How China's Richest Man Succeeds中國首富緣何成功Outside of Internet success stories such as Alibaba’s Jack Ma or Baidu’s Robin Li, China has few if any widely internationally known business leaders. Dalian Wanda Group Chairman Wang Jianlin is relatively unknown even though Forbes estimated last month that he had surpassed beverage tycoon Zong Qinghou to become the country’s richest man with a fortune worth $14 billion. I exchanged this week with Ming-Jer Chen, a management and China expert at the University of Virginia, about what’s behind Wang’s business success. Excerpts follow.
除了成功創業的互聯網企業家，比如阿里巴巴的馬云和百度的李彥宏，中國在其他領域很少出現國際知名的商業領袖。連大連萬達集團董事長王健林也相對不為人知。《福布斯》上個月預計，王健林已經超越了中國飲料界的大亨宗慶后，以140億美元的個人資產成為了新的中國首富。本周我與美國弗吉尼亞大學的管理學知名學者、研究中國問題的專家陳明哲就王健林為何能取得商業成功交流了看法。以下是節選的采訪內容。
Q. Chairman Wang has built up one of the world’s largest real estate businesses, becoming China’s wealthiest businessman. What accounts for his success?
問：王健林董事長已經建立起了全球最大的房地產企業，而他個人成為了中國的商界首富，他的成功歸功于哪些方面？
A. To reach the global scale that Wanda has achieved requires, at the highest level, a combination of culture, strategy, and execution over a sustainable period of time. It took Wang Jianlin took him two decades to build the company into a global enterprise.
答：為了達到萬達集團如今的這種全球規模，這要求在文化、戰略和執行方面達到最高的綜合水平并持續一段時間。王健林花了20年將這家公司打造為一家全球企業。
From a cultural point of view, he has the right values and long-term vision to attract the right team for sustainable success. Wanda’s corporate culture has three key components: a comprehensive organizational structure that allows it to scale up globally; in-depth corporate cultural content; and very rich corporate cultural activities. Its corporate slogan is “International Wanda, Century Enterprise.” Its core value emphasizes “society value” over “enterprise value” or personal value.
從文化的角度看，他具有正確的價值觀與長期的愿景，能吸引可以取得持久成功的合適團隊。萬達的企業文化有三個關鍵部分：一個全面的組織架構，能使公司在全球范圍擴大規模；深厚的企業文化內涵；極為豐富的企業文化活動。萬達的企業口號是“國際萬達，百年企業”。它的核心價值強調“社會價值”，認為這種價值更勝于“企業價值”和個人價值。
In other words, Mr. Wang rooted the company in Confucian values, which are lacking in Western society and business. In so doing, he is trying to balance the needs of different stakeholders in his business.
換句話說，王健林將儒家價值根植于企業中，那正是西方社會和企業所缺乏的價值。這樣一來，他就要努力平衡各類股東的不同需求。
Strategically, Mr. Wang transformed his business model from residential real estate development to commercial development in shopping malls and hotels, movie theaters and department stores, and from there to exporting Chinese culture and tourism globally, starting in 2012. This type of transformation requires deep strategic vision and considerable ambition as well as long-term strategic planning, of course. Geographically, he expanded from the small city market of Dalian (25% market share) to Guangzhou Province and throughout China. After succeeding in China, he is now expanding Wanda into the U.S. and Europe. In September 2012, Mr. Wang acquired the American firm AMC for US$2.6 billion. In June 2013, he announced two investments in the UK totaling 1 billion pounds.
從戰略方面看，王健林轉變了萬達的商業模式，從開發住宅房地產轉為開發商業房地產，如 購物中心和酒店、電影院和百貨公司。從2012年起，他還走出國門，將中國的文化與旅游業輸送到世界各地。這類轉型需要深入的戰略觀和極大的雄心，當然也要有長期的戰略規劃。從地域方面看，王健林沖出了大連這個小城市的市場（占當地市場份額的25%），南下殺向廣東，并在全國鋪開戰場。征戰中國贏得勝利之后，他正在將萬達的觸角伸向歐美。2012年9月，王健林以26億美元收購了美國影院公司AMC。2013年6月，他宣布在英國進行了兩項投資，規模合計10億英鎊。
Strategically, then, he first built home-town advantages and expanded only after being successful in the local market. (To go from) a 500, 000 yuan loan as registered capital in 1992 to 300 billion yuan in assets in 2012 is remarkable by any standard.
王健林在戰略上還有一個特點。他先形成了本土城市的優勢，直到在當地市場獲得成功之后才開始四面出擊。1992年，萬達的注冊資本是一筆50萬元人民幣的貸款。到2012年，這家企業的總資產高達3,000億元。無論以哪種標準衡量，都堪稱成就斐然。
From an execution point of view, Mr. Wang leverages his military training and discipline to participate personally in all key projects. He attracts very good talent, trains personnel, and holds them accountable for project execution. Employee compensation is commensurate to other Fortune 500 companies globally, which of course is very generous given that China’s GDP per capita is about 20% of its US counterpart. Retirement benefits for employees is the total compensation of the last five years before retiring.
從執行的角度看，王健林利用自己曾經的部隊訓練經驗和組織紀律觀念親身參與到所有關鍵項目中去。他吸引了杰出的人才，對這類員工進行培訓，明確了這些他們在推行項目時所肩負的責任。萬達員工的薪酬與其他全球財富500強企業的薪資水平不相上下。考慮到中國的人均GDP大約只有美國的20%，萬達給予員工的回報無疑非常慷慨。而且，萬達員工的退休金是退休前最后五年的收入總和。
This means that if an employee is earning $100, 000 a year before retiring, he or she will receive a $500, 000 retirement benefit.
這意味著，如果某位萬達的員工退休前一年年的收入為10萬美元，就會得到50萬美元的退休金。
Therefore, Mr. Wang is able to combine culture, strategy, and execution into action plans because employees are motivated to work for the company for the benefit of society, the company, Mr. Wang, and themselves. It is a win-win strategy for all.
因此，王健林得以將文化、戰略與執行轉化為行動方案，因為員工有動力為公司工作，為社會、企業、王健林本人和他們自己謀福利。這是利在各方的多贏戰略。
Q. In what ways does Chairman Wang in your mind stand out from other Chinese private-sector executives?
問：依您所見，王健林在哪些方面有別于中國其他私營企業的高管們？
A. It’s this complete integration of culture-strategy-execution under one roof that sets Mr. Wang apart and has led to his and Wanda’s success. Some of the employees are good at one or two pieces but he excels at all three. And that is why he is one of the wealthiest people in China and in fact in the world. Though he is perhaps not as well-known globally as other Chinese business leaders, such as Zhang Ruimin of Haier, this may change soon. Q. What are some of the challenges and risks that mainland companies who have been successful at home face when they try to expand overseas, as Wanda is now doing?
答：讓王健林與眾不同的正是這種文化、戰略與執行融于一體的經營方式，他和萬達也正是因此收獲了成功。一些萬達的員工擅長其中的一兩個方面，可王健林精于三方面。這就是他躋身中國富豪排行榜的原因，實際上，他也是全球巨富之一。也許，王健林不像海爾的張瑞敏等其他中國企業家那樣擁有很高的國際知名度，但這一情況很快就會改變。
A. The key challenges for China companies expanding overseas are: talent, brand, politics, culture, and funding. U.S. multinational corporations have over 70-80 years of experience in going global. The most successful Chinese companies, like Lenovo, have fewer than 10 years’ experience in global expansion, and Wanda has all of two years of experience. These companies are going to make mistakes along the way. It’s part of the learning curve and “tuition” that everyone must pay to get into the “Global Club” of MNCs.
答：對走向海外的中國企業而言，關鍵挑戰在于：人才、品牌、政治、文化和融資。在全球擴張方面，美國的跨國企業有超過七八十年的經驗。而像聯想等最成功的中國企業在這方面也只有不到十年的經驗。開拓國際市場期間，這些中國企業會犯錯。這也是學習的一個歷程，是每位要加入“全球俱樂部”的跨國企業所必須交的“學費”。
Q. When you look at Chinese investment in the U.S. to date, including Wanda’s in the movie business, how does it differ from Japan’s in an earlier era? Are the Chinese smarter at it?
問：縱觀包括萬達的電影生意在內的中國在美投資，，您認為它們與日本企業在美國早期的投資有何區別？中國企業在這方面是否更高明？
A. On the surface, they are very similar but if you look under the cover, there are stark differences between the Chinese in 2013 and Japanese in 1980s.
答：表面上看，兩者非常相似，但如果你揭開面紗深入了解就會發現， 2013年的中國投資與上世紀80年代的日本投資存在顯著差異。
* Japanese companies bought “USA Inc.” and assets at the top of the cycle in the 1980s while the Chinese are buying them now at the bottom of the cycle, thanks to the global financial crisis of 2008-2009.
* 20世紀80年代，日本的企業收購處于周期巔峰時刻的“美國公司”和資產，而如今中國人是在抄底，這要感謝2008-2009年的全球金融危機。
*Most of the decision makers in Japan were “salary men.” By contrast, most of the Chinese buyers today are entrepreneurs who have tremendous incentives—success or failure—in their acquisition and expansion in the West.
*日本的大部分決策者是“工薪階層”。今天的大多數中國買家是企業家，無論成功與否，他們在西方進行收購和擴展業務有著極大的激勵因素。
* Chinese companies can depend on a huge domestic market for their profits and source of funding while the Japanese had to rely on foreign markets to finance their deals.
*中國的企業可以依賴廣大的國內市場作為自身的盈利和融資來源，而日本企業不得不依靠國外市場為自己的交易融資。
發表于 2013-10-10 12:03:45
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