Shi Yuzhu's four musketeers and Ma Yun's 18 Arhats

Shi Yuzhu (right), president of the Golden Partner Company, and Liu Wei (left), general manager of the Company, sat at the bidding site.

Puritan doctrine: The essence of life lies in the direction. Those who can really succeed are not how smart they are, nor how much they have the ability to use the sky, nor how much capital and power they have to rent, but a spirit and ideal - tenacity, consistency, and idealism but not idealism. I have always warned myself that I must do what I am most interested in and like, what I have core competitiveness, and what I can do for a lifetime.

Both Ma Yun and Shi Yuzhu have this spirit and ideal. Search their spiritual world and understand their business practices, and you will find that they are different from yours. This kind of difference reflects different life and common life value. Teacher Xie Yanglin's record has opened a new horizon for us.

At the beginning of Shi Yuzhu's second business, for a long time, the people around him didn't even get their wages. However, there are four people who never give up. They were later called four musketeers: Chen Guo, Fei Yongjun, Liu Wei and Cheng Chen, Shi Yuzhu's "brothers" in the university.

When Ma Yun started his business, the initial 500000 yuan was collected by 18 employees. Nine years later, there were Sun Tongyu, a president, and Ma Changwei, a manager. But none of them lost from Alibaba.

Peacock style of leadership

This extraordinary cohesion is one of the characteristics shared by Shi Yuzhu and Ma Yun. Sometimes extreme management methods are used. During the Brain Platinum Campaign, employees worked crazily and worked overtime crazily. Shi Yuzhu often paid thousands of yuan of bonus when employees worked overtime.

According to Liu Chuanzhi of Lenovo, there are two types of leaders, one is peacock type, winning by personal charm; One is the tiger type, which commands the tree. From this classification, Shi Yuzhu and Ma Yun belong to the peacock type. No matter how misunderstood in the outside world, no matter how difficult the company is in, the followers never give up their confidence in them.

In the eyes of some people, Shi Yuzhu is evil. In the eyes of Liu Wei and other insiders, Shi Yuzhu is a man who values love and righteousness. Five years ago, when Chen Guo was involved in a car accident, Shi Yuzhu flew back to Shanghai from Lanzhou overnight, and the whole company stopped business to deal with Chen Guo. Since then, Shi Yuzhu will take the company's senior leaders to pay a memorial ceremony every Qingming Festival. For high-level vehicles, only SUVs are used, and self-driving outside Shanghai is prohibited. Fei Yongjun, who climbed Mount Everest with Shi Yuzhu, used the word "kinship" when talking about the reasons for following him for many years. They believe that when the company is in financial difficulties, Cheng Chen will even borrow money from home to help Shi Yuzhu.

Ma Yun, who seems to be deceiving to outsiders, is unusually provocative to Alibaba's 18 Arhats.

"Whenever you see him, what you see in his eyes is confidence. I am sure to win. You are full of vitality when you are with him." Dai Shan, vice president of Alibaba, is one of the 18 Arhats. "When you are in despair, you can see hope and follow", Liu Wei also said of Shi Yuzhu.

Both Ma Yun and Shi Yuzhu have the core characteristics of leadership: put forward a vision that everyone agrees with and use effective incentives. From the first day of entrepreneurship, Ma Yun announced that Alibaba would become the greatest e-commerce company. He also convinced the ministers that when the company went public, it would get more. 2. Three years ago, Alibaba's employees were particularly hard and poorly paid. Others complain that they would rather not have options and pay more. Ma Yun's solution is to have confidence. I will give you my share dilution point. In 1998, in the van from Zhuhai to Wuxi, Shi Yuzhu promised those followers who had not been paid for 20 months that they would make compensation if they had money in the future. During his journey, he will tell employees a dream that Giant Network will be listed in the future. Although at that time, outsiders hardly believed it.

Although both are peacock type, Shi Yuzhu and Ma Yun are different in terms of relationship treatment. Ma Yun and the 18 Arhats are more teachers, students, friends and partners. He put forward the vision of "not understanding" network technology, and let the department do business and management. Shi Yuzhu, who is good at practical operation, has a follower relationship with the general, and he also fully delegate power, whether it is human rights or financial power. But he will also do it personally in every key link of business success or failure. When doing brain platinum, he personally surveyed 300 customers. He will review the company's soft articles according to 10 standard articles together with everyone. Follow-up rather than partnership is related to Shi Yuzhu's experience. When he first started his business in 1989, two employees and Shi Yuzhu had a dispute over the distribution of profits and the number of shares. Shi Yuzhu fell off two IBM 286s in a rage. From then on, he decided that in the future, people around him would be followers rather than collaborators. He has never considered the joint stock of subsidiaries, and the parent company must control itself. He prefers tactical talents to strategic talents.

Airborne soldiers and insiders

In the use of talents, Ma Yun values professional managers and airborne soldiers. On the day when he started his business, he said to 18 Arhats that you can only be platoon leaders and company leaders, and I will hire other senior officers. After the IPO of Alibaba, apart from him, the largest shareholder was not 18 Arhats who had followed him for 8 years, but Wei Zhe, CEO of Baianju who had just parachuted in 11 months ago.

Shi Yuzhu, on the other hand, is not so. The key positions are all people who have fought with him and experienced life and death. In his view, the internal employees are like roots growing from the ground. He thanked Chen and Fei Yongjun, who had not been paid for several years in difficult times. During the period of Giant Group, he also parachuted a senior executive of Founder at that time to strengthen internal management, resulting in chaos. After two difficult startups, Shi Yuzhu's most important thing for those insiders is virtue. He is confident that he can see a person's virtue in five years. Of course, it also includes people who have been familiar with it for many years. A vice-chairman of the journey was Shi Yuzhu, the deputy general manager of the small company that bought computers on credit 18 years ago. Liu Wei and Cheng Chen, two of the four musketeers, are at the top. In Shi Yuzhu's opinion, "women may be better from the perspective of loyalty". Liu Wei, who was a secretary at that time, has now become a vice president.

After the listing, Shi Yuzhu has two key points of view on whether talents will be lost. One is the treatment, and the other is the realization of employees' self-worth. Shi Yuzhu gave employees a five-year option.

Another difference between Shi Yuzhu and Ma Yun is how to make a cat eat pepper. Ma Yun's method is to put chillies in the fish. Shi Yuzhu's method is to put chillies on the cat's buttocks. However, he will not be stingy to reward the fish. In an exclusive interview with a reporter, he thought about how to make an enterprise become a century-old store and how to maximize the subjective initiative of people. A few months ago, he even offered a high annual salary of 10 million yuan for the recruitment of director of research and development planning.

The nanny of Ma Yun's family, when the monthly salary in Hangzhou was 800 yuan, gave him 1200 yuan. The nanny was very happy. Liu Wei, who has followed Shi Yuzhu for many years, initially earned only 450 yuan and worked hard. When the giant group went bankrupt, the result she was unwilling to pay would be nothing in return. She believed that one day, the company would bring her a big house. When working as a brain platinum, Shi Yuzhu only paid salaries to the managers of the provincial offices sent out, and the income of other people in the regional marketing team was derived from 4 percentage points of each box of products. The marketing expenses of regional managers also come from the commission of product sales.

In terms of staff management, Shi Yuzhu only focuses on the backbone level. Today, the number of this group is about 20 or 30 people. This is what he thinks has been doing well. Since his second venture, "none of my backbone has left. I can't manage the bottom level. If the backbone is not well managed, the following people may leave." For Ma Yun, he likes the team combination of Tang Seng, not the perfection of Liu Bei's team. In "Win in China", he said: "Today's Alibaba, we don't want to use the elite team. If only the elites are together, we can't do a good job. We are all ordinary people. Ordinary people do something extraordinary together, which is team spirit."

◆ Be independent and stick to your own ideas

Shi Yuzhu himself thought that he was about the first person to ring the bell for the IPO of the New York Stock Exchange without a suit and wearing sportswear, so the other party made a special approval for him. Since the roadshow, this independent traveler has been wearing the consistent white sportswear. For a long time before 2006, he would wear sunglasses, even if he was speaking at the forum.

When Ma Yun wanted to go online in 1995, he consulted 24 friends, 23 of whom objected, and only one said that he could try. However, Ma Yun still insisted on his view. Later, he said that even if 24 people objected, I would still do it. When Ma Yun wanted to do Taobao against eBay, almost everyone in the company objected. As a result, Ma Yun still insisted on his decision.

Shi Yuzhu would have done the same before, but not after the failure of Giant Group. A seven-member investment committee was set up, and any project with less than half of the affirmative votes must be abandoned. The veto rate reached 2/3.

◆ Large and small pen

Alibaba has many interesting little tricks. Taobao, which was later built with 100 million yuan, was initially a small website built by Sun Tongyu and others at a cost of 200 dollars. In 2005, when the rival competed with eBay, the Wensan Road, where Taobao is located, was full of advertisements on eBay's road signs. Taobao had no money, so it made a small advertisement on Taobao at the subway entrance opposite the rival company's building, Let the employees of the other party go to and from work every day and take the subway.

In 1989, Shi Yuzhu was penniless and dared to overdraw 2000 yuan to advertise. Ma Yun had money. In 2005, he publicized Yahoo and threatened to spend 100 million yuan on advertising.

Shi Yuzhu's brain platinum, golden partner and journey are advertising bombing. However, according to a person named He Xuelin, it is not really rich and powerful, "In terms of advertising price, the highest price for the advertisement of Naobain in newspapers across the country is not more than 45% of the normal price, and the price for the TV feature film is less than 10%, and the price for the TV advertisement is generally within 40%. For example, Shanghai Orient TV gives other manufacturers 80% of the normal price, and the survey found that the lowest price is 68%. After a month and a half of negotiation, the final deal is 33%."

◆ 500000 idle money and 500000 labor costs

In 1999, at Ma Yun's home in Hangzhou Lakeside Garden, 18 people gathered around Ma Yun. Ma Yun took out his money and said, "The starting fund must be Pocketmoney. You are not allowed to borrow it from your family and friends, because the possibility of failure is very high." Then he said, "Now, each of you will save a little money for dinner and take out all the rest." This pooled free money is the principal of Ma Yun's founding Alibaba.

In 1998, Shi Yuzhu, who had little money, had to "rely on his friends to earn some money and make market planning for his former partners in Shanghai, and the other party paid several sums of money, totaling 500000 yuan". This 500000 yuan is the starting fund for Shi Yuzhu to rise again. (China Business News Xie Yanglin)

史玉柱的4个火枪手

与马云的18罗汉

黄金搭档公司总裁史玉柱（右）和公司总经理刘伟（左）坐镇招标现场。

   清教按：人生的要义在于方向，那些真正能够成功的人不是有多聪明，也不是有多少通天的本领，更不是有多少资本和权力可以寻租，而是一种精神和理想——坚韧不拔，始终如一，有理想但不理想化。我一直告诫自己：一定做自己最感兴趣最喜欢的事，一定做自己具有核心竞争力的事，一定做能做一辈子做下去的事。

   马云和史玉柱，都有这种精神和理想。检索他们的精神世界，领悟他们的商业砺练，你会发现他们与你的不一样。这种与众不同，折射不一样的人生和共同的人生价值。谢扬林老师的记录，让我们洞开了新的视界。

   史玉柱二次创业初期，很长一段时间，身边的人连工资都没的领。但是有4个人始终不离不弃，他们后来被称为4个火枪手：史玉柱大学时期的“兄弟”陈国、费拥军、刘伟和程晨。
　　马云创业的时候，初期的50万元是18名员工一起凑出来的，9年过去后，这18个人中有做到总裁级的孙彤宇，也有还是经理的麻长炜，但没有任何一个人从阿里巴巴流失。

孔雀型的领导风格
　　这种非常的凝聚力正是史玉柱与马云共有的特征之一。有时使用着极端的管理方式。脑白金战役时，员工们疯狂地工作、疯狂加班，史玉柱经常会在员工加班的时候动不动就发上几千元的奖金。
　　在联想的柳传志看来，领导人大而化之有两种类型，一种是孔雀型的，以个人魅力取胜；一种是老虎型的，以发号施令树威。从这种分类来看，史玉柱与马云均属孔雀型。无论在外界如何被误解、无论公司陷入如何的困境，追随的人始终没有放弃掉对他们的信心。
　　在一些人眼中，史玉柱带着邪气，在刘伟等内部人看来，史玉柱是个重情重义的人。5年前，陈国车祸，史玉柱连夜从兰州飞回上海，全公司停掉业务给陈国办后事。此后每年清明，史玉柱都会带着公司高层去祭奠。对高层用车，也只用SUV，并禁止在上海之外自驾车。与史玉柱一起爬过珠峰的费拥军，说起追随多年的理由，用的是“亲情”一词。他们相信这一点，在公司财务困难的时候，程晨甚至会从家里借来钱援助史玉柱。
　　外人看来忽悠的马云，对阿里巴巴的18罗汉却是有着不寻常的煽动性。
　　“无论什么时候看到他，你在他眼中看到的都是自信，我一定能赢的信心。你跟他在一起就充满了活力。”阿里巴巴副总裁戴珊为18罗汉之一。“在你绝望的时候能让你看到希望，能跟着走”，刘伟也如此评价史玉柱。
　　马云与史玉柱都具备领导力的核心特征：提出大家都认同的愿景，并使用有效的激励手段。从创业的第一天起，马云就宣称，阿里巴巴会成为最伟大的电子商务公司，他也让部将们相信，公司上市时，会得到更多。2、3年前，阿里巴巴的员工特别辛苦，待遇也不好。也有人抱怨，宁愿不要期权，多发点工资。马云的解决方案是，要有信心，我把我的股份稀释点给你们。1998年，从珠海去无锡的面包车中，史玉柱对那些20个月没领工资的追随者承诺，将来有了钱，一定会补偿。在他做征途的时候，他会告诉员工们一个梦，说巨人网络将来会上市。尽管那时候，外人几乎不相信。
　　尽管同为孔雀型，在关系处理上，史玉柱与马云还是有所不同。马云与18罗汉更多的是师生、朋友、伙伴关系。“不懂”网络技术的他提出愿景，业务与管理放手让部将去做。而对实操擅长的史玉柱，与部将则是一种追随者关系，他也充分放权，无论是人权还是财权。但也会在每次商业的成败关键环节亲历而为，做脑白金时，他亲自调研了300名顾客，公司将要发的软文，他与大家一起，按10大标准篇篇审核。追随而非伙伴关系，与史玉柱经历有关，1989年第一次创业时，2名员工与史玉柱在利润分配和股份多寡上发生争执。史玉柱一怒之下摔了2台IBM286，那时起，他就决定，今后身边的人将只是追随者而非合作者。他从来也只考虑子公司与人共股，母公司一定自己控制。对手下，他更喜欢的是战术人才，而非战略人才。

空降兵与内部人
　　在人才的使用上，马云看重职业经理人和空降兵。创业的那一天，他就和18罗汉说，你们只能做排长、连长，军长我另请高人。阿里巴巴IPO后，除他本人外，获得股份最多的不是跟随他8年的18罗汉，而是11个月前才从百安居空降过来的CEO卫哲。
　　史玉柱则不如此，关键岗位上用的都是跟他打拼过来，经历过生死的人，在他看来，内部的员工就像是地底长出的树根。他感激困难时期几年没拿工资的陈国与费拥军。巨人集团时期，他也曾为强化内部管理，空降了当时方正的一位高管，结果出了乱子。经历了二次艰难创业，那些内部人，史玉柱最看重的还是德，他自信5年时间能看出一个人的德性。当然也包括已经熟悉多年的人。征途的一名副董事长，是史玉柱18年前，赊账买电脑的那家小公司当时的副总经理。四个火枪手中的刘伟与程晨两位女性位居高位，在史玉柱看来，“女性从忠心角度来说可能会好点”。当年身为文秘的刘伟如今成为了副总裁级别。
　　上市后，史玉柱对人才是否会流失的看法关键有两点，一是待遇，二是员工的自我价值实现。史玉柱给员工的是5年期权。
　　史玉柱与马云的另一个不同是，如果拿一个怎么让猫吃辣椒做比喻。马云的方法是，将辣椒夹在鱼里，史玉柱的方法是，将辣椒抹在猫屁股上，不过，也绝不吝啬拿鱼去奖励。在一次接受记者的专访时，他思考的问题是，如何使企业成为百年老店及如何最大限度地发挥人的主观能动性。数月前，他甚至为招聘研发策划总监一职开出了1000万元年薪的高价。
　　马云家的保姆，杭州行情是月工资800元时，他给出了1200元，保姆做的很开心。跟随史玉柱多年的刘伟，最初工资只有450元，拼命加班，拼命工作。巨人集团倒闭时，她不甘心付出的结果会是一无所有的回报，她相信，终有一天，公司会给自己带来大房子。做脑白金时，史玉柱只给派出去的省级办事处管理者发工资，区域营销队伍其他人的收入，就从每箱产品的4个百分点中出。而区域管理者的营销费用，也来自产品销售的提成。
　　员工管理上，史玉柱只关注骨干层，如今，这群人的数量大约在二三十人，这一点是他认为一直做得不错的，二次创业以来，“我的骨干一个都没有走。再底层我也管不着，骨干没管好，下面的人有可能会走。”对马云来说，他喜欢的是唐僧的团队组合，而不是刘备团队的完美。在《赢在中国》中，他说：“今天的阿里巴巴，我们不希望用精英团队。如果只是精英们在一起肯定做不好事情。我们都是平凡的人。平凡的人在一起做一些不平凡的事，这就是团队精神。”

   ◆特立独行与坚持己见
　　史玉柱自己认为，自己大约是第一位不着西装，穿着运动服在纽交所IPO敲钟的人了，对方因此专门为其办了特批。从路演开始，这位特立独行者就一直穿着一贯的白色运动服。而在2006年前的很长一段时间，他还会戴着墨镜，哪怕是在论坛上演讲。
　　马云在1995年想下海做网站时，向24个朋友咨询，23个反对，只有1个说可以试试，结果马云还是坚持了自己的看法，后来他说，即使24个人都反对，我还是会做下去。马云要做淘宝对抗eBay时，公司几乎所有的人都反对，结果马云还是坚持了自己的决策。
　　史玉柱原来也会，巨人集团失败后就再不会了，成立了7人投资委员会，任何项目，赞成票不过半数一定放弃。否决率达2/3。
　　◆大手笔与小手笔
　　阿里巴巴有许多趣味的小手笔，那个后来用1亿元打造的淘宝网，最初是让孙彤宇等人花200美元建起的小网站，与eBay易趣对抗的2005年，对手在淘宝网所在的文三路布满了易趣的路牌广告，淘宝没有钱，就在对手公司大厦对着的地铁口弄一个淘宝的广告小牌，让对方员工每天上下班做地铁一抬头就能看到。
　　1989年，史玉柱身无分文，就敢透支2000元刊登广告。马云有了钱，2005年做雅虎宣传，扬言1亿元的广告轰炸，最后不了了之。
　　史玉柱的脑白金、黄金搭档与征途就是广告轰炸，不过，据一位叫何学林的人透露，其实并非财大气粗，“在广告价格上是锱铢必较，脑白金在全国各地报纸上做广告的价格最高也不超过正常报价的45%，电视专题片的价格则更是不到10%，电视广告的价格一般在40%以内。譬如上海东方台给其他厂商是正常报价的80%，调查后发现最低价是68%，经过一个半月的谈判，最后是33%成交。”
　　◆ 50万闲钱与50万劳务费
　　1999年，杭州湖畔花园马云的家里，18个人聚在马云身边，马云将自己的钱掏出来，说，“启动资金必须是Pocketmoney（闲钱），不许向家人朋友借，因为失败的可能性极大。”然后又说，“现在，你们每个人留一点吃饭的钱，将剩下的钱全部拿出来。”这笔拼凑的闲钱，就是马云创办阿里巴巴的本金。
　　1998年，身上没有几个钱的史玉柱只好“依靠朋友赚点钱，给以前在上海的合作伙伴做市场策划，对方付了几笔钱，总共50万元”，这50万元，就是史玉柱东山再起的启动资金。（中国经营报 谢扬林）

(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

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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