚至到装修材料，再到整个园区的情况，无一不是回答得井井有条。万科楼盘的园区，经常会写着类似句子的牌子挂着：“本地面所用材料由万科特别制作，您可能会有不适应的地方，敬请留意。”等等。而在万科给客户的资料里，也可能经常看到这样的话：“对不起，我们要坦率地告诉你，在万科城市高尔夫花园，可能有这样那样的客观不利因素，请你要特别地注意，仔细地考量。”
　　这种软力量使得万科如鹤立鸡群般在房地产行业中占到了房地产企业难以企及的高度。万达和顺驰都曾扬言在数年内超越万科，但结果都成了空言，主要就是因为文化的积累、品牌的构建并非短短的时间可以建立起来的。
　　企业价值观的确立和有效传播非常重要，这是值得企业家深思的问题，尤其是房地产业的创业者。因为蝴蝶效应的作用，混乱、不清晰的企业战略无论对企业的长期发展还是品牌构建，都会产生极为强烈的负面影响。房地产企业要超越万科，需要先了解万科的成功秘诀。
　　外向塑造个性清晰、内涵深厚的万科品牌
　　品牌的塑造需要外部传播，使品牌的核心价值和品牌个性深入到目标市场的思维中去，从而形成特定的音响、标志。广告、公关等手段使企业外部传播、塑造品牌形象的一般途径。和企业内部传播类似，最关键的还是要具备明晰的品牌和新价值及品牌个性。品牌总是具有人格化的内涵，品牌的核心价值就像人的信仰，而品牌个性则是人的性格。
　　万科的品牌核心价值无疑是和企业的核心价值观相互对应的，这得益于领导人王石展现出来的高尚人格。王石不仅以其个人价值观念构建起万科的企业核心价值观念，同时也通过个人的不懈努力为万科的外部传播和品牌塑造进行强大的推动。可以说，万科的品牌和王石的个人价值观之间有非常多的共通之处。万科的品牌塑造过程和王石对万科价值体系的确立有着强烈的依赖性。
　　1991年万科开发第一个住宅项目天景花园，提出了“优质服务”的口号。随后，第一任物业管理处经理陈之平走在小区里怀揣抹布，随时清洁小区；时任万科地产总经理的姚牧民喝游泳池水，体现小区客户服务水平的故事被广为传播，万科首创物业管理的服务模式拉开了房地产优质服务的卖点，掀起物业管理浪潮，为众多房地产开发商所效仿。王石从索尼的经验中引进和变通得来的“物业管理”模式和“优质服务”口号的运用和推广，因为首创而迅速形成强烈的影响力，万科的物业管理模式的创立正是其独特的品牌标签。这是万科品牌之路的起始，这个开始使得万科在品牌个性和品牌知名度上获得了双丰收。此后万科在开发新项目时对这一模式的坚持事实上具备了无形的外部传播力，使得万科品牌的印象在市场中得以扩展和加强。
　　1998年，万科发起创建的客户俱乐部，简称万客会。万客会的诞生同样是一项独特创举，随后这种模式被众多同行或非同行争相效仿。这也带动了万科品牌的有效传播。万客会成为万科品牌的另一标签被市场广泛认同。企业对外传播持续发力，“我们1%的失误，对于客户而言，就是100%的损失”的理念被广为认同、创立接受客户网上匿名投诉的对外完全公开的BBS投诉论坛使得万科品牌印象深入顾客内心、客户微笑年的概念传播更掀起全国性的讨论，这些别具一格的举措，成为万科品牌核心价值成型的有力支撑。
　　2001年5月，万科委托华南国际公司对上海、北京、深圳三地的房地产开发商品牌状况进行了调研。调研结果显示万科住户认同万科文化和软件部分，忽略了硬件部分和质量的优势；非万科住户对万科的功能性认知胜于情感性认知，未能充分感受万科创造的小区文化。万科的品牌塑造的不足之处为：品牌定位不够清晰明确，个性不够鲜明，和消费者之间的亲和力不够；而消费者对万科品牌的理解，仍停留在表面的产品、服务等功能层面。此后，万科与精信广告有限公司签订品牌合作协议，正式启动品牌整合。把万科品牌的利益点集中在“展现自我的理想生活”，以“以您的生活为本”为品牌核心，提出“建筑无限生活”这一品牌口号。概括出万科品牌的个性：有创见的、有文化内涵的、关怀体贴的。建立品牌识别系统（VI）、品牌管理体系、传播策略及计划后，万科踏入整合营销传播阶段。万科的对外传播更为系统化，效果也更为显著。
　　欲穷千里目，更上一层楼。使万科品牌真正成为行业领导品牌的，是王石的多次对外的隐性传播。1998年，王石因为疾病之扰，制定了自己的登山计划，此后一发不可收，王石用文化的双脚走中国成为媒体关注的焦点。走过不为他人所理解的阶段，王石开创了一种逐渐广为金领阶层推崇的健康而富有品位的生活方式，无形中丰富了万科的品牌内涵并将万科品牌推向了新的高度。2001年6月，王石成了摩托罗拉A6288手机的形象代言人，媒体竞相报道，人人都惊愕不已。近来，王石为中国移动全球通代言的广告在央视热播，同样令人惊羡。毫无疑问，全球通的广告不仅为中国移动传播产品形象，同样为万科品牌提高了知名度。诸如广告、个人事件营销等于王石而言应该说是屡屡呈现，王石在公众场合的每一次亮相都不同程度地演变为万科“路演”，媒体在像追星族一般追逐王石时都自觉不自觉、或多或少成了万科的义务宣传员。王石开博展现的也不仅仅是其个人的方方面面，同样将是万科对外传播的一个良好媒介。在统一的核心价值观念之下，万科品牌不断走向深化，从而成为行业的领导品牌。
　　9月16日，由国务院发展研究中心企业研究所、清华大学房地产研究所和中国指数研究院共同组成的“中国房地产TOP10研究组”进行的“2006中国房地产品牌价值研究”成果揭晓，万科、中海地产分别以48.2亿元、48.09亿元的品牌价值，保持中国房地产行业的领导地位。王石甚至在其博客中就此事谈及万科合并中海的意向及其与中海孙文杰交流想法的经过。笔者认为，这多具有新闻价值，不太现实。事实上，万科的规模扩张和并购已经显露出万科核心价值理念没有进行全员传播造成的信任危机浮现。
　　8月29日，8岁男孩笑笑在万科南京金色家园小区游泳时溺水死亡，原因是物业公司的工作人员在对泳池进行换水时，没有事先进行清场，导致笑笑的一条腿被紧紧吸进了泳池壁上的一个放水洞里。笑笑被救上岸后虽然经过医生3个多小时的奋力抢救，但还是没有挽回笑笑幼小的生命。
　　无独有偶，世界商业报道（biz.icxo.com）消息：8月30日，沈阳万科城遭电话举报，经沈阳市安全生产执法监察支队的现场突击检查后发现，其施工现场存在22项安全险患，被责令3天内整改。
　　尽管王石在事发3天得到消息后，用博客的方式向受害家属表示道歉，但舆论仍然存在诸多争议、业主的质疑势必将对万科新上市楼盘的销售产生很大的影响。万科的品牌受到折损，品牌溢价必然下降。
　　事实上，品牌建立之后，在企业的发展过程中，对品牌的管理难度更大。打江山难，但受江山无疑更具难度。宝洁采用规模强大的品牌管理经理队伍对其旗下各路品牌进行管理，同样都难以达到很好的效果。可见，万科在品牌管理上，需要做的将会更多。造成信任危机的出现，笔者认为主要原因是，万科在规模扩张和战略合并的情况下，随着人员的增多及人员的流动和补充，企业价值观没能够深入新加入人员的内心，对企业任何员工的企业理念传播和企业文化熏陶的短缺，都有可能带来企业品牌的危机。在这种情况下，万科需要不断深入地执行全员传播，尤其是对新员工进行培训和企业文化的教育。“创造健康丰盛的人生”的核心价值观需要深入到每一位员工的内心。星巴克将巨额的广告费用转换成对新开店面的每一位员工的教育和培训上，坚持每一位员工都拥有最专业的知识与服务热忱，正是从品牌管理和品牌提升的角度上所作出的考虑，也取得了很好的效果，值得国内企业借鉴。
　　近年来，企业公民成为企业界、理论界讨论比较多的一个话题，同时我们看到世界上一流的大公司、大企业已经开始认同，并且探索实践企业公民责任的有效途径和方法。统计资料显示，在世界财富五百强里面，差不多90％以上的企业建立了自己的伦理体系。今年以来，通用、微软这样一些具有代表性的全球大公司分别发布了自己公司的2005年度企业公民报告。微软公司在自己的《2005企业公民报告》中谈到，作为一个成功的全球性的企业，有责任利用自己的资源和影响力来为这个世界和人民带来一些正面而积极的影响。中国企业从长远的发展来看，还需要在这方面进行提升。万科很清楚自己走在发展中的什么阶段，那么，从企业到企业公民的转变，将是万科走向新的高度的需要，这也是万科品牌具备更为深刻的内涵的有效方法。万科，请记住，具备战略高度和有效的内外传播是企业保持领跑行业优势的必修课。

(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