第二百一十一章  外来入侵者

A person who is already terminally ill, no matter how he was afraid of taking risks and was helpless, he had to accept treatment from a doctor. And an intern who just graduated from medical university, when facing an endangered patient, even if he is afraid of taking risks and helpless, he must try it. In other words, treat a dead horse as a living horse!

In fact, companies in difficulties have less resistance to implementing reforms, because this dilemma has helped reformers eliminate resistance. Everyone knows that reforms need to be reformed. The biggest resistance comes from the inherent conservative consciousness of corporate insiders. After a comprehensive investigation of the company for three months, Saburo Watanabe finally began his own reform path.

First, he closed some of the disposable batteries factories with backward technical grades and fierce competition in the company, sold fixed assets, and cut off other projects in the technology center without mercy, and made every effort to further develop the original lithium-ion battery technology. Adjust the original product structure, cut off unprofitable projects, integrate the number of suppliers, and concentrate resources on a few large suppliers to achieve savings in procurement costs.

The second is to promote the "Destruction and Creation" movement. Flatten the organizational structure: the main direction of reform is to reduce the management level on the basis of the original organizational structure, and shorten the approval time for internal decision-making matters of the company under the premise of implementing the transfer of authority. Increase the number and proportion of direct personnel and reduce the proportion of indirect personnel among all employees. The ultimate goal is to improve the overall work efficiency of employees and the company. Break the original annual training system, introduce internal competition, and evaluate salary standards based on the assessment results. Appropriately increase the proportion of female managers so that many women's management can not be wasted.

In R&D, an IPD (integrated product development) project that has been operating for many years in MSI Technology Group has been introduced, striving to shorten product development time, reduce costs, and reduce the R&D cycle of new technologies and new products.

9 cross-departmental project teams have also been established. The task of each cross-departmental project team is to gather employees of different levels and seniors to discuss all the problems and development opportunities in a specific field of the company: such as business development, procurement, manufacturing, R&D, administrative management, marketing and sales, positioning adjustments of products and complexity, financial costs and management systems, etc. Such cross-departmental project teams allow more people to participate, reduce the resistance to implementing reform plans, and increase the intensity of implementation of various plans, and this is not just the work of senior managers.

All this was carried out in the panic of internal employees. Watanabe was carefully implementing his plan. In Japan, a society that adheres to tradition, any unconventional practices will inevitably cause considerable resistance. The annual succession system was broken, and the employees found that their salary had not decreased. In fact, Saburo Watanabe did not dare to reduce his salary, especially the company's R&D team and management backbone. This is the key to the entire acquisition and transformation plan. Young people found that they had greater freedom to "climb up" because of internal competition.

The only thing that cannot be seen is that the day when the company makes a profit seems to be far away. Due to the acquisition agreement, Watanabe cannot take the method of laying off employees, but it has flexible measures to "retire early", so he would rather pay more.

"Persistence is victory! The future is bright, the road is tortuous, and victory is ahead!" Li Siming once again gave the so-called "spiritual support" in the distant Shenzhen.

When Saburo Watanabe first arrived in Japan, his Japanese compatriots shouted: "The Chinese are here!" Just as when MSI Technology Group set up a management branch in the United States, Americans shouted alarmistly, "The Chinese are here to invade."

Some people even issued the dangerous slogan of "The Wolf is Coming", as if Japan will no longer be out of power, and the Japanese's nerves are tightly tightened by the high-risk acquisition action of MSI Technology Group from China. Perhaps if this former Japanese company had not owed a lot of debts to the bank, and the battery company's technology was not particularly advanced, I'm afraid Li Siming would not be able to acquire it even if he wanted to.

The acquisition was actually not so eye-catching at the beginning. This time, it was the first case of a Chinese who acquired a Japanese company in history, making the incident more "national sentimental". In addition, Li Siming himself and Saburo Watanabe themselves have their own legendary life experiences, so the Japanese cannot ignore it. The Japanese want to know whether the Chinese will succeed in the end, and many people are waiting to see jokes! Even the title was thought out: Li Siming defeated Osaka! The Chinese also want to know whether Saburo Watanabe or Saburo Watanabe will succeed again? The target assets acquired this time were relatively low-level.

In the first three months, the Japanese discovered that Saburo Watanabe went to and from get off work on time every day from the villa he rented from the suburbs on time, working seven days a week, eleven hours a day, constantly reading information, talking to subordinates, or visiting suppliers and customers. In short, there was no order.

"I was just a mute, and taking it for a while will make me go back to my old career!" Saburo Watanabe said self-deprecatingly.

But when he really understood everything about the new company, he released a series of reform measures since the first working day in May, which can be said to be earth-shaking for traditional Japanese companies. The Japanese media finally had the opportunity to express their opinions:

"Mr. Saburo Watanabe may have been in China for a long time and forgot that this is Japan, a Japanese company with a history of twenty years. The system of seniority is the magic weapon for Japanese companies to survive. How could he do this? Let the older employees who have made great contributions to the company compete with the young boys?"

"It seems that the lifelong employment system has not been destroyed by Mr. Saburo Watanabe. So far, he has not voluntarily fired any employee. It is reported that some employees who are close to retirement in MSI Battery voluntarily request to resign because they can get an additional pension if they resign now. Otherwise, if the company goes bankrupt in the future, they will have nothing. It is obvious that these employees with higher qualifications are not optimistic about the future of the company."

"Sabura Watanabe is a Japanese. Maybe we can think so before that. He is close entrepreneurial partners with Chinese legend Li Siming and others, and he has become a top-ranked wealthy in Asia. Perhaps because he has been dealing with Chinese people for a long time, it is obvious that he has forgotten the tradition of Japanese companies. The reform measures he had taken before were contrary to the tradition of Japanese companies and is said to have been opposed by many people. We do not have much hope for his reforms. The management community generally stated that his series of reforms do not conform to Japanese management practices and national conditions. At least, we cannot see how he can keep his employees loyal to the company?"

Saburo Watanabe himself does not believe that differences in management culture are obstacles to the ultimate success of cross-border mergers and acquisitions. What he recognizes is cost, technology and profit. Any reform measures that achieve cost reduction, promote technological breakthroughs and achieve ultimate profit growth are good measures, whether this measure is based on China, the United States or Japan. As for those corporate governance traditions that have been proven to be extremely correct, they are not impeccable or long-term stability. He respects certain traditions formed in the company for a long time, as long as this tradition does not hinder his reforms and the development of the company, which is also part of the group's localization strategy. His past management experience shows that not all measures that help promote stable profits of the company are labeled as "only for the country".

Just when Saburo Watanabe was busy with the reform plan of MSI battery, Li Siming also began his trip to Japan. This was not his whim, but after long-term preparations. 1994 was a critical year for MSI Technology Group to move towards internationalization, and the company formulated a careful plan for this, and Japan is another important battlefield besides the United States.

Just as South Korean cars are not popular in Japan, Xiangjiang Electric Appliances can only be said to have penetrated in Japan, and not only were they encircled by major Japanese manufacturers, but also restricted from entering the Japanese market. MSI microprocessors are another situation. After the agreement between China and the United States on computer products was reached, American companies such as ibm and compaq successively sent senior business delegations to visit Li Siming, hoping to establish a partnership with MSI semiconductor. For these American computer companies, purchasing MSI microprocessors is not only a cost consideration, but also a market strategy - not only can you enter the Chinese market with a "Chinese core", but also a restraint for Intel. Everyone will do things like stepping on two boats, and major Japanese computer manufacturers also acted on the news and hoped to establish such partnerships. Because the Japanese do not produce computer microprocessors themselves, it does not "damage" the interests of the Japanese.

Taking this reason, Li Siming visited Japan with a high profile. Dealing with trade barriers and adopting direct investment methods is the most appropriate way for a foreign company to enter the local market. Li Siming hopes to set up a wafer factory in Japan to produce chips, and take this as an opportunity to enable other subsidiaries of the group to open up the Japanese market, including Xiangjiang Electric.

If you compare wealth, Li Siming may not be the richest person on this planet, but he is much more well-known than any rich man. The reason is his past legendary experience and his various identities. You may be very successful in a certain profession, but if you can succeed in several completely different professions, you can be considered an idol-level figure, especially if you come from a country with relatively poor and backward systems.

Li Siming's high-profile visit to Japan attracted the attention of the whole of Japan and became the target of the media. In the words of Saburo Watanabe: Even if Li Siming accidentally farts, the media will shout "Thunder"!

"I have known Mr. Saburo Watanabe for more than 20 years. He is a wise, persevering and courageous person, and a kind person who treats others with kindness. In short, he is the best Japanese person I have ever met!" Li Siming told the Japanese media who came to hear the news at Osaka Airport that for him, touting Watanabe means to praise himself, which has doubled the favorability of the people of all Japan. "The facts in the past have proved this. Since he took office at MSI Battery for half a year, he has reduced his management expenses by 20%. He sold 7 non-main business investments and recovered funds, but the salaries of our technicians have increased to varying degrees. However, we have not fired any Japanese employee, nor have an employee from China or other countries."

"This is the first project invested by MSI Technology Group in Japan, and we will have more plans in the future. Our investment will promote understanding between employees of the two countries and even employees of the global group. The investment plan will promote local economic development, employment growth and tax revenue in your country, and will also create more business opportunities for MSI in your country. I believe that our partners, suppliers, customers, employees and local governments in Japan will benefit from it!"

Li Siming talked to the Japanese media at Osaka Airport about "equal benefits", with a multinational company's face, and did not talk about his fundamental purpose. No multinational company is a "Lei Feng-style company" that is not selfish and specializes in others. Any action plan revolves around profits.

But he was thinking in his heart how to enter the Japanese market and make money from the Japanese. Therefore, he is the real foreign invader!
Chapter completed!