Successful enterprises: Qingdao Beer Group's successful expansion model

Only with low cost, high efficiency, scientific, objective and orderly healthy expansion can enterprises continue to grow and develop like snowballs.

---Zhuge Changqing

To make the enterprise bigger and stronger, you must expand your enterprise in a healthy and orderly way. The expansion mode of Tsingtao Beer is "high starting point development and low cost expansion". Through low-cost expansion, Tsingtao Beer has acquired a large number of small beer enterprises with serious losses at a small cost in recent years. For this reason, many people worry that Tsingtao Beer has acquired a number of "garbage enterprises", which will bring down Tsingtao Beer, the world famous brand. However, in the first half of this year, the benefits of Qingdao Beer Group increased significantly, with the production and sales volume exceeding 1.2 million tons, an increase of 40% over the same period last year, and an increase of 82% in profits and taxes. 60% of the profits came from 38 enterprises acquired by Tsingtao Beer. Up to now, nearly 40 enterprises merged by Tsingtao Beer, except three or four which are in the necessary adjustment period, have all made profits, which shows that Tsingtao Beer's strategy of "developing from a high starting point and expanding at a low cost" has been successful, and has also proved the correctness of Tsingtao Beer's expansion path through practice. It is expected that the production and sales of Tsingtao Beer will exceed 2.6 million tons this year, ranking among the top ten beer producers in the world, and the total profit and tax will also rise to the top of the national industry, initially achieving the goal of "big" and "strong".

How can Tsingtao Beer succeed in its expansion? Looking at Tsingtao Beer's expansion experience from the perspective of enterprise specific operation may give more enlightenment to the business community.

The proposal of "low-cost expansion"

"Development is the absolute principle." In recent years, Tsingtao Beer Group has always followed this principle, focusing on how to make the enterprise bigger and stronger. The development and expansion of Tsingtao Beer Group is determined by many factors.

1. The need for self-development. Qingdao Beer has a history of nearly one hundred years and is a world-famous brand. However, compared with Budweiser of the United States, Asahi of Japan and other major beer groups in the world, its output and scale are "pocket", which is obviously not commensurate with the world-famous brand of Qingdao Beer. After entering the 1990s, Qingdao Beer still held the aristocratic mentality of "the emperor's daughter is not worried about marriage", and its output has been hovering between 20000 and 300000 tons. By 1996, the market share of Tsingtao Beer was only about 2%, which can be described as "with brands but without scale". In the face of the established market pattern, Qingdao Beer must accelerate its development to avoid being eliminated by the market.

2. Requirements of external environment. With the rapid development of the domestic beer industry and the transformation to the market economy system, the market competition is becoming increasingly fierce. Foreign foreign beer has taken a large part in the Chinese market, making the domestic beer competition gradually evolve into an international beer war; While many small and medium-sized beer enterprises have gone bankrupt and closed down, some large domestic beer groups have risen rapidly, and the trend of the national beer industry's big groups to cut the drama has taken shape. In this situation, if we do not develop, we will fall behind. If we develop slowly, we will fall behind. Only by accelerating development can we remain invincible in the fierce market competition.

3. Maturity of conditions and opportunities. George Stigler, a famous American economist, once said, "No big American company has grown up without a certain degree and way of merger." In 1997, the 15th National Congress of the Communist Party of China was successfully held, and governments at all levels formulated new policies to encourage mergers and promote alliances. At the same time, some small and medium-sized breweries on the verge of bankruptcy are eager to find partners, All these have brought historical opportunities to the reform and development of Tsingtao Beer Company.

In 1996, after the new leadership of Tsingtao Beer Company took office, it quickly emancipated its mind, changed its concept and adjusted its development thinking. In 1998, the "big brand" development strategy seminar of Tsingtao Beer was organized and held, and the "big brand" development strategy with the "brand driven" asset restructuring as the core was established. It took full advantage of Tsingtao Beer's brand, capital, technology, policy, talent and other advantages, and embarked on the path of low-cost expansion of economies of scale.

"Low-cost expansion" approach

In terms of development and expansion, Tsingtao Beer Company made an attempt as early as 1994 and 1995, and successively acquired Yangzhou Brewery and Xi'an Hans Brewery. However, due to the problems of experience, management, technology and external environment at that time, it did not achieve the expected results. Since 1997, Tsingtao Beer has accelerated the pace of low-cost expansion on the basis of absorbing the experience of the previous two mergers and acquisitions, and has successively acquired and merged nearly 40 beer production enterprises in Pingdu, Rizhao, Pingyuan, Heze, Xuecheng, Rongcheng, Maanshan, Huangshi, Yingcheng, Penglai, Wuhu, Shanghai and other places by means of bankruptcy acquisition, policy merger, and joint control, which has rapidly expanded the production scale of enterprises to more than 2.5 million tons, Leaps ahead of the same industry in China.

（1） Based on scientific and objective analysis and demonstration

Tsingtao Beer Co., Ltd. should conduct in-depth and detailed analysis and demonstration of the target enterprises both at the beginning and after the merger. The careful analysis and research on the internal and external environment of the enterprise, the feasibility of merger and acquisition, and the development potential of the enterprise have effectively guaranteed the quality of the merger and acquisition enterprise and the healthy operation of the whole group.

（2） Adhere to beer production as the main business

Although Tsingtao Beer entered the market economy relatively late, it did not "follow the trend", blindly entered the unfamiliar or unrelated fields, and has always adhered to the expansion of beer as the leading product. In recent years, the principle is not to enter other industries. Because Tsingtao Beer's own advantages lie in the beer industry, we should concentrate all financial, human, material and technological resources to create absolute advantages in the beer industry and strive to make the "cake" bigger.

（3） Fully follow the four principles of expansion

In the process of successfully acquiring more than 30 breweries, Tsingtao Beer has always followed the four principles of expansion, and the market layout is reasonable - each enterprise should have a "market circle" with a radius of more than 150 kilometers, without causing market overlap; Large market potential - the population density, consumption level, consumption habits, etc. of this region meet the market expansion requirements of beer enterprises; There are certain human resources - the merged enterprises have skilled operators and a certain management foundation; Both short-term and short-term benefits should be taken into account - not only to see benefits in the short term, but also to have huge space for long-term development. Only those who conform to these four principles will become the object of acquisition, otherwise, Tsingtao Beer will not hesitate to give up.

（4） Strengthen management after expansion

1. Residency working group. For the newly merged enterprises, Tsingtao Beer sent three working groups to promote and implement the corporate culture and management ideas of Tsingtao Beer: first, the propaganda and implementation group of Tsingtao Beer management mode, to promote the group company's "one center, six systems, two supports" Tsingtao Beer management mode in its subsidiaries, focusing on the promotion and application of cadres' competition for posts, workers' optimized combination, bidding and bid negotiation of bulk raw materials Advanced and effective management methods such as marketing mode and cost control system. The second is the process technology improvement group, which popularizes the operation method of Tsingtao Beer technology and guides the subsidiaries to produce beer according to Tsingtao Beer technology. The third is to implement the ISO9000 standard group, promote and apply the quality assurance system guided by the ISO9000 standard, and realize strict and standardized management. The three groups are led by the deputy general manager in charge and other leaders respectively. Through "management output", the management level of each subsidiary has been raised to a new level in a short time.

2. Establish a business unit. In order to prevent the risk of runaway caused by rapid expansion and shorten the management chain, Tsingtao Beer Company implemented the business division system management. According to regional division, business departments in South China, East China, Huaihai, Central Shandong and North China have been established successively, and several enterprises with relatively close proximity have been uniformly led by business departments. The Business Division is the management center of the Group in the region. It unifies the development planning, market planning, quality monitoring and management, major material procurement, capital scheduling, and personnel policies and management of its affiliated enterprises, forming a three-level management structure of the Group Company-Subordinate Business Division-Subsidiary Company, making the Group Company a decision-making center, investment center, and capital operation center, and the Business Division a profit center and regional management center, The subsidiary companies become the cost center and quality control center. This can not only shorten the company's management chain, enhance the ability to respond to emergencies, improve management efficiency, but also enable various decentralized enterprises to complement each other and coordinate the market, avoid market chaos, and also help to gather together to attack key markets.

（5） Protective measures

1. Registered independent legal person. After the merger and acquisition, the target enterprise must establish a level 1 independent legal person enterprise, registered as "Tsingtao Beer XX Co., Ltd.", and establish a subsidiary company with independent operation and self-responsibility for its own profits and losses, in order to prevent the burden on the parent enterprise. The group company only has limited liability, which not only avoids unnecessary risks, but also makes the production and operation of the merged enterprises full of vitality and vitality.

2. Dispatch the Chief Financial Officer. The chief financial officer is directly responsible to the head office. While assisting the general manager of the local enterprise to do a good job in enterprise management, he should give full play to the role of guidance, supervision and coordination, strengthen the financial management of the enterprise, and realize the two lines of income and expenditure with assets as the link and finance as the center.

3. Brand serialization. In terms of brand operation and protection, strictly control the use of the "Qingdao Beer" trademark. The merged enterprises still use the original brands that have influence in the local area. The Tsingtao Beer is injected with complete sets of models such as technology, technology and management to improve its product quality and management ability, and then the "Tsingtao Beer Series Products" and the logo of Tsingtao Beer are added. In this way, "brand grafting" has been changed into "brand driving", and the intangible assets of "Qingdao Beer" have been fully combined with local advantages, thus improving the market competitiveness of the original products. It not only does not damage the famous brand of "Qingdao Beer", but also makes full use of the "famous brand effect" to form a series of family products of "Qingdao Beer", so as to occupy the market in an all-round way and rapidly increase the market share. When the technology and management of the merged enterprises reach a sufficient level and the conditions are fully mature, the group company can consider transplanting the main brand - "Qingdao Beer" to other places under strict supervision.

（6） Market network construction

Constant principles and diversified ways are the guidelines for the construction of Tsingtao Beer marketing network.

The unchanging principle is that we must establish a direct supply mode and control the network in our own hands. The characteristics of the direct supply mode can be summarized as "door-to-door service" and "carpet bombing". "Door to door service" means delivering goods from the factory door to the store door, and "carpet bombing" means not letting go of any sales point that can sell beer. This direct supply model is needed by the merged enterprises to "clone". Because only in this way can we grasp the terminal market, the subtle market situation and stand firm in the turbulent market.

The mode remains unchanged, but the mode can be diversified. According to different situations in different regions, the marketing methods of various enterprises are rich and varied. Tsingtao Beer's East China Business Department has explored the model of "direct supply+deep distribution+joint development with distributors". Direct supply sales are carried out in areas suitable for direct supply, and are handed over to distributors for distribution in areas suitable for sales by sellers. In areas that sellers are unwilling to do, Tsingtao Beer is cooked first, and then handed over to distributors for distribution, which is called "I open up the land, you plant the land". However, no matter which mode, we should achieve: where wine goes, where people go, where management goes, and where corporate culture extends. To this end, Tsingtao Beer's East China Business Department has specially hired 100 salesmen to visit end-of-sell customers twice a week in different regions, to manage customers for the factory and manage customers for customers.? Jianfeng "points directly at the" nerve end "of the market, and the network is firmly controlled in its own hands. This model can be said to be very sharp. In Shanghai Beach, which is dominated by many powerful players, it has increased the market share of Tsingtao Beer from less than 5% to 25% in a year.

The network construction of Tsingtao Beer is also different in density. They generally divide the market into three parts: base market, peripheral market and special market. The base market mainly refers to the city where the enterprise is located. The network nerves of this market are the most dense and effective. In small and medium-sized cities, after several months of operation of this network, the market share can reach more than 80%, such as Sanshui and Doumen in South China, Yangzhou and Wuhu in East China and more than 20 enterprises, The market share of the base market has reached more than 90%. In big cities, the market competition is relatively fierce. Shenzhen's market competition has entered the "street war". A small restaurant will become the object of repeated competition by several enterprises; The waitress dressed in different beer brands will compete in the same hotel. Even so, the sales volume of Tsingtao Beer has risen sharply, and its market share in Shenzhen has risen from less than 10% a year ago to nearly 40%.

Results of low-cost expansion

By implementing "low-cost expansion", Tsingtao Beer Group not only expanded its scale, but also saved a large number of state-owned enterprises. At the beginning of the merger, most of these enterprises were state-owned enterprises with losses and close to bankruptcy. After the merger, the group company strengthened its management by injecting the enterprise culture of Tsingtao Beer and the management mode of Tsingtao Beer. After a period of adjustment, most of these M&A enterprises have been on the right track to turn around losses and embark on the path of healthy development. For example, Xi'an Hans Brewery, which was controlled by 82.5 million yuan in 1995, produced 60000 tons of beer in 1998 and achieved a profit of more than 5 million yuan. In 1999, the output reached 120000 tons and achieved a profit of 50 million yuan. In 2000, the output will reach 180000 tons and the profit will exceed 80 million yuan. At present, Xi'an Company has achieved the "three firsts" of profit and tax, beer production and sales, and per capita income of employees in Xi'an, becoming a model of state-owned enterprise reform; Pingdu Brewery, which was merged by debt in 1997, achieved a profit of more than 20 million yuan within two years after joining Tsingtao Beer, and became the largest profit and tax company in Pingdu; Rizhao Brewery, which was purchased with 10 million yuan in 1997, has become a major local profit and tax earner from a bankrupt enterprise. In 1998, it achieved a profit of 2 million yuan, and in 1999, it achieved a profit of more than 4 million yuan. In 2000, it recovered all its investment; In addition, the merged breweries such as Xuecheng, Heze, Xuzhou, Wuhu, Huangshi, Sanshui and Zhuhai also showed a good momentum of both production and sales, becoming the company's new economic growth point.

During the merger and acquisition, Tsingtao Beer Group not only brought these state-owned enterprises back to life, but also received more than 10000 employees and recruited more than 3000 new employees, which solved the employment problem of a large number of people for the local government, increased tax revenue for the local government, and led to the development of carton, printing, glass bottles, cans, transportation and other related industries, and promoted the prosperity of the regional economy.

The fierce competition in the market has changed the concept and way of Tsingtao Beer people for many years, and a large number of market-oriented talents have emerged. Whether in South China, East China, Huaihai and Xi'an, whether recruited by the group or locally, the sales team of Tsingtao Beer is a vigorous young group around 30 years old. In the market development and competition, their potential has been brought into play, making a number of talents who are not "outstanding" in ordinary times stand out and become the new force in the Tsingtao Beer market.

Like the formation of sales talent group, there are also many talents in management. A general manager of Tsingtao Brewery East China in his early 40s was the head of a production enterprise of Tsingtao Brewery Group in Qingdao before Tsingtao Brewery expanded. It is also the expansion of the market, pushing him to Shanghai, a metropolis where Chinese and foreign beer brands are in dispute. He said that with his qualifications and talents, he felt great pressure. However, he is taking the competition of Tsingtao Beer in East China into consideration. The director has made great achievements and the market share has risen rapidly. A manager dispatched from the group of a merger enterprise in the South China market, who has worked for less than one year, has "cloned" the "Tsingtao Beer Model" very well, and has made innovations, which not only opened the local market, but also expanded the image of Tsingtao Beer and the influence of Tsingtao Beer culture.

A group of management personnel exported by Tsingtao Beer Group, who are out alone, in a new environment, selfless and entrepreneurial, have spared no effort to export Tsingtao Beer management mode and achieve the expansion intention of the Group, and have made extraordinary efforts. It is these emerging talents and the dedication of every employee of Tsingtao Beer that constitute the driving force of Tsingtao Beer's expansion.

The rapid expansion of Tsingtao Beer Group Company has made the enterprise achieve unconventional development. At present, the total assets of the group company have increased from 3.2 billion yuan in 1996 to 7.5 billion yuan, and the production scale has increased from 300000 tons in 1996 to nearly 4 million tons. The brand value of "Qingdao Beer" has increased from 3.342 billion yuan in 1996 to 5.945 billion yuan in 2000, and the output has soared from 300000 tons in 1996 to 2.6 million tons this year. The enterprise has initially realized economies of scale, and has completely changed the original situation of "with brands and without scale". In the future, Tsingtao Beer will continue to improve its core competitiveness and comprehensive competitiveness and promote its sustainable, rapid and healthy development based on the working principle of "consolidating and improving, promoting healthy development; innovating and fission, and implementing the cross-century strategy".

Experts summarized the expansion of Tsingtao Beer

Five experiences and enlightenment of strategy

Many experts from the economic circle highly commented on the expansion model of Qingdao Beer. Experts summarized the five major experiences of Qingdao Beer's expansion strategy:

（1） Seized the golden opportunity of merger and acquisition.

Internationally, the world's major beer enterprises have begun to see several cases of strong and strong alliance. The world's beer industry is developing in the direction of strong, strong and weak elimination. The world's top ten beer enterprises have also increased from the lowest production and sales volume of 2 million tons in the past to nearly 3 million tons. This reflects a worldwide trend. At home, China's beer industry is moving from "Spring and Autumn" to "Warring States"; Small beer enterprises have lost money. In the past, almost every city or even county has breweries. Now 90% of these breweries are in a loss situation; At the same time, more than 60 foreign beers, which had occupied most of China's hotels and stores overnight, suffered from "acclimatization" due to the four major problems of high factory construction costs, high management costs, high market investment and high capital consumption. More than 90% of them suffered huge losses and began to withdraw, and most foreign beers are seeking cooperation with major domestic beer enterprises, including the top ten beer companies in the world beer industry. This is a good time for powerful enterprises to implement low-cost expansion and strengthen their own strength. It should be said that this opportunity does not wait for me. If it does not appear several years ago, it will be lost a few years later. It is required that Tsingtao Beer must seize the opportunity to complete the strategic layout of the domestic market in a short time. At the same time, this layout is also an opportunity for Tsingtao Beer to break through the regional "siege". As a mass consumer product that pays attention to freshness, long-distance transportation of beer is not economical and affects freshness. Therefore, beer has always taken the radius of 150 kilometers as the optimal economic benefit circle. This layout of Tsingtao Beer is precisely the establishment of "optimal benefit circle". Only with more "circles" can Tsingtao Beer truly become a strong brand covering the whole country, and achieve the goal of becoming one of the top ten beer companies in the world by 2003 and the second largest beer company in the world within ten years.

（2） A relatively complete set of expansion risk prevention mechanism has been formed.

Market layout risk prevention: it must comply with the four principles of reasonable market layout, large market potential, certain talent resources, and long-term and short-term interests; Brand risk prevention: use local brands and add the words "Tsingtao Beer Series", which can not only exert the brand influence of Tsingtao Beer, but also not affect the main brand and other brands in case of a brand problem; Financial risk prevention: select the CFO from the Group to implement the two lines of revenue and expenditure. At the same time, an independent legal person, registered as "Tsingtao Beer XX Co., Ltd.", is established to establish a subsidiary company with independent operation, self-financing, self-development and self-restraint. The group is only responsible for it, which can avoid risks and stimulate the vitality and vitality of the subsidiary company; Market risk prevention: set up a business unit to uniformly lead several enterprises close to each other by the business unit, which can not only shorten the company's management chain, enhance the ability to cope with emergencies, improve management efficiency, but also enable various decentralized enterprises to complement each other and coordinate the market, avoid market chaos, and also help to gather together to attack key markets.

（3） A set of mature M&A models has been created:

Ways of merger and acquisition: -- According to the specific situation of the merged enterprise, adhere to the three ways of bankruptcy acquisition, policy merger and holding combination. This can maximize the low cost of mergers and acquisitions. At present, the investment in acquisition and technological transformation of more than 30 enterprises that Tsingtao Beer has acquired has decreased by 2/3 compared with the investment in normal plant construction; Management mode -- The main structure of Tsingtao Beer management mode consists of nine parts: one core, six systems and two supports. One core is the combination of scientific and strict management and harmonious interpersonal relationship; Six systems, namely, quality assurance system, production and operation system, human resources management system, marketing system, financial management system, and development and innovation system; The two supports are corporate culture and technology. Tsingtao Beer has specially formed three groups, namely, mold penetration, standard implementation and process technology, to go deep into the enterprise and quickly and effectively implement the management mode, process technology and ISO9000 quality standard into the merged enterprise. Marketing network - The unchanging principle is to establish a direct supply model and control the network in your own hands.

（4） The combination of Tsingtao Beer's characteristic culture and local culture has formed an extraordinary affinity in the local area.

Tsingtao Beer emphasizes inclusiveness in corporate culture, and strives to combine Tsingtao Beer's corporate culture with local people-oriented culture. The goal is to create a cultural core that combines scientific and strict management with harmonious interpersonal relationships. The direct effect of this combination is that the local people have created extraordinary affinity. Most of the Tsingtao Beer series brands have been in short supply since they were put into production for a few months, which has a lot to do with it.

（5） It provides practical experience for solving this worldwide problem.

In the development of the world beer industry, although the "pyramid" products are high, it is difficult to expand the output. Although the "tower base" products are middle and low, they can have a huge output. Therefore, the coexistence of "tower top" products and "tower base" products has always been a worldwide problem. For example, Germany, the world's recognized hometown of beer, has maintained a very small scale in order to maintain the flavor of high-quality "craft wine". Although Budweiser Beer is the largest beer enterprise in the world, it has always been difficult to reach the top of the "pyramid" and has always been regarded as a medium and low grade beer brand. Heineken is a high-end liquor brand, but it is difficult to get off the "top", so it can only be produced in the Netherlands and sold globally, and its scale is also difficult to further expand. Moreover, this mode of local production and global wine sales is increasingly not suitable for the freshness requirements of beer. This multi-brand strategy of Tsingtao Beer not only maintains the "spring and snow" style of Tsingtao Beer, but also can apply the strong influence of Tsingtao Beer brand to the series of brands, thus solving the problem of coexistence of "tower top" and "tower top". Broadly speaking, this model can work in many industries.

Nanwu Master Sakyamuni Buddha. Namo Amitabha. There is no Oriental Glazed Medicine Master Buddha in the south.

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Blessed life is limitless. Yuanshi Tianzun. Lingbao senior. The moral supremacy.

Taiyi saved the bitter god. Confucius, the supreme teacher of Dacheng. Jesus Christ. Mohammed.

All Buddhas and Bodhisattvas of the three generations in ten directions.

All immortals in the three realms and ten directions.

All sages at all times and in all countries.

   成功企业：青岛啤酒集团扩张成功模式

      低成本、高效益，科学、客观、有序地健康扩张，才能使企业象滚雪球一样地不断壮大、发展。

                                  ---诸葛长青

    要把企业做大做强，必须健康有序地扩张你的企业。青啤的扩张模式是："高起点发展，低成本扩张"。通过低成本扩张，近年来，青啤以小的代价并购了一大批严重亏损的小型啤酒企业。为此，许多人担心青啤收购了一批"垃圾企业"，将青啤这个世界名牌拖垮。但今年上半年，青岛啤酒集团效益大幅增长，产销量突破120万吨，比去年同期增长40%，利税增长了82%。这其中60%的利润来自于青啤并购的38家企业。截止目前，青啤兼并的近40家企业，除三四家处在必要的调整期外，其余全部赢利，这表明，青啤"高起点发展，低成本扩张"的战略已获得了成功，也以实践证明了青啤的扩张之路的正确性。预计青啤今年产销量将突破260万吨，跻身世界啤酒十强，利税总额也将上升到全国行业首位，初步实现做"大"做"强"的目标。

　　青啤的扩张之路何以能成功？从企业具体操作的角度审视青啤的扩张经验，或许会给企业界更多的启示。

　　"低成本扩张"的提出

　　"发展才是硬道理。"近几年，青啤集团公司一直遵循这条原则，把如何将企业做大、做强作为头等大事来抓。青啤集团的发展扩张是由多方面因素决定的。

　　1、自身发展的需要。青岛啤酒拥有近百年的历史，是世界知名品牌，但同美国百威、日本朝日等世界大啤酒集团相比，产量和规模却是"袖珍型"的，这明显与青岛啤酒世界级的品牌知名度不相称。进入90年代后，青岛啤酒仍抱着"皇帝女儿不愁嫁"的贵族心态，产量一直在二、三十万吨徘徊。到1996年，青岛啤酒的市场份额只剩下2%左右，可谓"有品牌、无规模"。面对既成的市场格局，青岛啤酒必须加快发展才能不被市场淘汰。

　　2、外部环境的要求。随着国内啤酒行业的飞速发展和向市场经济体制的转换，市场竞争愈演愈烈。国外洋啤酒大举抢滩中国市场，使国内啤酒竞争逐渐演变为国际啤酒大战；在许多中小啤酒企业纷纷破产、倒闭的同时，国内部分大啤酒集团迅速崛起，全国啤酒行业大集团割剧之势已经形成。在此形势下，不发展就要落后，发展慢了也要落后，只有加快发展才能在激烈的市场竞争中立于不败之地。

　　3、条件机遇的成熟。美国著名经济学家乔治·斯蒂格勒曾经说过："没有一个美国大公司不是通过某种程度、某种方式的兼并而成长起来的。"1997年，党的十五大胜利召开，各级政府制定了鼓励兼并、促进联合的新政策，同时，一些濒临破产的中小啤酒厂急欲寻找合作伙伴，这些都给青啤公司的改革和发展带来了历史性的机遇。

　　1996年，青啤公司新一届领导班子上任后，迅速解放思想、转变观念，调整发展思路。1998年，组织召开了青岛啤酒"大名牌"发展战略研讨会，确立了以"名牌带动"式资产重组为核心的"大名牌"发展战略，充分利用青岛啤酒的品牌、资金、技术、政策、人才等优势，走上了低成本扩张的规模经济之路。

　　“低成本扩张”的做法

　　青啤公司在发展扩张方面，早在1994年、1995年就有过尝试，先后收购了扬州啤酒厂和西安汉斯啤酒厂，但由于当时经验、管理、技术、外部环境等问题，并没有达到预期的效果。从1997年开始，青啤公司在吸取了前两次并购经验的基础上，加快了低成本扩张的步伐，通过破产收购、政策兼并、控股联合等方式，先后收购兼并了平度、日照、平原、菏泽、薛城、荣成、马鞍山、黄石、应城、蓬莱、芜湖、上海等地的近40家啤酒生产企业，使企业的生产规模迅速扩大到250万吨以上，跃居国内同行业前茅。

　　(一）以科学、客观的分析论证为前提

　　青啤公司无论是在购并之初，还是在购并之后，都要对目标企业进行深入、细致的分析、论证。对企业的内外环境、购并的可行性、企业的发展潜力进行认真分析和研究，有力地保证了购并企业的质量和集团整体的健康运作。

　　(二）坚持以啤酒生产为主业

　　青啤公司虽步入市场经济较晚，但并没有"跟风转"，盲目进入自身不熟悉或不相关的领域，一直坚持以啤酒为主导产品的扩张，近几年原则是不涉足其他行业。因为青啤的自身优势在啤酒行业，所以要集中一切财力、人力、物力和技术在啤酒行业创造绝对优势，努力把"蛋糕"做大。

　　(三）充分遵循扩张的四原则

　　青啤公司成功购并30多家啤酒厂的过程中，始终遵循扩张的四原则，市场布局合理----每个企业要有半径150公里以上的"市场圈"，不能造成市场重叠；市场潜力大----这一地区的人口密度、消费水平、消费习惯等，符合啤酒企业的市场拓展要求；有一定的人才资源----被购并企业有熟练的操作工人，有一定的管理基础；长短期利益兼顾----既要在短期内见到效益，又有适合长远发展的巨大空间。符合这四条原则才会成为购并对象，否则，青啤会毫不犹豫地放弃。

　　（四）加强扩张后的管理

　　1、派驻工作组。对于新购并的企业，青啤公司派出三个工作组，推行贯彻青岛啤酒的企业文化和管理思想：一是青岛啤酒管理模式宣传贯彻小组，到子公司推广集团公司的"一个中心、六个体系、二个支撑"的青岛啤酒管理模式，重点推广应用干部竞争上岗、工人优化组合、大宗原材物料招标议标、营销模式以及成本控制体系等先进有效的管理方法。二是工艺技术提高小组，推广青啤工艺操作法，指导子公司按青啤的工艺生产啤酒。三是贯彻ISO9000标准小组，推广应用以ISO9000标准为指导的质量保证体系，实现严格的规范化的管理。三个小组分别由分管副总等领导挂帅，通过"管理输出"，在短时间内使各子公司的管理水平上升到一个新高度。

　　2、建立事业部。为防范快速扩张产生的失控风险，缩短管理链条，青啤公司实行了事业部制管理。按区域划分，先后成立了华南、华东、淮海、鲁中、北方等事业部，把周边距离较近的数个企业统一由事业部领导。事业部是集团在该区域的管理中心，对所属企业统一发展规划、统一市场策划、统一质量监控和管理、统一主要物资采购、统一资金调度、统一人事政策和管理，形成了集团公司-事业部-子公司的三层管理架构，使集团公司成为决策中心、投资中心和资本运作中心，事业部成为利润中心和区域管理中心，下属子公司则成为成本中心和质量控制中心。这样既可以缩短公司的管理链，增强应变能力，提高管理效率，又可以使各个分散企业互为补充统一协调市场，避免市场混乱，还有利于聚成拳头攻打关键市场。

　　(五）保护措施

　　1、注册独立法人。目标企业购并后必须成立一级独立法人企业，注册为"青岛啤酒XX有限公司"，建立自主经营、自负盈亏的子公司，以防给母体企业背上包袱。集团公司只负有限责任，不仅避免了不必要的风险，同时也使购并企业的生产经营充满了生机和活力。

　　2、派驻财务总监。财务总监直接向总公司负责，在协助当地企业总经理做好企业管理的同时，充分发挥指导、监督、协调等作用，加强对企业的财务管理，实现以资产为纽带，以财务为中心、收支两条线。

　　3、品牌系列化。在品牌运营和保护上，严格控制使用"青岛啤酒"商标。被兼并企业仍使用在当地有影响的原品牌，由青啤注入工艺、技术、管理等成套模式，提高其产品质量和管理能力，然后加注"青岛啤酒系列产品"和青岛啤酒的图案标识等。这样，变"名牌嫁接"为"名牌带动"，将"青岛啤酒"无形资产与地方优势充分的结合，提高了原有产品的市场竞争力。既不损害"青岛啤酒"这一知名品牌，又充分利用了"名牌效应"，形成"青岛啤酒"系列的家族产品，全方位地占有市场，迅速提高市场占有率。当购并企业的技术和管理达到足够水平，条件完全成熟时，集团公司可以考虑在严格的监控下，将主品牌----"青岛啤酒"向外地移植。

　　(六）市场网络建设

　　不变的原则与多元的方式是青啤营销网络建设的方针。

　　不变的原则是必须建立直供模式，将网络控制在自己手中。直供模式的特点，概括地说就是："门对门服务"、"地毯式轰炸"。"门对门服务"就是从厂门到店门送货上门，"地毯式轰炸"就是不放过任何一个可以卖啤酒的销售点。这种直供模式是被购并企业需要"克隆"的。因为只有这样，才能将末端市场掌握在手中，才能将细微的市场状况掌握在手中，才能在汹涌的市场风浪中站稳脚跟。

　　模式不变，方式可以多元。根据各地区的不同情况，各个企业的营销方式丰富多采。青啤华东事业部就探索出了"直供＋深度分销＋与分销商合力开发"的模式，在适合直供的区域进行直供销售，在适合销售商销售的区域交给分销商分销，在销售商不愿做的区域，先由青啤做熟，再交给分销商分销，叫做"我开荒，你种地"。但不管哪种模式，都要做到：酒到哪里，人到哪里，管理到哪里，企业文化延伸到哪里。为此，青啤华东事业部专聘了100名访销员，分区域每周两次走访销售末端客户，替厂方管理客户，替客户管硎谐。?剑锋"直指市场的"神经末端"，网络牢牢控制在自己手中。这种模式可以说十分锐利，在群雄争霸的上海滩，它使青啤的市场份额一年时间由不足5%上升到25%。

　　青啤的网络建设也是疏密有别的。他们一般把市场分为三部分：基地市场、外围市场和特殊市场，基地市场主要是指企业所在城市，这个市场的网络神经最密集也最有效，在中小城市，经过这个网络几个月的运作，市场份额就可以达到80%以上，如华南的三水、斗门，华东的扬州、芜湖等二十多个企业，基地市场的市场份额已高达90%以上。在大城市，市场争夺相对比较激烈，深圳的市场争夺已进入了"巷战"，一个小小的餐馆，都会成为数家企业反复争夺的对象；身着不同啤酒品牌服饰的服务小姐，会在同一酒店内进行推销竞争。即使是这样，青啤的销量仍直线上升，目前在深圳市场的份额已由一年前的不到10%上升到了近40%。

　　低成本扩张的成果

　　青啤集团公司通过实施"低成本扩张"，不仅壮大了规模，也救活了一大批国有企业。这些企业在被购并之初，多数为亏损和濒临倒闭的国有企业，购并后，集团公司通过向企业注入青啤企业文化，灌输青啤管理模式等方式加强管理。经过一段时间的调整，这些购并企业大多已步入正轨，实现扭亏，走上了健康发展之路。例如：1995年以8250万元控股的西安汉斯啤酒厂，1998年生产啤酒6万吨，实现利润500多万元，1999年产量达到12万吨，实现利润5000万元，2000年产量将达18万吨，利润超过8000万元。目前，西安公司在西安已经实现了利税、啤酒产销量、职工人均收入"三个第一"，成为国有企业改革的典范；九七年承债兼并的平度啤酒厂，加入青啤两年内实现利润2000多万元，成为平度市第一利税大户；九七年以1000万元收购的日照啤酒厂，已经由一个破产企业成为当地的利税大户，九八年实现利润200万元，九九年实现利润400多万元，2000年就收回全部投资；此外，购并的薛城、菏泽、徐州、芜湖、黄石、三水、珠海等啤酒厂也都呈现产销两旺的良好势头，成为公司新的经济增长点。

　　并购中，青啤集团公司不但使这些国有企业起死回生，还接收企业职工1万多人，新招职工3000余人，为当地政府解决了一大批人的就业问题，同时还为当地增加了税收，并带动了纸箱、印刷、玻璃瓶、易拉罐、交通运输等相关产业的发展，推动了区域经济的繁荣。

　　市场的激烈竞争，改变了青啤人多年来一贯的理念和行事方式，涌现了一大批市场化的人才。无论在华南、华东还是淮海、西安，无论是由集团抽调的还是在当地招聘的，青啤销售队伍，都是30岁左右朝气蓬勃的年轻群体，在市场的开拓和竞争中，他们的潜力得到发挥，使相当一批平日并不"显山露水"的人才脱颖而出，成为青啤打市场的生力军。

　　与销售人才群体的形成一样，经营管理方面，也是人才辈出。青啤华东公司一位四十刚出头的总经理，在青啤扩张之前，当过集团公司青岛一家生产企业的负责人。也是市场的拓展，把他"推"到一个中外啤酒品牌纷争的大都市---上海。他说，以他的资历和才能，他感到了巨大的压力。但他正把青岛啤酒在华东地区的竞争，导演得有声有色，市场份额迅速上升。华南市场一家兼并企业的一位从集团派出的经理，工作还不满一年，已把"青啤模式""克隆"得十分出色，而且有所创新，不仅打开了当地的市场，而且扩大了青啤的形象和青啤文化的影响。

　　一批又一批由青啤集团输出的管理人员，他们只身在外，在一个全新的环境里，忘我创业，为青啤管理模式的输出，为实现集团的扩张意图，不遗余力，付出了超乎寻常的努力。正是涌现出的这些人才和青啤每个员工的奉献精神，组成了青啤扩张的原动力。

　　青啤集团公司的快速扩张使企业实现了超常规的发展。目前，集团公司的总资产已经由1996年的32亿元增长到75亿元，生产规模由1996年的30多万吨增长到近400万吨。"青岛啤酒"的品牌值由1996年的33.42亿元增长到2000年的59.45亿元，产量由1996年的30多万吨猛增到今年的260万吨。企业已经初步实现了规模经济，彻底改变了原来"有品牌、无规模"的局面。今后，青岛啤酒将继续本着"巩固提高，促进健康发展；创新裂变，实施跨世纪战略"的工作方针，不断提高企业的核心竞争力和综合竞争力，推进企业的持续、快速、健康发展。

　　专家总结了青啤扩张

　　战略的五大经验及启示

　　诸多经济界专家，对青岛啤酒的扩张模式给予了高度评价。专家们总结了青岛啤酒的扩张战略五大经验：

　　（一）抓住了千载难逢的购并良机。

　　国际上，世界大啤酒企业已开始出现多起强强联合的案例，世界啤酒业正在向强的更强、弱的淘汰的方向发展，世界啤酒十强也从过去的产销量最低200万吨，增加到近300万吨。这反映了一种世界范围内的大趋势。国内，中国啤酒业正在由"春秋"走向"战国"；小型啤酒企业纷纷亏损，过去，几乎每个市甚至县都有啤酒厂，现在这些啤酒厂90%都处在亏损的境地；同时，曾在一夜之间占领了中国的大多数酒店和商店的60多家洋啤，由于建厂成本高、管理成本高、市场投入高、资金消耗高等四大症结，出现了"水土不服"，有90%以上出现了巨额亏损，开始纷纷撤退，且大多数洋啤都在寻求与国内大啤酒企业的合作，包括列世界啤酒业十强的大啤酒公司。这正是强势企业实施低成本扩张，壮大自己实力的好时期。应该说，这一机遇是时不待我的，早几年的没有出现，推后几年就会失去。要求青啤必须抓住良机，在短时间内完成国内市场的战略布局。同时，这种布局还是青啤突破地域"围城"的契机。啤酒作为讲究新鲜度的大众消费品，长距离运输既不经济又影响新鲜度，因而，啤酒是一直把半径150公里范围作为优选经济效益圈。青啤的这种布局，正是在建立"优选效益圈"。只有这种"圈"多起来，青啤才能真正成为覆盖全国的强势品牌，才能实现到2003年跻身世界啤酒十强、十年之内成为世界第二大啤酒公司的目标。

　　（二）形成了一套较为完备的扩张风险防范机制。

　　市场布局风险防范：必须符合市场布局合理、市场潜力大、有一定的人才资源、长短期利益兼顾四条原则；品牌风险防范：使用当地品牌，加上"青岛啤酒系列酒"字样，这样，既可以发挥青岛啤酒的品牌影响力，又可以在一个品牌出现问题时，不影响主品牌和其他品牌；财务风险防范：从集团选派财务总监，实施收支两条线。同时设立独立法人，注册为"青岛啤酒XX有限公司"，建立自主经营、自负盈亏、自我发展、自我约束的子公司，集团只对其负有限责任，既可避免风险，又能激发子公司的生机与活力；市场风险防范：组建事业部，把周边距离较近的数个企业统一由事业部领导，这样既可以缩短公司的管理链，增强应变能力，提高管理效率，又可以使各个分散企业互为补充统一协调市场，避免市场混乱，还有利于聚成拳头攻打关键市场。

　　（三）打造出了一套成熟的购并模式：

　　购并途径：----根据被购并企业的具体情况，坚持破产收购、政策兼并、控股联合三种方式。这样可以最大限度地保证购并的低成本。目前，青啤所购并的30多家企业，收购投资加上技术改造投资，比正常建厂的投资降低了2／3；管理模式--青啤管理模式的主体架构由9部分组成：一个核心、六个体系和两个支撑。一个核心是科学严格的管理与和谐的人际关系相结合；六个体系即质量保证体系、生产运行体系、人力资源管理体系、市场营销体系、财务管理体系、发展创新体系；两个支撑是企业文化和工艺技术。青啤专门组成了贯模、贯标、工艺技术三个小组，深入企业，将管理模式、工艺技术、ISO9000质量标准迅速而有效地贯彻到被购并企业中。营销网络----不变的原则是必须建立直供模式，必须将网络控制在自己手中。

　　（四）将青啤特色文化与当地文化相融合，在当地形成了非凡的亲和力。

　　青啤对企业文化强调兼收并蓄，努力做到将青啤的企业文化与当地人本文化相结合，目标是营造科学严格的管理与和谐的人际关系相结合的文化核心。这种结合的直接效果是当地营造了非凡的亲和力。青啤系列品牌啤酒大多投产几个月就出现供不应求局面，与此有很大关系。

　　（五）为解开这个世界性难题提供了实践经验。

　　在世界啤酒业发展中，"金字塔"的"塔尖"产品虽然高高在上，但却难以扩大产量，"塔基"产品虽然属中低档，但可以拥有庞大的产量。所以"塔尖"产品和"塔基"产品同时并存一直是个世界性难题。比如世界公认的啤酒之乡德国，为了保持高品质"工艺酒"风味，大都维持在极小的规模。美国百威啤酒虽然是世界第一大规模的啤酒企业，但却始终难以登上"金字塔"顶峰，在人们心目中一直是中低档啤酒品牌。喜力属高档酒品牌，却难以走下"塔尖"，所以其只能在荷兰生产，全球销售，规模也难以进一步扩大，而且，这种一地生产，全球卖酒的模式，也越来越不适用啤酒对新鲜度的要求。青啤的这种多品牌战略，既保持了青岛啤酒"阳春白雪"风范，又可以将青岛啤酒品牌的强大影响力应用到系列品牌上，从而解决了"塔尖"和"塔顶"并存的难题。推而广之，这种模式在许多行业可以奏效。

南无本师释迦牟尼佛。南无阿弥陀佛。南无东方琉璃药师佛。
南无观世音菩萨。南无地藏王菩萨。南无虚空藏菩萨。
福生无量天尊。元始天尊。灵宝天尊。道德天尊。

太乙救苦天尊。大成至圣先师孔子。耶稣基督。穆罕默德。
十方三世诸佛菩萨。
三界十方一切神仙。
古今中外一切圣贤。

     诸恶莫作，众善奉行。持之以恒、有求必应。     　

(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