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Founded 20 years ago, Jubang International occupies a pivotal position in China's beauty industry. He pioneered the Chinese Healthy Breast Project, is an advocate of China's "Breast Revolution" and a leader of healthy breasts.
Recently, Mei No. 1 paid a special visit to Guo Dong, chairman of Jubang, who has made many pioneering innovations in the beauty industry, such as the first to propose the word "beauty industry", the first to invent the college box, the first to propose the "brother-in-law" culture...
Within the company, he was called "brother-in-law" by many employees; in life, he believed that life was "eating, drinking and having fun", playing with luxury cars, watches, yachts, and airplanes. Mei No. 1 discussed with him the key to the growth of Jubang and its way of governing enterprises, and his sharing was frank, pure and sincere, and I believe it was deeply inspiring to many people in the beauty industry.
The following is dictated by Guo Dong, edited by i Dark Horse & Mei No. 1.
Wen | Cao Ke
The beginning of the business
In 1997, I started my business and two years later I officially founded Jubang.
In the early days of entrepreneurship, I didn't want to be a tall trading company, I just wanted to run more errands, even if it was hard, but as long as I could make money.
I graduated from the Shanghai Theater Academy and studied stage art. At that time, people who worked hard in Shenzhen would cover up their majors, learn from local tycoons, and learn the righteousness of their brothers, otherwise they would not be able to make friends, so I also temporarily threw my literary and artistic feelings into the distance.
Later, I started doing cosmetics shopping. At that time, the purchase price of a box of cosmetics was 88 yuan, and after the box design was sold to Hong Kong, a box of products sold for 388 yuan, and the profit was very high. I'll go find the source and be the supplier. Later, I found that in Dongguan, the cost price of a box of products is only more than 40 yuan, which is too good to make money, and it is more profitable than making money as a factory.
So, in order to save costs, I got more goods. Unexpectedly, the need for the goods party said no, the goods were all pressed in my hands, and I still owed a large amount of balance at that time. To be honest, I am quite scared, and manufacturers are also worried about the backlog of goods. So I went to sell the goods, but I was blind and very difficult to sell.
At this time, a Hong Konger cai jie, whom my friend knew, opened the first beauty club in Shenzhen. On the opening day, Sister Cai asked six or seven celebrities to cut the ribbon, and I went to help, and saw that she also sold cosmetics in the clubhouse, so I asked her to help me sell a little.
After Reading It, Sister Cai told me that the product is OK, but the positioning is not high-end enough, and there is no brand benefit. You can go to Hong Kong to apply for an international trademark and raise the positioning of the product.
Therefore, I combined my past experience in TV shopping, invented the box management, used the box to make the product into a systematic organization, and used the box to have a sticky relationship with the customer, and brought the box management to the professional theater line.
At that time, the beauty industry was just starting out, and there were not many templates to refer to, so I designed my own box. The box used to be two large, and then I changed it to two smaller ones. Why? Because I have seen a very popular health care product oral liquid in the United States before, each box is a row of individually packaged tubes, very hygienic and convenient, designed very carefully, customers can also carry two tubes when they travel.
In Cai Jie's beauty club, guests who make a card of 100,000 and 200,000 become members, not only can do beauty, But Cai Jie also sells cosmetics. Therefore, I gave the box to Sister Cai, and Sister Cai recommended my products to members. This marketing method of allowing guests to become members first and then send cosmetic kits is still not lagging behind.
Brand philosophy
The cooperation with Sister Cai made me truly realize the great power of stardom.
Later, I entered the beauty industry, and when I founded Jubang, I also boldly invited big stars such as Guan Zhilin, Liu Jialing, and Maggie Cheung to do endorsements, of course, the cost was also very high. However, I don't hesitate because I know that big investment can lead to high sales.
However, later, I felt that I could only ask for two at most for so much money, and it was better to spend the same money to invite more stars with lower prices, so I invited 8 people and signed a lifetime endorsement agreement.
So far, Jubang has been using these 8 stars as endorsements and has never changed. Why? First of all, the signing time is long, and the cost of celebrity endorsement is low; secondly, I want these stars to slowly grow old with the products of Jubang. As long as they are stars, they will always be my spokesperson, which is the best advertising.
Guo Dong, chairman of Jubang
I have always believed that if the corporate brand wants to be long-term, if it wants to make high-end products, the brand image cannot be easily changed, and good things can stand the test of time. For example, Moutai has been a five-star logo since the beginning, and people can think of Moutai as soon as they see the five-star logo; for example, when people see brown, they think of Hermès.
Of course, starting a business is not all smooth sailing. Especially at that time, it was difficult for beauty manufacturers and suppliers to establish a benign relationship. Why? Because the store is Party A, the beauty industry manufacturer is Party B as soon as it enters the store, it is the weak, and they will feel that they cannot earn money without the store. Therefore, they will agree to any request made by the store, so they continue to trick the ghost in the middle, and the quality is affected.
In order to enter the store and cooperate with the store, I had to rack my brains to think of a convincing set of words, and then I proposed the D&G cooperation model. What is D&G Mode? In fact, this is a set of cooperation models created by myself, D&G (D-hardware: equipment, products; software: technology, education, marketing model; G-resources: venues) is taken from my name, and now many industries call it resource integration.
In this mode, the combination of software and hardware, and the reorganization of resources, I out of technology, equipment, people, customer service, the store only needs to go out of the venue, both sides together to expand the customer, and let the old customer upgrade, the old customer with new customers. In this way, the store is very happy, because it is zero cost, but it can make more money.
In fact, the new retail model mentioned by many people today can be traced back to the D&G model.
Home culture
Today, Jubang has been established for 20 years. In the past 20 years, Jubang has been adhering to the "family culture" and treating employees as family. Because I have always believed that no matter what era, whether it is The East or the West, companies need family affection.
Some people say that corporate culture should constantly change as the company grows, and I don't agree with this view. Because culture is the foundation of a business, it cannot be changed. Some corporate cultures try to use the system to make employees not engage in family affection, do not engage in relationships, and deliberately avoid feelings between people in order to promote the system, which is actually "destroying" human nature.
Every year, jubang will invite the parents of employees to draw lottery and award prizes at the annual meeting, and this glory is closely related to their children. After the annual meeting, Jubang will also arrange for the parents of the president, general manager, director and other company cadres to travel to Hong Kong for about 10-11 days.
Therefore, many employees have been working in the company for more than ten years. Today, one of the employees who has worked the longest in Jubang has joined the staff since just graduating and is now a mother of three children. A girl who stays in a company for more than ten years is equivalent to dedicating her entire youth to the company.
In fact, our company's "family culture" is also a "big brother" culture. Because I am from Henan, my brother-in-law in our hometown is my sister's patron. Jubang is the mother's family, I am the "big brother-in-law", in the mother's family to practice the skills, in order to marry a good in-law.
Honor your mother-in-law (shop owner), care for your lover (shop employees), educate your children (franchise project), and your family is happy. In case of divorce, it doesn't matter, go back to your mother's house, adjust your state and find a good in-law. This extended the relationship between the in-laws and the mother-in-law's family, and later they simply called me "big brother-in-law", and many of the children of female employees called me "uncle" when they saw me, which was very kind.
Jubang also upholds this "family culture" when cooperating with franchisees. I call the relationship between Jubang and the franchise store "marriage relationship." Because in the process of cooperation with franchisees, there are often many problems. They have to cooperate with Jubang to do some activities, professional training, customer invitations, cycle design and a series of other work, and each franchise store must cooperate with us for at least three months.
Some stores have difficulties and come to us because Jubang's sales team is very strong and can help them solve their problems, of course, we also want them to make money by buying our goods. But many times they recognize money and do not recognize people, when the problem is solved, they kick away the giant state, and then find cheap or poor quality goods, impersonating the goods of the giant state. This practice is of great harm to the giant states.
Therefore, the relationship between the two parties is like a "marriage relationship", the children thrive and grow up, everyone is happy, but in case of divorce and return to the mother's home, adjust the state and find a good in-law.
Rules at home:
"Pass the help" competes with PK
Whether the enterprise is strong or not, family affection is not the only one, and there can be no rules because of "family culture". In terms of management, Jubang has also established some "rules".
For example, "pass on the help belt".
I do not allow the existence of "big parents" within jubang. Because of the "big parent" culture, it is easy to make old employees become conservatives, solidificationists, and as they get older, they will play the role of authority and think, "What have I not seen?" What do I not know about the company for so many years? There were more people than you back then, and now what? In addition, conservatives are too protective of the enterprise, do not allow flaws, it is easy to form a conservative hard shell, and eventually become the company's resistance, resulting in foreign new people, new things can not be integrated into the enterprise."
This is something I will never allow.
Therefore, Jubang has formulated a culture and mechanism of "passing on the help" and constantly introducing new people. After all, since ancient heroes out of youth. I often stress to executives that as a leader, if you can't find a young person who is stronger than yourself, you can't do it. If the family wants to be strong and prosperous, it must have rules, and there must be a steady stream of new people coming in.
In terms of specific mechanisms, we will divide employees into different levels, such as I am the chairman of the board, the president is in charge of the president; the president will be in charge of the general manager; the general manager will be in charge of director A, director B, director C... Every time you are promoted to a higher level, the higher level is the next level of the master sister. The badge on each person's uniform is different, and each sister must bring her sister to do the passing belt.
For example, the PK competition mechanism.
Why should I introduce the PK mechanism into the company?
In 2003, when I watched "Happy Base Camp", I found that everyone was very happy when playing PK games, and I was very happy, and then I introduced this mechanism into team management, so that internal competition became PK culture. This competition is a happy competition, not a life-and-death competition.
In terms of specific mechanisms, the first is the same level PK, the PK process to attract votes; secondly, A and B can not compete continuously. In the second competition, A can choose the C competition of the same level. In this way, competition is fluid and benign, and the phenomenon of internal ganging and intrigue is eliminated. Moreover, this PK culture can also promote employees to insist on learning every day and dismantle the "girlfriend culture".
In the big family of Jubang, I ask my children to be loyal, simple, and filial, which can also maximize the benefits of the project and business model. Jubang only does high-end products, high-end products have high profits, and high profits can allow children to form a simple and happy good family, forming a virtuous circle.
In addition, we have designed a lot of fun things, which look small and tall, but can catch people's hearts at once.
For example, in addition to paying employees every month, Jubang will also pay "subsidies" to employees' parents, which we collectively call "living expenses". Why is it called "living expenses"? Because jubang is home, the money in the family is "living expenses". Therefore, every employee must give money to their parents and children, and employees cannot spend money secretly. We divide the money very finely, and the finances check it.
For example, employees have to check their emotions every day and rate them every hour. If there is no mood check, draw a TR line to observe the changes in your mood and find the pattern when your mood is not good. In this way, when A is in a bad mood, find a good mood B team and work emotionally complementarily. As a result of the emotional self-test, employees have also become more subconsciously self-disciplined when working with each other.
Jubang is not listed
Many people say that Jubang's "family culture" has an impact on the company's expansion and listing, but I never thought of listing Jubang.
Because I position myself as a small boss in a small industry. Although it sounds like Jubang can definitely do tens of billions, hundreds of billions, but it itself is still in the service industry, no matter how large you are, no matter how high the performance, no matter how many personnel, is it useful? This does not solve the essential problem, because your business is the service industry, and the possibility of the service industry becoming bigger is not very large. There is no particularly large service enterprise in the world, and there is no luxury goods company in the world that is particularly large. Therefore, it is not a good thing to praise your own company too much.
Doing business is the same as passing home, you have to learn the world's top 500, learn general, learn Ali, I do not agree. I've taken a lot of MBA courses and Taught companies how to IPO. I think we should learn with a critical mindset, otherwise blind worship will easily lose ourselves.
If the founder wants to make the company bigger but can't achieve it, it can easily lead to the company going astray. For example, enterprises produce a product, according to the original rhythm and method is very good, but in order to increase the added value of the product, they began to consider the upstream and downstream, do packaging design, and even chase new technologies, the result gradually evolved into the use of various tricks on the terminal "fool" consumers. For example, many internet companies, e-commerce companies, and micro-business enterprises that are rising very quickly today have said a lot of lies.
In fact, whether the company is listed or not is a matter of the founder's personal lifestyle choices.
Why don't I want Jubang to go public? Because I found that the owners of listed companies live without us small businessmen, too many people are distressed by going public, and they dare not talk and play. Some people even go public for the sake of going public, constantly buying shells.
Moreover, many public company owners are prone to self-limits. After companies go public, their work revolves around the "listing - restructuring - doing finance" endless cycle, and even every time they play the ball, they are talking about these three things, which I think is boring.
I will pressure the performance of Jubang every year, in the past, the performance should not exceed 30%, and now it must not exceed 15%. Why? Because as long as the performance soars, there will be various problems. Many founders are unhappy because they stare every day at how to double their performance. People who have been staring at money must be unhappy. Making money is very important and can satisfy many hobbies, but you must not let yourself be a slave to money, and people cannot lose their pursuits and happiness at any time.
Of course, if the company is not listed, then the founders have to consider whether their ambitions match their desires. I often say that if you have great ambitions, you can start a business after learning the skills. If you are ambitious but not listed, it will be very painful, after all, men like to compare, and all pain comes from comparison. In fact, as long as there is no comparison, wealth is completely enough.
Of course, not comparing may lead to a weaker ambition on the part of the founder. You ask employees to be sunny, enterprising, and innovative, but you are conservative and conservative, and you are slowly disconnected from the company.
*This article was originally published by i Dark Horse's Mei No. 1, author: Cao Ke. i dark horse, let entrepreneurs no longer be lonely.
i dark horse, let entrepreneurs no longer be lonely.
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