In 1992, Huang Haifeng, a university graduate, entered a mold processing factory to become a mold apprentice. In the next three years, he not only mastered the design and production technology of stamping dies and injection dies, but also laid a solid foundation for the market development of Lier Electric and the character base that is not afraid of difficulties.
At the beginning of the business, the company is personal and serves the family. However, if it develops to a certain extent, she will face higher pursuits. Today, Lear has to serve all employees, but also to serve the society and to do its part for the development of the national economy.
——Huang Haifeng
In 1995, Huang Haifeng entered Lier Electric as a business assistant, mainly responsible for assisting Wenzhou district business managers to develop and maintain the city.
In 1996, Huang Haifeng took the initiative to apply to the newly established Lear Electric Shanghai Sales Branch. During the period, he was mainly responsible for the development and maintenance of the suburban county market in Shanghai, and established a preliminary sales network in the suburban county (district) market.
In 1998, he was promoted to the manager of Shanghai Branch. Huang Haifeng started a new round of market campaign. He led the team to actively expand the Yangtze River Delta market and established a sales network in most markets between Hangzhou and Nanjing. Huang Haifeng said that during that time, it was a period of rapid improvement in its business capabilities. From the annual sales of more than 1 million Shanghai companies in 1996 to more than 8 million in the peak period, he was responsible for establishing a full-time engineering market. The team, which has seized a place in the Shanghai engineering market, has made some breakthroughs in major projects. It is worth mentioning that the decoration of the top five small spheres in the late Pearl of the Orient has used Lear products, which also brought to other branches and offices of the company. Experience that can be learned.
In 2003, Huang Haifeng was commissioned by the company's board of directors to investigate the investment and entrepreneurial environment in the surrounding markets. He has visited several industrial parks such as Jinshan, Qingpu, Songjiang, Baoshan, Jiaxing, Huzhou and Suzhou. In the end, he recommended to the company the Kunshan Hi-Tech Industrial Park where the Kunshan company is located. When Kunshan was founded in 2004, he was promoted to the general manager of Lear (Kunshan) Co., Ltd., responsible for the overall operation and plant infrastructure of Kunshan. Lead the team to actively prepare for the company's preliminary issues, including plant, workshop layout, staff recruitment and training, supervision of infrastructure work and good relations built locally.
Huang Haifeng believes that during the start-up period, Lear is a personal enterprise and serves the family. However, it should be said that it has a higher pursuit. It hopes to serve all employees and serve the society. Do your part for the development of the national economy.
In recent years, many companies in the industry have recognized their own shortcomings, and are paying close attention to internal management and diligent internal training. The same is true for Kunshan Lear. At the beginning of its establishment, it focused on its own management and basic work, and established a large number of rules and regulations to restrict and improve the quality of employees. At the same time as the strict implementation system, the company also advocates humanized management and special care for some extremely difficult employees. In 2006, the company established an internal charity fund, which was donated by companies and individuals to help destitute employees and help sick employees. The company has always hoped that all employees will use Lear as a common cause to fight, and the company's board of directors also clearly stated that it is willing to put corporate interests first, not directors' interests. Since its establishment, Kunshan has continuously absorbed talents. At the same time, the company will conduct regular work evaluations for each employee. If the performance is excellent, the company will give opportunities for improvement. For example, if it is rated as a model employee in the evaluation, the company personnel department will formulate a special internal growth and improvement plan for it.
Lier has experienced more than 20 years of market baptism and has experienced a period of domestic sales, export sales, internal and export sales, and has a certain understanding of the industry market. The domestic market is huge. Relative to the export market, the profits are relatively rich, but the domestic market is fiercely competitive. Foreign electrician brands and local high-end products occupy the first-tier cities. Many middle and low-end brands are separated in other regions, and in many cases some competitors will adopt some informal methods to participate in competition. In addition, the country is currently not adequately supervised on quality and other aspects, and often is in an asymmetrical situation. Competitive state. In addition, the domestic market
The marketing expenses are too large. Some enterprises are vigorously engaged in the market. At the end of the year, they find that there is no profit or even loss at all. Of course, it is not because the market is incapable, but rather puts higher requirements on the marketing level of the company: to ensure the quality of the products, we must constantly introduce new ones; to quickly open up the popularity, expand sales, and at the same time avoid price transparency, In order to ensure the interests of dealers; channels should be as short as possible, to increase the support of the terminal, but also to avoid too large marketing agencies, control marketing costs.
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