Observer: Vice President of Sany: Chinese enterprises should be brave enough to defend their rights in accordance with the law

Source: The Observer

As an enterprise, Chinese companies will inevitably encounter various difficulties in the process of entering the international market, including products, marketing, public relations, etc., but recently we have found that such as Huawei, ZTE, etc., they have been hit in the US market more by the huge obstacles from the US government. In addition, Chinese PV companies have also been investigated in the United States.

In this regard, Huawei, ZTE, Suntech, Yingli and other companies are also actively trying to deal with it, but it seems that they have had little effect. However, on the same issue, Sany made a rather bold decision to sue US President Barack Obama for compensation, which can be said to be a good example for Chinese companies.

He Dongdong, vice president of Sany Heavy Industry, said at the "2012 China CEO Annual Meeting" that the rise of China is one of the geopolitical challenges of the 21st century. At the same time, after Chinese companies go global, they are overtly or implicitly treated unfairly in other countries, such as the Sany project that was stopped by the president in the United States.

He appealed, "When China's competitive enterprises enter the global market, they will definitely move other people's cheese, and we must be good at using legal weapons and European and American systems to protect their own rights and interests." When Chinese enterprises encounter unfair treatment and unequal constraints, we must be very clear, we must be brave enough to defend our rights, take up legal weapons to defend our rights, and Chinese enterprises as a group can use legal weapons to protect themselves when they can face various economic sanctions, so that there will be fewer and fewer sanctions. ”

He Dongdong, Vice President of Sany Heavy Industry, delivered a speech at the "2012 China CEO Annual Meeting".

In addition, he also reviewed and looked forward to the past achievements and future development strategies of Sany Heavy Industry.

He said, "Sany was founded in 1989 and is currently the world's *5655Concrete machineryThe manufacturer, which is also a construction machinery company with a market capitalization of 5,661 in China, ranked first in the world with an average return of 67.4% from 2005 to 2009.

As a Chinese enterprise, some of China's leading enterprises have made their own achievements in the *5656 stage, and have achieved certain advantages in their own industries, and the next strategic way is globalization. ”

From his speech, we learned that in 2002, the first batch of 4 sets of Sany equipment was successfully exported, and since that time it has started *5656 stages, and then gradually built our marketing and service network around the world, selling in 115 countries around the world. However, this stage is still the export stage dominated by the export of engineering equipment made in China.

The second stage is the overseas investment stage. From 06 to 09 years, Sany has set up R&D, production and sales bases in India, the United States, Brazil and other places.

The third stage is called the localization stage. From 2009 to the present, starting from the official operation of the Indian factory, the global localization development of the whole value chain of R&D, production, sales and service has begun in the United States, Germany, India and Pakistan, and the internationalization strategy has entered a new era marked by the acquisition of Putzmeister in Germany.

This is a milestone event for Sany Heavy Tools, which invested in India in 2006, the United States in 07, Germany in 09, Brazil in 2010, and Indonesia in 2011. However, as a Chinese company, it is bound to face great challenges when entering the international market.

He Dongdong also said that China's enterprises that are now going out have sufficient strength, but they are facing huge obstacles and challenges from hard power to soft power such as products and services from other countries and international politics.

"*5,656 direct challenges are products and services," he said. To a certain extent, the success of enterprises in China is based on the fact that Chinese enterprises have a deep understanding of the needs of local customers, and then based on this understanding, they can provide *5654 products and services for Chinese customers.

But when going out, I encountered a lot of problems in using a simple export model to do the global market. Because Chinese companies do not have a deep understanding of the needs of overseas customers, nor do they have the means to understand technical standards. Therefore, we can only invest directly, or through mergers and acquisitions, or by any means, and we must establish a global R&D and manufacturing system. It is a global necessity to be able to provide products and services that meet the needs of local customers and local customers abroad.

The second challenge is branding. Chinese enterprises go out without their own brands, and without their own brands, they can only survive at the low end of the value chain. The establishment of independent brands needs to start from the overall negative image of "Made in China", long-term dedication to quality and service, and perseverance in brand communication.

Sany Equipment participated in the construction of the world's *5656 high-rise building, as well as the mining disaster in Chile and the Fukushima nuclear leak rescue in Japan, showing the new image of "Made in China" on the world stage.

The third relates to the challenges of culture and management. People are the main creators of everything, and without a team of localized professionals, all these assumptions are frustrated. Independent of the mainstream culture of Europe and the United States, the management style of Chinese enterprises is outside, and the cultural differences are very large, which is very easy to cause management conflicts and cultural conflicts, and Chinese enterprises are facing a relatively large soft challenge, which is also a very fatal challenge. ”

Therefore, he emphasized, "Sany must return to a basic value, as an enterprise, the pursuit of quality to change the world, emphasizing high-quality products, emphasizing the concept of everything for customers, emphasizing helping employees succeed, and willing to share development with employees."

Whether it's India, Germany, the United States, or Brazil, it needs to be acceptable to the majority of employees – focus on quality, focus on employees, focus on customers. ”

He summed it up in one sentence, globalization is localization!