借中国宝地,再作狮吼

在诸多进军中国市场的马来西亚企业中,金狮集团绝对是其中的翘楚,它在中国的投资项目多达60个,总投入资金超过10亿美元,业务分布于中国20多个省､市､自治区,是在中国投资最多的马来西亚企业｡

成功非偶然,一步一脚印

在众多的业务当中,目前金狮集中发展三大业务,即百货零售､酿酒业及摩托车制造业,成功在中国市场抢得一席之地｡ 如果说曾在马来西亚受到重挫的金狮集团凭借中国再作狮吼,相信并不为过｡

成功非偶然,在中国的投资之路,金狮集团掌舵人钟廷森可说是一步一脚印,绝没有半点侥幸的味道｡“我们从1992年2月至1993年8月间,几乎每个月都往中国跑,到那里实地了解,一年多下来已往返中国几十趟｡”过程虽辛苦,但过去的经验让钟廷森知道,按部就班是投资的不二法则｡

钟廷森很清楚,中国地大物博,人口众多,各省份与城市都有着不同的消费模式､发展状况､地理因素及文化习性,所以详细的市场分析和研究工作不能省略｡当年他就是这样,亲自带领考察团在中国各地着手实地研究,用了一年多的时间做调整,最后选择在北京市落脚,以中国金狮百盛公司作为起跑点｡

经过不断付出,钟廷森终于清楚了解中国市场的消费偏好,比如他很清楚,北京人花费在服装上的钱比广州人高出三倍之多,原因何在?原来,虽然广州人的人均收入并不低于其它地方,但穿着都较为随便,同时广州气候炎热,因此大衣､毛衣的销量自然比不上四季分明的上海与北京｡

同样是中国城市,竟有如此大的差距,更何况是国与国?因此钟廷森一直强调,马国企业绝不能以马来西亚的尺度来衡量中国的市场与人民的购买力｡他以儿童市场说明这个问题:“虽然平均而言,每个中国家庭的儿童人数比马来西亚少,但你必须考虑一点,他们的购买力是马来西亚人的4倍｡在中国,玩具市场比马来西亚来得大,玩具也卖得比较贵,这是因为孩子人数少,因此所有人都不惜同时把薪水花费在孩子身上｡ 这些你都必须要实地了解清楚,这是一种习惯问题,而且购买力也不一样,有差距是理所当然的｡”换言之,业者必须入乡随俗｡

本着“抓紧消费群动脉”的市场策略,金狮集团以百货零售业在中国赢了漂亮的一仗,自1993年进军中国市场以来,金狮集团取得了迅速发展,在众多的业务当中,又以百货零售及摩托车制造业成绩最为彪炳,中国百盛的平均年销售额以30～35%的高成长率遥遥领先其它外资百货,而浙江钱江摩托则稳坐中国摩托市场的第二把交椅｡目前,金狮在中国的营业额占了集团总营业额的35%,很明显,中国将是金狮集团的另一个重要基地｡

立足洪流扎根发展,管理层功不可没

很多人不禁好奇,金狮集团抢滩中国市场如此成功,究竟凭何本事?

没有宏观的伟论,更谈不上什么秘诀,钟廷森将一切的功劳都归功于背后做策略规划的精英:一群有共同理念及干劲十足的管理层｡金狮旗下的员工,特别是那些奉命派驻中国企业部服务的主管人员,都有积极的态度,同时对中国文化､国情有一定的认知｡

金狮集团坚信人才培养为企业发展重要的资源,因此,充分发挥现有的管理经验,从而稳健地在中国落实“长期投资､扎根发展､持续经营”的长远目标｡“一个行业成功与否,主要是看管理层的竞争力是否比竞争者强,不是比钱多,而是讲求实力｡”在中国投资哪个行业最能赚钱?钟廷森一语道破个中玄机｡他介绍说,开始阶段金狮是以渔翁撒网的方式在中国进行投资,然而,过后的表现,就得看有关管理层的造化了｡“钱,很多集团都有,然而,只要你的整个团队干得比别人好,就能吸引顾客群的爱戴､供货商的支持｡”

事实摆在眼前,在短短的11年内,中国百盛赢得不错的口碑,在中国各地开了几十家分行,而在前年非典袭击北京时,北京市曾对市内13家百货企业的销售额进行统计,发现降幅最小的竟是北京百盛公司｡真金不怕火炼,在一片低潮中依然交出漂亮的成绩单,并且赢得口碑,百盛管理层可谓居功不小｡

员工,是一间公司的重要资产,而愿意漂洋过海到外地打拼的开荒牛更是公司策略的设计者,重大政策的推动者｡从金狮的经验可以看出,要想在中国有所建树,首先应该先花时间､金钱,好好投资在员工身上｡

The Lion Group is undoubtedly the leader of the many enterprises coming from Malaysia to develop in China market, with as many as 60investment projects with capital of more than US$1 billion and business spreading in more than 20 provinces, municipalities and autonomous regions across China. It is the Malaysian enterprise that makes the most investment in China

Success is not made by chance but on a solid foundation

Among its many businesses, the Lion Group currently concentrates its efforts on three, namely, retailing, brewery, and motorcycle manufacture, to gain a seat in China market. It is not an exaggeration to say that the Lion Group has been revitaelized in China after its severe setback in Malaysia.

Success is not made by chance. On the road of investment in China, Tan Sri William H J Cheng, the helmsman of the Lion Group, walks with the steady steps without any lucky chance. During February 1992 to August 1993, he visited China nearly once each month with the total number of trips reaching dozens in order to have first-hand information about the market, which was a hard experience for him. However, he knows from the past experiences that to follow the prescribed order is the one and only rule of investment.

He also knows that China, with its wide territory and rich resources and large population, has different consumption styles, development levels, geographical elements and cultural customs in different provinces and cities, which makes the detailed market research and analysis indispensable. He led by himself the inspection delegation to carry out field investigation across China and finally launched Parkson Department Store based in Beijing as the starting point in China after adjustment made within one year.

The efforts paid off and Cheng came to know the preference of consumption in China market. For instance, the expenditure on clothing by Beijing people is three times higher than that of Guangzhou people. Why? As a matter of fact, Guangzhou people with an average income not less than other regions prefer to dress informally and the climate in Guangzhou is hot for most of the year, that is why the sale of coats and woolen sweaters in Guangzhou is less than those in Shanghai and Beijing, cities with distinctive four seasons. Such abig gap even exists between cities of the same country, let alone between countries. Therefore, he always emphasizes that enterprises from Malaysia must not measure the China market and the purchasing power of its people with the Malaysian standard. In other words, businessmen should when in Rome do as the Romans do.

Following the market strategy of ″ satisfying consumer groups″, the Lion Group has done a great job in China with its retailing business. Since arrival in China in 1993, it has made a rapid development. The retailing and motorcycle manufacture have been the most successful among its many businesses with the annual total sale of Parkson China growing at a rate of 30-35%,leading other foreign-funded retailers in China and Qianjiang Motorcycle taking a firm second place of China motorcycle market sale ranking. Currently, the volume of business of the Lion Group in China has taken up 35% of the total of the group. It is evident that China will become another important base for the Lion Group.

Undeniable credit of the management in the development in the rapid changing market

Many are curious about the ability of the Lion Group to make such a great success in the China market. Cheng owes all the credits to the elites making strategic planning behind the scene who are the management with same mind and boundless energy. The employees of the Lion Group, especially those executives who are dispatched to work in the enterprises based in China, all have a positive attitude and certain knowledge about Chinese culture and situation.

It is the strong belief of the Lion Group to culture human resources for its future development. Facts speak louder. Within the short 11 years, Parkson China has gained a very good reputation and set up dozens of branches all over China. When the SARS hit Beijing the year before last year, a survey made by the Beijing authority showed that out of the 13 general merchandise retailers the Parkson Beijing was the one with the lowest decrease in sales volume. As the saying goes, true gold fears no fire. No one can ignore the credit of the management of Parkson when it still manages to give a good result and gain a good reputation in the overall depression.

To make achievements in China, it is a top priority to spend due time and money on employees, which is what the experience of the Lion Group tells.

(Translated by Zhang Xiaoyan)