The most popular ten-year overseas experience of S

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Ten years of overseas experience of Sany Heavy Industry from 2002 to 2012. In Sany's view, the first two startups were enterprise start-ups and company listings. In the past decade, the internationalization of Sany has been divided into three stages: the export from 2002 to 2005

xiangwenbo once said: "internationalization is a tough battle that must be fought. Sany regards it as its third venture." In Sany's view, the first two startups were enterprise start-ups and company listings

in the past decade, the internationalization of Sany has been divided into three stages: the export stage from 2002 to 2005, the overseas base investment stage from 2006 to 2009 and the localization stage from 2009

in fact, if we trace back earlier, Sany's internationalization has gone for ten years. As early as november18,2001, Sany officially signed a cooperative distribution agreement with Deere company, one of the world's top 500 enterprises, opening the prelude to international strategic operation

from settling down in the world to acquiring elephants

Sany is the construction machinery enterprise that has the most guts and is the first to invest and build its own R & D and production base overseas. It is also the enterprise that has invested and built the most overseas bases and put into operation the earliest overseas bases

since 2006, Sany Heavy Industry has successively set up factories in many countries around the world: in November2006, India established factories and took the first step in the overseas base strategy; In September2007, he invested in the United States and built the factory in developed countries with construction machinery manufacturing industry for the first time; In May, 2009, the foundation laying ceremony was held in the beidelberg Industrial Park as it entered Germany; In february2010, Sany settled in Brazil, aiming at the entire South American market; In april2011, it signed a contract with Indonesia, radiating the entire ASEAN market

it is worth mentioning that these investment projects are completely different from the "small fight" of the internationalization of general enterprises. Sany aims to establish an industrial park and build it into a fully localized R & D, manufacturing and sales base. Sany's overseas expansion has since been quite different from XCMG and Zoomlion

from sowing to harvest, the process is obviously longer. Sany, who is "jealous of slowness as hatred", shows more rare patience than ordinary people

On October 5, 2009, after three years of preparation, the Indian Industrial Park was officially completed and put into operation, becoming the first comprehensive overseas base integrating R & D, manufacturing, service and logistics in Sany. In the following years, Sany American Industrial Park, Brazilian industrial park and German industrial park were successively completed and put into operation, and achieved sales

at the beginning of 2012, Sany Heavy industry achieved "marriage" with German construction machinery giant Putzmeister at a lightning speed, shaking the world

while the industry is optimistic, it can not help guessing whether Sany Heavy Industry, which has never really been involved in cross-border acquisitions, lacks experience in cross-border cultural integration

after the acquisition of German elephant, some people speculated that Sany's overseas development strategy had changed significantly. However, Xiang Wenbo made it clear that this was only a strategic acquisition that could not be met

after Putzmeister is incorporated into Sany Heavy Industry, it will form a huge joint force with its overseas industrial parks

Sany will obtain "made in Germany" products and innovations with leading technology, enrich the product portfolio, and also obtain a strong overseas distribution and service network. "As for the non verticality not greater than 0.3/1000, internationalization has been at least five years ahead of schedule." Xiangwenbo said

In September, 2011, Sany launched a cross-cultural exchange and training project, and specially invited well-known consulting companies to tailor training content for it, which was carried out in international and Chinese regions

"we start with internal lecturers. Only by cultivating a group of qualified internal lecturers who teach cross-cultural courses can we improve the training efficiency of employees in different regions." The head of Sany training department said. To this end, Sany specially conducted training for cross-cultural internal lecturers from branches in the United States, India, Germany, Pakistan and Changsha

in order to enable the trainees to fully understand the theoretical knowledge of cross-cultural communication and learn the communication strategies under different cultural backgrounds, Sany selected employees who have business contacts with overseas companies for cross-cultural training, covering R & D, marketing, manufacturing, business and other departments

in addition, Sany also focuses on providing students with opportunities to practice. The above person said: "the Sino US cultural exchange training is a good attempt. We hope that the students can learn to design strategies for cross-border negotiation in virtual scenes."

the time has obviously come to test the "localization", and the first step is how to recruit and allocate Chinese and foreign "mixed race" teams

in Sany Germany, the recruitment process is obviously different. The Chinese practice is like a parallel circuit. They tend to recruit all important positions simultaneously: both marketing managers and marketing managers, as well as service engineers. The German approach is like a series circuit, recruiting the head of the marketing department first, and then authorizing him to recruit department managers and service engineers

Sany's approach is to localize employees as much as possible. This approach began with the first Indian industrial park. At present, Sany India industrial park has more than 600 Chinese and Indian employees, of which Indian employees account for 85%. Of course, this principle also applies to other overseas industrial parks

for hedongdong, chairman of Sany Germany, the psychology of employees in Germany, a powerful country in construction machinery, is more complicated. They lack trust in the "China" brand, and there are frequent fires in North America. It is inevitable that they doubt that the Chinese brand, which is equal to low-cost and low-quality in their impression, is really going to set fire in the backyard of a traditional mechanical power

therefore, "senior executives and key employees will arrange a trip to China as soon as possible after they are hired." Hedongdong said. This is to gain their basic respect. "If they accept Sany's corporate values and culture, their communication can be based on common aspirations."

Lincoln Barker, a German employee, was impressed by his visit to China in April this year: there were as many as 100 mechanical engineering vehicles parked at the gate of Sany Heavy Industry Headquarters, while there were generally only 5 for large German manufacturers. "Most of my colleagues have worked in this industry for more than 30 years. We all think the growth rate of this company is incredible."

in addition, Sany Germany has set up "twin towers" to allow "mixed race" teams to work together. The specific approach is that each major post is set with one principal and one deputy. For example, if the financial director and marketing director are German, their deputy is Chinese. These Chinese "Deputies" act as "Transformers" between Chinese and German cultures. Their duties are to "change" the culture, work logic and communication language of the Chinese headquarters so that the Germans can understand and understand them, and then the German colleagues directly export them to the European market where the horizontal ruler is leaning against the side of the swing rod to adjust the level of the machine

it is precisely because of these experiences that Xiang Wenbo firmly expressed three points on the day of announcing the acquisition of Putzmeister, Germany: first, Putzmeister will continue to operate independently, second, the original management team will be retained, and third, no German worker will be dismissed

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