Chen Yihong: Overseas Mergers And Acquisitions Culture Needs First

Chen Yihong, chairman of China trend (Group) Co., Ltd.

In Japan, the influence of entrepreneurs is becoming weaker and weaker, and the culture of enterprises is more and more influenced by national culture.

China is characterized by rapid social development and many opportunities, resulting in instability of people's mindset.

Employees want to be their own boss and are willing to make their own decisions - this is normal because there is such a chance in China.

But in my understanding of Japanese corporate culture, there are probably 1% or 2% employees who want to go out and behave like a boss, because they have few opportunities.

Most of the staff's mentality has been very stable, willing to serve the enterprise.

In Japan, corporate culture is more consistent, such as the trend of China.

Speaking of corporate culture, the biggest feeling for me is that Chinese enterprises should learn more and learn from Japanese corporate culture.

In the past, we didn't quite understand that a single Japanese would not compete with the Chinese, but maybe 3 Chinese and 3 Japanese would not be able to compete.

For example, if it is to negotiate, in the same industry, if China has gone to 3 enterprises that sell products, then the business will be very difficult to achieve.

Before Japanese companies go out, they will first communicate well. They tell buyers what standard products they can provide. Buyers can inspect 3 of our enterprises. Which enterprises do you think is better, and give them to businesses. They will not compete simply by price.

Because of the different stages of enterprises and enterprises, Chinese enterprises are most afraid of changing their leaders. There are many such cases.

Chinese enterprises, especially private enterprises, have changed their bosses. Can they survive?

Because in Chinese enterprises, the human factor is too heavy and the team has not been established.

But in Japan, the situation is very different. The president and general manager of Japan can often adjust, but in fact, its process, system and position are very clear.

If this position does 5 things, do these 5 things steadfastly, even if people go away, others will still do 5 things. Which things are connected with the upstream and which things are connected with the lower reaches are all complete.

The biggest advantage of merger and acquisition in Japan is that when we go to buy, even if we change the general manager, the stability of our team is still very strong.

In China, acquiring a business may change a boss to a team.

This also led us to be more determined to introduce some Japanese management processes to the trend group.

In the past, China's post responsibility system is not the real sense of post responsibility system, or the leadership will be stronger.

Maybe the Department's problem is the manager's problem. The company has a problem, that is, the general manager of the company.

In fact, in Japan, which part of the problem is going to be a problem, which is the biggest difference.

We have to adjust the ability of the post, adjust the ability of the post, and increase the ability of the enterprise.

People often say that it is very important for enterprises to find the right people first, but who is aware of the importance of the post and post process? Because in the system and process, what is more important is not that you are looking for a right person, so the business risk is too great. What does this person do? How can this person go to be a boss? What should he do if he doesn't do that? So you may not be able to keep any assets, so the Japanese enterprise has solved this problem.

When we took over Feinikesi, we changed the president. After a few months, we replaced the general manager of the project. We sent only two personnel from China, the president and the chief financial officer. The team still works well.

Mergers and acquisitions Japanese enterprises, do not want to change its corporate culture, there is no way to change, if you change the possibility that he will not do it.

More importantly, we should learn from Japanese corporate culture.

The next important task is integration. In addition to integrating the management structure between China and Japan, it is more important for Chinese companies to learn Feinikesi's business management, systems and processes.