Thursday, September 6, 2012


泰國佐克柏,海苔築起億萬傳奇


    泰國佐克柏,海苔築起億萬傳奇
    圖片來源:泰國小老板海苔公司、優協賣場協銷企劃
    你可能沒聽過伊提帕‧柯彭溫奇(Aitthipat Kulapongvanich),但你八成認得帶著瓜皮帽的紅衣小人偶、吃過來自泰國的「小老板海苔」。

    28歲的伊提帕,正是「小老板海苔」創辦人兼執行長,不僅是泰國No.1的海苔品牌,外銷20多國,創業故事更被搬上大螢幕。《Cheers》雜誌搶先獨家專訪「小老板」,一探他的海苔億萬傳奇之路。
    說到年輕創業家,目前全球名號最響亮的莫過於Facebook創辦人馬克.佐克柏(Mark Zuckerberg);2010年的電影《社群網戰》改編自他20歲成立Facebook的創業過程,更是造成話題。
    佐克柏寫下美國版的創業傳奇,相隔半個地球的泰國,卻無獨有偶,也有一則年輕企業家崛起的歷程,與佐克柏幾乎同步發生。現在,他的故事也被拍成電影《海苔億萬富翁》,3月底即將在台上映。
    今年28歲的伊提帕.柯彭溫奇(Aitthipat Kulapongvanich),是泰國最知名的海苔品牌「小老板海苔」創辦人兼執行長。他不僅與佐克柏同年,兩人也同時選在2004年創辦手上的明星事業。2010、2011年,小老板海苔的總營業額都超過10億泰銖(泰銖與新台幣幣值接近1:1),2010年至今,成長率更高達30%。
    20歲時,伊提帕從泰國傳統小店和中國引進炸厚片海苔,將它變身為泰國零食中的新面孔,售價比進口的日韓海苔便宜,所以在泰國的7-ELEVEn一上架便廣受歡迎,隔年甚至開始外銷至新加坡。目前除了在泰國同類型產品中市佔率高達80%,海外市場也增加至20幾個國家。
    電影在台上映前,伊提帕獨家接受《Cheers》雜誌越洋專訪,談起品牌雄心:「近期目標,是5年內讓亞洲人知道『小老板』是第一名的海苔;長遠且最大的目標,則是讓全世界都認識『小老板』!」
    相較於《社群網戰》把重心放在描述佐克柏如何從哈佛大學的電腦天才到創立Facebook,執導《海苔億萬富翁》的泰國導演松耀司.舒克馬卡納尼(Songyos Sugmakanan)相中的,其實是伊提帕在20歲前更令人意外的成長背景。

    曾愛逃學打電玩,也曾創業受挫
    伊提帕原本只是個愛逃學打電玩的叛逆少年,雖然當時父母經營的事業受1997年金融風暴波及,但靠著販賣線上遊戲的寶物,月賺40萬泰銖,他不必向家裡拿錢就能過活。然而隨著家境每況愈下,2002年家中不但宣告破產,負債更高達4,000萬泰銖,伊提帕再也不能「置身事外」,這才激發他休學創業、扭轉家中經濟的抱負。
    他在接受新加坡媒體採訪時,曾回憶人生中最難受的一天,是回家看到媽媽因債主追上門來而痛哭,他忍不住自問:「我該做什麼,才能讓媽媽不再掉眼淚?」
    當時18歲的伊提帕有天走在曼谷中國城,觀察到自己和不少華裔泰國人喜歡吃的「糖炒栗子」,竟只有在中國城才買得到。身為泰國華僑第二代的他尋思,如果將糖炒栗子引進大家常去的量販店,要買就方便多了,這讓他有了第一次創業的點子。
    伊提帕決定針對華裔泰國人行銷,果然一炮而紅。一年半之內,他的糖炒栗子商店在泰國最大幾間量販店,如TESCO Lotus和Big C,開了30間連鎖店,除了現炒糖炒栗子,還兼賣其他零嘴。
    只是好景不長,2003年,TESCO Lotus的新執行長勒令伊提帕不得在賣場炒栗子,讓氣味影響環境。迫於無奈,他只好請人先在外面炒好後,再送進賣場。但不是現炒的栗子,滋味不好,營業額因此瞬間減半。被迫另尋出路的伊提帕,轉而注意到店裡有種「炸厚片海苔」賣得特別好,於是決定再接再厲,瞄準泰國剛起步的海苔消費市場。
    一個20歲的大男孩,面對接二連三的變故,努力站起,卻又不斷摔倒,伊提帕沒有失志投降。他告訴自己以正面的態度看待:「這些挑戰對我來說都是『機會』,讓我開發自己的能力、學會長大。」
    從糖炒栗子轉到海苔,伊提帕的商人眼光再次淋漓盡致地發揮。為擴大客群,他決定另創品牌,並鎖定泰國便利商店龍頭7-ELEVEn作為通路首選。
    「小老板」(Tao Kae Noi)之名,則來自爸爸當時的取笑:「我們兒子要當小老板啦!」伊提帕解釋。

    找到對的商品與通路,願為它咬牙掙扎
    小老板海苔在台灣的代理商,優協賣場協銷企劃公司總經理高柏雄觀察,伊提帕的努力與鍥而不捨,和其他成功企業家沒什麼兩樣,但在泰國能有上億規模,7-ELEVEn是他重要的貴人及推手。
    2008年,伊提帕接受暹羅商業銀行和朱拉隆功大學薩新商學院合頒的「優秀在地企業精神」獎項(隔年獲獎的包括台灣人熟知的曼谷包品牌NaRaYa)。得獎前,伊提帕受邀參加泰國商務部與7-ELEVEn合辦的講座,對外分享自己向7-ELEVEn提案無人理會,還慘遭批評「包裝太醜」的經歷。
    當時,他提案帶去的海苔「只用塑膠袋裝、外面貼上貼紙,就像菜市場賣的一樣」,當然不得7-ELEVEn青睞。花了2個月徹頭徹尾修改後,再次叩關才傳來捷報,「7-ELEVEn說他們很感興趣,問我願不願意在他們的3,000家超商中販售?」
    拿到7-ELEVEn這個超大通路的訂單,伊提帕卻沒能鬆一口氣,因為產品「量產」的考驗立刻接踵而至。完全沒有食品生產線管理經驗的他,必須在2個月內籌錢、設立工廠,並設法讓產品通過7-ELEVEn要求的GMP認證。
    他寫好營運企劃書提出貸款申請,銀行卻以他太年輕為由拒絕,他只好賣掉糖炒栗子的事業來籌資。而在工廠營運與食品認證這兩門課上,伊提帕完全是靠自學、發問、不斷打聽,才一步一步過關,讓小老板海苔在3,000家7-ELEVEn成功上架。
    宛如「摸著石頭過河」的過程,考驗的不僅是伊提帕的經營智慧,更是膽識與堅持。
    「最重要的是,要有正確的心態。你必須相信自己辦得到,並願意為它掙扎。假如等錢都到位才創業,也許我根本不會再有如此大好的機會,」伊提帕說,這也是他當時在講座上留給有意創業者最衷心的建議。
    也就是這股信念,深深觸動導演松耀司,讓他決定以鏡頭重新詮釋伊提帕走過的軌跡。

    創業就像打電玩,堅持破關才是贏家
    「做這些決定時,他腦子裡究竟在想些什麼?」松耀司談起拍攝動機時說。誰說一定要當醫生、做律師才能賺大錢?他希望讓觀眾看到即使只憑著鬥志,主角小塔(Tob,伊提帕的暱稱)也可以靠海苔揚名立萬。
    對這部電影,伊提帕表示,雖然只有7成符合事實,不過更要緊的是,觀眾能從他的故事中找到靈感。「主角做過好事、也做過壞事,這就是長大的過程,」伊提帕最想分享的是:人生很短,要盡快找到自己喜歡的事情,而且不要一味聽別人的話,「要傾聽自己的聲音,永遠不要失去自己的心。」
    在沒人認同他從大學休學、或是糖炒栗子事業受阻時,伊提帕都一度想過放棄,但他對事業的熱情和家人的支持,讓他最後終於沒有退縮。「做生意就像打電玩一樣,要一關一關打上去,想成為最高等級的贏家,就必須持續玩下去,」伊提帕說。
    目前,小老板海苔在泰國曼谷已擁有18間品牌旗艦店,為了打響國際知名度,今年首度找韓國團體BEAST代言廣告。高柏雄透露,小老板海苔已準備在泰國股票上市,預計今年到明年間完成作業。
    從電玩小子到海苔億萬富翁,伊提帕再次改寫一般人對創業之路的既定想像,「小老板」正一步一步邁向他的「大老板」之路。

    作者:葉彥君




Monday, July 2, 2012


成功之道:摩天大楼功臣 辉高站在顶端
趋势焦点 财经周刊  2012-07-02 13:39http://www.nanyang.com/node/458604?tid=687



辉高制造的起重机被用于新世界贸易中心“自由塔”建筑工程。




 
麦宗辉对辉高的盈利增长信心满满,希望能在投资和建筑热潮中进一步带动公司表现。


作为一家年赚5亿令吉的上市公司掌舵人,麦宗辉并没有故意炫耀这一点。
事实上,他不仅谦谦有礼,面对任何人也是扬起大大的微笑,并没有特别摆架子。
这位年仅33岁的总执行长有一个特别的习惯,便是从高处俯视他人。 不是看低他人,而是这就是他
的生意,制造建筑高楼时不可或缺的工具——起重机。
麦宗辉掌舵的辉高(Favco,7229,主板工业产品股),主要命脉是制造建筑用起重机,且曾运用
在许多世界顶级摩天大楼的建筑工程上。
这些摩天大楼包括迪拜哈利法塔、台北101、国油双峰塔、上海世界金融中心和同样位于上海的世茂
大厦。
不仅如此,曾在911被摧毁的纽约世界贸易中心“双子星”,也使用辉高的起重机。甚至是现在正建筑
的新世界贸易中心“自由塔”,同样选择品质保证的辉高。
这也可以解释为什么站在高楼俯视底下的人们,是麦宗辉熟悉的风景之一。
回酬率16%
辉高原本是一家澳洲公司,1995年时麦宗辉的父亲麦彦文通过所掌舵的睦兴旺(Muhibbah,5703,
主板建筑股)成功收购。
2006年,辉高上市大马交易所二板,而后转至主板。
如今,该公司市值高达2亿500完令吉,过去5年来的每年销售额平均有4亿9000万令吉、盈利达
2900万令吉,回酬率16%。
辉高的起重机产自靠近吉隆坡南部的新那旺工业区,占地17英亩,负责制造、装配和测试,并将之运
往国外。
该工厂共有35位工程师进行设计和研发,位于雪兰莪峇都知甲的小工厂则有另外15位工程师,同时亦
布局了同样的人力在悉尼办事处。
收购之初荆棘坎坷
麦宗辉表示,睦兴旺收购辉高旨在多元化原有业务,并看好这项投资在公司的能力范围内。
麦彦文对辉高期望很大,虽然辉高这家已有30年历史的企业在当时面对破产,但他还是充满信心。
“我们收购这家公司的挑战非常清晰,就是要止亏,然后将之转亏为盈!”
重头学起
他坦言,刚开始的几年非常辛苦,因原本是门外汉的他们必须要重头学起,最后用了整整5年的时间才
开始有起色。
最后总是有苦尽甘来的一天。
1997年,辉高获得国贸部颁发新兴工业地位(Pioneer Status),意味公司几年免税,这给了辉高
一个喘息空间。
“同时,我们也成为国家石油(Petronas)供应商,并成功取得数项岸外起重机供应合约。当时我们
正积极建立知名度,国油的合约无疑是重大帮助。”
冀维持优越表现
麦宗辉从诺丁汉大学土木工程系毕业后,1999年加入公司,后在2004年成为公司总执行长。
这位年轻的总执行长,对于公司的表现,可是信心满满。
时机对位置佳
“以目前的财务表现来看,我认为我们的表现非常好,目前对睦兴旺营业额贡献30%。”
他说,辉高过去表现最巅峰的时候是2007至2008年,当时全球建筑领域和油气领域都处于高峰。
“当建筑和投资热潮来临时,我们希望辉高能越做越好。”
询及欧债危机和美国经济未复苏是否对公司带来影响,他认为虽然部分地区经济陷入低迷,但还是会
有其他国家仍保有活力。
他指出,亚洲依旧非常强稳,例如中国市场仍旧具有相当大潜力。
作为跨国公司,目前辉高的销量再度接近金融危机前的水平,“对我们来说,最重要的是在对的时机占
据最有利的位置。”
提升技术保命脉
起重机可说是辉高的“命脉”,公司也不断研究用科技提高起重机技术,借此维持公司竞争力。
麦宗辉表示,辉高走的是利基市场,主要是生产专用塔式和岸外起重机,而非一般高楼用起重机或移
动式起重机市场。
“我们的专长是制造‘高速快升’的塔式起重机,我们能够快速将重物送往高处或他处,有些人说我们是
这市场的第一名。”
他补充,塔式起重机要承担的重量是60吨或以上,近年来,该公司起重机已可承担超过300吨的重物。
不仅如此,辉高也不断超越自己,在上月一项德国用于岸外风力涡轮机的订单中,该公司成功制造了
可承担1000吨重量的起重机,亦是麦宗辉引以为傲之处。
“这是因为我们有优秀的研发团队,我们的工程师有本地人也有外国人,大部分都以这里为依据地。
我们认为,来自不同背景、拥有不同技术和想法的人一起合作是非常好的。”
新市场:海上起重机
谈及目前进行中的海上起重机工程,麦宗辉不由得来感到兴奋。
这项工程涉及海下重物承载技术。
“我们目前的新领域涉及的技术很不一样,必须克服波浪难题。但如果你要参与油气领域,这就是市
场的需求,你要问自己是否要选择进军这一块。”
当然,他清楚知道什么是他要的,所以工程师们也正在努力研发中。
研发关节起重技术
他说,最重要的是,这些工程师们能满足客户的需求。
但他也笑言,不能够以今天的需求来决定市场“明日”的需求,因此他致力于确保公司和团队能跟得上
未来走向,走在市场的前端。
“就好像上述提及的德国订单,这就是辉高的一项新创举。”
不过,市场要求越来越高,希望起重机在承担更重的重量时还可移动,因此辉高也开始投资这项新
技术,利用现有技术带来更多设计上的创新。
他解释,标准的起重机有一个固定的直臂结构,利用围绕旋转的方式将重物送往高处,但在紧密空间
是没办法让直臂也移动的。
因此,辉高研究出在直臂置放关节,这样就能在紧密的空间折叠直臂,一边承载重物一边调度。
“目前只有几家公司有生产关节起重机的技术,我们投资上百万美元发展这项技度术,放眼年秒前能
研究出版样。”
双管齐下保增长
麦宗辉透露,辉高有双管齐下的经营策略,首要的就是进军中国市场。
“无可否认,那里的潜力相当大,我们的很多供应商和竞争对手都进军这市场。”
辉高刚在上海开始小规模经营,且将继续扩大产能,目标是能在初期时一年卖出10至20架起重机。
同时,公司也致力在当地拓展塔式起重机租赁业务,目前拥有7架可租用起重机,冀望5年内成功出租
至少50架中至大型起重机。
第二项策略则是提升售后服务业务,一架起重机的寿命是20至30年,因此售后服务和维修无疑是一
项可观的业务。
“过去几年,我们的服务业务营收持续增长,目前对总营收贡献20至25%,我们的目标是让服务业务
发展成类似制造业务的规模,为我们创造稳定的现金流。”
“守股比守寡还难”。别的股票涨了,自己的股票不涨;太多担心和恐惧。卖出只要几秒钟,很少有人能坚持。

Friday, June 29, 2012

On top of the world- Favelle Favco

Favelle Favco makes cranes that sit atop the world's tallest structures

MAC Chung Hui's company does RM500mil worth of business every year, but he does not go out of his way to impress.

In fact, he is courteous and greets you with a warm smile.

Thing is, this CEO is only 33 years old, and has a habit of looking down on people.

Literally, I mean.

Because that is his business.

His company, Favelle Favco Bhd, manufactures cranes that sit atop some of the tallest structures in the world. Peering down at the rest of mankind from the top of these edifices is a sight he is familiar with.

Favelle Favco cranes built the Burj Khalifa in Dubai, Taipei 101, the Petronas Twin Towers, the Shanghai World Financial Centre and also the Jin Mao Tower in the city.

The company's cranes were also used in 1967 to build the World Trade Center twin towers in New York which were destroyed in 9/11. Favco cranes are now helping to build the replacement tower One World Trade Centre.

Home built

Favco cranes are made in the Senawang Industrial Estate, just south of Kuala Lumpur.

There, on a sprawling 17-acre site, all the pieces that make up a crane are fabricated, assembled, tested and then shipped overseas.

Some 35 engineers work on design, research and development. Another 15 do the same at a smaller plant in Batu Tiga, Selangor. An outfit of almost similar size works out of the company's Sydney office.

This Sydney office is the link to the company's history. Favelle Favco began as an Australian company and was bought over by Muhibbah Engineering (M) Bhd, a company controlled by Chung Hui's father, Mac Ngan Boon, in 1995.

“Muhibbah was looking to diversify its business at that time and it was thought this was an investment we could help build,” Chung Hui says.

Mac Senior had high expectations. The company he bought was not doing well. It had been around for some 30 years but had gone bankrupt several times in the course of a chequered history.

“So when we took over the company, the challenge was very clear: Make sure it doesn't go belly up! And make money!”

Much-needed break

“The first few years were very difficult,” Chung Hui says. “We had to learn the business from scratch, and it took us more than five years before we had a good grip over things.”

“There were ups and downs but two breaks helped us. In 1997, we were awarded pioneer status by the Ministry of International Trade and Industry, and that meant we didn't have to pay tax for a few years. That gave us some breathing space.

“We were also accepted as a vendor by Petronas and managed to win a few contracts to supply offshore cranes. We were still on the learning curve at that time, working hard to establish our reputation. So the Petronas support at a critical time was helpful.”

Chung Hui himself joined the company in 1999 after graduating from Nottingham University with a civil engineering degree. In 2004, he became CEO.

How has the company fared since? In 2006, it was listed on the second board of Bursa Malaysia. The following year it transferred to the Main Board. Today it has a market capitalisation of RM250mil. Sales have averaged RM490mil annually and profits RM29mil over the last five years. Return on equity has been in the region of 16%.

“So, from a financial point of view, I think our performance has been respectable. We now contribute to about 30% of Muhibbah Engineering's turnover,” Chung Hui says.

Can he maintain this level of performance? “Our best year was 2007-2008, when the global construction industry and the oil and gas industry were at a height. Yes, we tend to do well when there is a building and investment boom.”

What about now, with parts of Europe sick and the US economy yet to fully recover?

“We are a global company and if one part of the world is in the doldrums, some other part may be very vibrant and that helps to even things out somewhat. In fact, our volumes are very close to pre-crisis levels again.”

“Asia generally is still going strong, and you can point to the Chinese market, for example, and see tremendous potential there,” Chung Hui adds.

“What we have to make sure is that we are at the right place at the right time.”

Heavy business

How does Favelle Favco differentiate itself from the competition?

“We are in a niche market. We specialise in the manufacture of specific types of tower and offshore cranes. We are not involved in the mass tower crane market or the mobile crane market, for example.

“Our specialty is the construction of “high speed high lift” tower cranes. We move heavy things up and down fast. Some people say we are No. 1 in this market segment.

What does “heavy lifting” mean in the crane business?

“In tower cranes, we are talking about moving 60 tonnes or more. In recent years, we have been delivering tower cranes that can lift more than 300 tonnes. That has become normal for us.

“But we are outdoing ourselves now. Just last month we shipped an offshore crane to a customer in Germany that will be used to build offshore wind turbines. The crane has the ability to lift 1,000 tonnes,” Chung Hui says proudly.

So technological improvements are important to maintaining the company's competitiveness.

“Yes, and that is why we have a good research and development team. We have a good mix of Malaysian and non-Malaysian engineers, with most of them based here. We believe it is good to have people with different skills and ideas and from different backgrounds working together.

“What is important is that our engineers should be able to deliver what our customers want,” Chung Hui says.

Staying ahead

“But you cannot depend on today's demand to determine tomorrow's needs,” he says. He has to anticipate future trends and his team is working on a number of projects to ensure the company stays ahead of the curve.

“The crane we just shipped to Germany represents a new benchmark for Favelle Favco in terms of what we can do.

“But the market is demanding more. It wants cranes that can move still heavier loads. So we have started working on that and investing in new technology again.

“We are using in-house skills to introduce some innovation to the design of cranes. For example, a standard crane has a fixed straight arm which is swivelled around carrying a load. But you cannot move the arm around too much if you have to work in a confined space.

“So the solution is to build an arm with an elbow (or knuckle). You can then bend the arm while carrying your load and manoeuvre within the limited space.

“Only a few companies have the technology to build these knuckle-boom cranes. We are investing millions of dollars to develop this technology and we are targeting to come up with a prototype before the end of the year.”

Chung Hui gets most excited when he talks about his current pet project, to build a sub-sea crane. This involves developing the technology to handle loads located below the surface of the sea.

“We are in new territory here. The science involved is different. You must be able to compensate for vessel motion caused by wave movement.

“But if you want to be part of the oil and gas industry, which is where the demand is going to come from, you have to ask yourself whether you want to check this out.

He clearly knows what he wants. His engineers are hard at work.

Note: Research for this article has been supported by the International Trade and Industry Ministry to promote discussion of how companies can change and innovate to become more competitive.

A two-pronged strategy for growth

Mac Chung Hui on Favelle Favco's growth strategy:

● We have a two-pronged strategy. The first is to establish a presence in the Chinese market. The potential there is huge. Many of our suppliers and competitors are also there. So this is a priority.

● We have just established a small operation in Shanghai. We need to add capacity, and our target is to sell about 10 to 12 cranes a year for a start.

● We also want to expand our rental business for tower cranes in China. We currently have a fleet of seven cranes, and our target is to rent out at least 50 medium to large-sized cranes within five years.

● The second prong of our growth strategy is to ramp up our service business. The life of a crane is between 20 and 30 years, so servicing and maintaining them can be a sizeable business on its own.

● Our servicing revenue has grown over the years. It now makes up about 20% to 25% of total revenue. Our target is to develop our service business to be as large as our manufacturing business. That will give us a steady cash flow. It will also reduce our exposure to the ups and downs in the manufacturing side of the business.


http://biz.thestar.com.my/news/s ... 39&sec=business

Wednesday, June 20, 2012

Education key to Chia’s success
Written by Janice Melissa Thean & Ho Ching-Ling
Monday, 30 April 2012 15:04

PETALING JAYA: Chia Song Kun, CEO of QL Resources Bhd, believes that education is an element that would turn one’s life around.

The fisherman’s son credits his rags-to-riches story to the “the transformative power of education”.

“I believe that through education we can change the lives of many for the better,” said Chia at The Edge Billion Ringgit Club’s first Meet the CEO session in Sunway University last Friday.

Chia offered students an insight into his journey from humble beginnings in the fishing village of Sungai Burong to becoming the chief of one of the largest surimi producers in Asia.

The first of 15 siblings to be educated at tertiary level, Chia not only gained a BSc (Hons) in Mathematics but also a Masters in Business Administration from the University of Malaya.

“The education I received has directly transformed the lives of those around me,” he said.

Today, Chia embodies his appreciation for education, sitting on the board of Pin Hwa High School. “Now I’m in a position to give back,” said Chia who recently aided the school in the construction of two new eight-storey buildings to accommodate more students.

Chia also revealed that his successful journey was by no means a smooth sailing one. Trial ventures into the fast-moving consumer goods (FMCG) market proved ill-suited to Chia’s forte.

Stick to what you know, he advised the budding entrepreneurs. With the right business acumen, success is sure to follow as long as one ventures into the industry that one knows best.

Contrary to common sentiment, Chia does not subscribe to the belief that successful business ventures must stem from exceptional ideas. “An average idea executed well can become a successful venture; a brilliant idea executed poorly can lead to failure.”

The audience connected well with the CEO, largely over his ability to express himself in simple but accurate terms. “Business success is not so much what you do but how you do it,” he summed up. The session drew to a close with a short Q&A session, giving the students the opportunity to pick Chia’s brain.

Tuesday, June 12, 2012


企业管理:掌握6关键 小公司变大企业●布兰森

多年来,维京在其他企业遭遇挫折的领域里开拓出许多事业。无论是航空、行动电话或金融服务,我们因专注于以更好的服务、创新与价值提升人们的生活而脱颖而出。
有时1个微小的细节就能增加我们的优势,像是定价更透明或态度更友善的员工。我们的幽默感与工作气氛也有助于吸引并留住顾客。我尝试将繁琐的行政程序减到最少,并提醒我的团队,工作和生活一样,都应该洋溢著乐趣。
关注细节服务
当你刚成立1个小事业、拥有1个充满热情的团队,不需太费力就可以保持对细节与高品质服务的关注。但当顺利建立起企业、获得成功且规模扩大后,你要怎么保有热情和对细节的关注呢?
我们必须不停改造这些事业来维持维京的创新精神,特别是当我们透过併购或内部扩张而成长时。
维京美国航空(Virgin America)是个好例子。这家航空业新贵,以高科技机队、独特的行销手法和非比寻常的机组人员而闻名,今年夏天将庆祝5岁生日,现在已经有超过 2500个员工,却没有任何成长放慢的跡象。
我们必须尽力保持公司发展初期的热忱,因此,执行长卡许(David Cush)推出了每年的“充电”(Refresh)计划,希望团队持续进步,防止他们安于现状或自满。
保创业期精神
最近我与某些快速成长的英国公司举办了1场会议,Innocent Drinks共同创办人瑞德(Richard Reed)也参与其中。他和巴伦(Adam Balon)、莱特(Jon Wright)在1998年创立这家制造果汁饮品的公司,如今年营收已达3.15亿美元,更引来可口可乐的兴趣,成为他们最大的股东。
但他们依然试图保有创业时那种创新与找乐子的精神。
在获得可口可乐大笔投资后,他们仍能维持创业精神的方法非常了不起。以下我将试著简述他们的作法,因为我相信全世界的企业家都能从他们的经验中学到许多。
首先,明瞭你的任务。Innocent的首要任务是创造有助于人们健康生活的果汁─而且要带著趣味。
其次,确认公司的基础架构正确,知道该做些什么。许多伙伴可以提供你后勤支援、基本设备和原物料,和这类供应商建立良好关系。
再来,最好先有个好的工作团队。这个目标很难在初次尝试时达成,许多小企业难以成长,正因为存在著跟不上团队脚步的成员。有时,让已无法拓展事业的资深主管离开是必要的,即使会带来痛苦。
第四,远大的目标和某些工作伦理能造就公司坚实的基础。以Innocent为例,他们专注于让世界比原先更美好一点,这个单纯却有效的想法在员工和顾客间都引发了共鸣,不论他们只有10个人或有500个人。
第五,无论你多伟大,细节代表一切。就像我向来著迷于前往世界各地旅游、造访我们的各项事业,用我的笔电和员工聊天,亲自体会每个让我们的工作经验更加独特的微小感动,Innocent也时常确认每个细节,从饮料罐瓶盖要人们享受约会的字样、到选择特殊的人工草皮作为办公室里的地毯。
最后,倾听你的客户,并在广纳意见后行动。Innocent拥有询问顾客意见的美德,且透过这些回馈与客户保持连结、帮助公司成长。
以上这几个步骤个别都不难达到。关键是需要同时做到6个步骤,才能从1家小企业发展成大企业。
布兰森 维京集团创办人