In Shanghai Hongqiao Airport Economic Zone, a “very German†building rises. On April 20, 2011, witnessed by Franz Fehrenbach, Chairman of the Bosch Group, Bosch China's new headquarters building with an investment of 980 million yuan was officially opened.
As the largest regional headquarters in the Asia Pacific region, it will provide "unified office" for the three major business units in China (automotive technology, industrial technology, consumer goods and building intelligent technology). It is clear that Bosch China's new headquarters is for this year Anniversary of the Bosch Group's "Celebration" and presented a generous gift.
"The completion of Bosch's new China headquarters building reflects Bosch's high confidence in the future development potential of the Chinese market and Bosch's commitment to long-term development in China." From the perspective of Philip Brunbach, from renting office buildings in Shanghai to investing heavily in building their own The office building is not only the difference in office form, but it is the evidence that Bosch deepens the development strategy of “rooted locality and service locality†in China.
The third largest market
Recently, Bosch conducted a survey in China, which revealed that nearly two-thirds of the Chinese people know the Bosch brand.
For this reason, Fehrenbach was quite satisfied with the popularity of the Bosch brand in China. In his view, the high growth of Bosch's performance is behind the increase in the popularity of its brand in China, not only benefiting from the prosperity of the Chinese auto market in recent years, but also Thanks to Bosch's deep cultivation of the Chinese market for a century.
In 2010, Bosch's total sales in China exceeded 37 billion yuan, an increase of 36% year-on-year. Although the performance of the Chinese market is still less than 10% of Bosch's global sales, in the past four years, the Chinese market with an average annual growth rate of more than 30% has been able to "take the lead" in Bosch's global map. In 2010 sales, sales of automobile business reached 23.3 billion yuan, a year-on-year increase of 38%. It can be seen that in the longer-term future, the top priority in supporting Bosch China's performance will be the snowball-like growth of the automotive business. It is because of the strong growth of the automobile sector that China has become Bosch's third largest market after Germany and the United States.
Previously, Bosch Group expects its share of auto parts in the Asia-Pacific market to increase significantly in the next few years. In 2010, Bosch's sales in the Asia Pacific region totaled 11 billion euros, a year-on-year increase of 9.9%. In contrast, China's performance is relatively strong enough to eclipse other overseas markets. In fact, China’s business accounted for one-third of the entire Asia-Pacific region, which also proves that this rapidly emerging market is “a serious taskâ€.
Feirunbach has been deeply impressed by the importance of the Chinese market for Bosch. "The completion of Bosch China's new headquarters building reflects Bosch's high confidence in the future development potential of the Chinese market and Bosch's commitment to long-term development in China." Fehrunbach said that although it is not stated explicitly, the Chinese headquarters building will be changed to the Asia Pacific region. Headquarters, but in its statement also stated that the functions of some departments in the Asia-Pacific region as a whole have been put in China. At present, China’s headquarters has assumed a lot of responsibilities, and many departments in China have already covered the markets outside China.
Local elites are superior
It has been difficult for senior executives of multinational car companies to open up for local elites. Bosch has early realized the great advantages of local elites' familiarity with the market, the grasp of their national conditions, and the control of the Internet and public opinion.
“In the past few years, Bosch has been planning to look for talented local executives in China.†But when localization of senior executives is implemented, Bosch has no specific time plan. It only starts to reserve talents. Chen Yudong, who has just been promoted to President of Bosch New China, said: "The reason why I joined Bosch is that its management model has a long-term strategic vision."
When Chen Yudong joined Bosch in 2007, Bosch sent him to Stuttgart, Germany, where he served as Vice President of Gasoline Engine Division of Bosch's global automotive business unit. Chen Yudong did not know anything about the later arrangement. In Chen Yudong’s work contract with Bosch, he did not specify the specific positions and departments he will return to in the future. In the 15 months of working in Germany, Chen Yudong, like the head of Bosch's other departments, was responsible for the specific business every day and took the opportunity to understand the structure and culture of Bosch.
Before returning to China, the predecessor of Chen Yudong’s post, Bosch’s vice president of automotive business in China, suggested to the headquarters that the future successor should be a Chinese. In May 2008, Bosch China's vice president of automotive business returned home. Two months later, under the arrangement of the headquarters, Chen Yudong took over this position and the specific work content is the automobile OEM sales in China.
Two years later, at the end of 2010, Bosch announced that Chen Yudong took over as the retired Peng Deyuan and became the new president of Bosch China. According to Bosch's plan, in the next few years, more local talent will appear in the top management team in China.
It is undeniable that the rapid development of the Chinese auto market and independent brands has, in a sense, accelerated the localization of multinational companies including Bosch.
A year and a half of advanced studies in Germany was very helpful to Chen Yudong. In his opinion, localization is not about whether it is Chinese or foreigners. The most important thing is localization of decision-making power. If foreigners like China very much, they should follow China's thinking and support localization. They must also be doing well in China.
Standing on the Bosch New China headquarters building, Chen Yudong laughed and said that their customers complained that Bosch's engineering changes were too old-fashioned and just as lawful as the building. This was discovered after Chen Yudong joined Bosch and he was reluctant to take advantage of the entrenched corporate culture. Big risks make any big engineering changes.
What Chen Yudong is doing is trying to improve this point. If the changes do not affect the quality, the time can be shortened and the speed can be increased.
"Chinese people pay attention to quality in Germany. This DNA cannot change," said Chen Yudong.
Bosch, who has a clear understanding of domestic policies, will not be localized because of technical barriers, and will actively localize according to customer needs. Obviously, rooted in the Chinese market, this is tantamount to sitting on tens of billions of dollars. Business opportunities.
ã€Q&A】
Chen Yudong spent 12 years as an area top engineer from Bosch China. Recently, the reporter interviewed Chen Yudong and shared his management experience with him and his views on the fast-growing Chinese market.
Q: How will you burn three fires when the new official takes office?
A: I'm not preparing for a fire, I'm not ready for a revolution. I like to improve a little bit every day. Like Bosch, I'm a person who doesn't like turbulence and large-scale changes. Now we move into the building and I can take the shuttle bus to work. However, the staff reflected that there are still some roads from the subway to the shuttle bus. Can several people organize a shuttle bus to design several routes? I look at this to make employees happy and satisfied. This is progress.
Q: At the beginning of transnational corporations to China, they hoped to get to the market through technology. Of course, China also hopes to exchange technology through the market. In a forum, some experts pointed out very sternly that the Chinese market has not changed to real technology as originally thought. . Can you talk about how Bosch, together with Chinese companies, has contributed to the growth of the Chinese market?
A: The main engine factory should be integrated brand and sales, mainly to do four major processes. Such as electronic control technology, no OEM in the world does not do through the supplier. How to define and master the core technology, I think that only the master plant mastered the emission and safety, he mastered the core technologies, including Chinese-oriented foreign companies, and the OEM should consider how to maximize their own benefits and use the most advanced and appropriate Technology to do their own thing.
Q: Your judgment on the Chinese market has always been very unique. There are also many dealings between Bosch and domestic car manufacturers. Do you comment on the development of domestic independent brands over the past few years and the differences between joint ventures and foreign brands?
A: I have been dealing with joint venture brands since the day I returned to China, and the one I have done most is my own brand. I think this is not the case again in another 20 years. For example, the development of twin-turbo technology will take several years. It is not realistic to make it in the short-term. Do not think that the independent brand does not have a status, such as SAIC-GM-Wuling, it is a benchmark, because of high cost performance. The lack of self-owned brand is now the accumulation of brands. This is not a year or two that can be made, but it can be seen that they are now strengthening their pursuit of quality and requirements.
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Made in Germany in 125 years
In 2011, Bosch celebrated its twin anniversary, the 125th anniversary of the establishment of Bosch and the 150th anniversary of the founder of Robert Bosch. Mr. Franz Ferenbach, Chairman of Bosch Group stated: “Our customers and every user who has used Bosch products have played an important role in the successful development of Bosch for 125 years.â€
Robert Bosch
On September 23, 1861, Robert Bosch was born in Albeck near Ulm in southern Germany and founded the "Precision Machinery and Electrical Engineering Workshop" on November 15, 1886. At the time, electrical engineering was still in its infancy, and Mr. Robert Bosch was keen to explore its enormous potential. The enthusiasm for technological innovation has become a driving force for his entrepreneurial success.
The principles and values ​​of Robert Bosch, the founder of the Bosch Group, profoundly influenced Bosch's corporate culture. The principle of his “failure to lose, not lose†is also a guideline for his business operations. Today, 125 years later, many of the core concepts of Mr. Bosch, such as "honest, credible and legal", have become the value foundation of the Bosch Group's corporate and social responsibility. Robert Bosch is both an inventor and an entrepreneur. Under his leadership, the Bosch Group has conducted a series of technological innovations that have made people's daily lives increasingly safe, comfortable and efficient. Robert Bosch has made many important company strategic decisions, one of which is to cultivate the company's international influence and successfully establish Bosch's global manufacturing and marketing network.
The 125th anniversary of the Bosch Group
In 1897, Bosch invented the low-voltage electromagnetic ignition device to unveil the continuous innovation of Bosch. In 1902, Bosch succeeded in introducing high-voltage electromagnetic systems. In 1913, it introduced automotive lighting systems. Bosch explored and invented a series of innovative products and solutions including electronic starters, horns, wipers, power brakes and directions. Indicator light. Today, high-tech innovation and high-quality products have become the key to Bosch's success.
Technological innovation and excellent quality have provided strong support for the international development of the Bosch Group. As the world's leading supplier of technology and services, Bosch has more than 350 subsidiaries and regional companies in more than 60 countries around the world. In 2009, total sales outside Germany accounted for 76% of Bosch's global performance. Today, Bosch has more than 280,000 employees worldwide. The establishment of a wide range of regional and business branches is part of Bosch's international development, manufacturing and marketing strategy. Bosch's global business strategy has effectively strengthened Bosch's innovation capabilities and international competitiveness.
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