The appointment of the German public made Su Weiming renewed by the people.
At the end of last month, Su Weiming, executive vice president of Volkswagen Group (China), was officially appointed as the executive vice president of Volkswagen AG in Germany. He is also the president of commercial operations of Volkswagen Group Greater China and ASEAN countries, and a director and executive vice president of Volkswagen Group (China). President, Chairman of Volkswagen (China) Sales Co., Ltd. This means that Su Weiming, 47, has officially entered the global core management of Volkswagen Group.
The heated debate behind Su Weiming's job promotion is on the one hand, as the most successful auto company in the Chinese market, the public's every move has attracted much attention; but the more important one is Su Weiming’s status as a Chinese. As a Singaporean Chinese, Su Weiming is not only one of the highest ranking Asian executives in the history of the German public, but also the highest ranking Chinese representative of multinational automotive companies in the automotive industry.
For the bold appointment of the Volkswagen Group, it not only embodies Su Weiming's extraordinary ability, but also reflects the importance of the Chinese market to the public. At the same time, his promotion is closely related to Volkswagen's performance in China. In particular, the public's remarkable achievements in the Chinese market in recent years have proved the success of the mass-China strategy he dominates.
As we all know, since entering the Chinese market, Volkswagen has begun to implement its localization strategy in this market. In recent years, this localization strategy has been thoroughly implemented by the public, whether it is the introduction of public technology, Or the launch of models, or even branding, has been talked about in the industry. But another point that is easily overlooked by the industry is how, behind these brilliant achievements, the public is implementing its talent localization strategy in China. Su Weiming’s superiority is precisely the most direct embodiment of this strategy.
In the development of modern enterprises, talent can be said to be the most important part of the survival and development of an enterprise. For enterprises, no matter whether it is the decision-making of the enterprise management or the implementation of the strategy that affects the development of the enterprise, it is always the role of the talented person. It is increasingly recognized that the key enterprises for the development of talented people will grow faster and stronger, and the experiences of multinational companies that are at the forefront will be able to illustrate this point. For example, employees' welfare is best known as Google, Microsoft, etc. The giant, the turnover rate of its employees is very low. In the automotive industry, the importance of talent is more critical to the development of the company. Whether it is in the R&D, production, or sales of automobiles, having outstanding talents often determines the development prospects of auto companies. It is the recognition of the importance of talented people and their eagerness for talents. Li Shufu, known as the "industrial madman," invested in the establishment of his own Geely University, and continuously sent a large number of talents to Geely Automobile; relying on and playing a key role The role of talent, Li Shufu can achieve the integration of Volvo.
For multinational auto companies entering the Chinese market, it is even more important to play a good role in talents if they want to gain a foothold in the Chinese market and achieve the success of corporate strategy, especially localized talent. The most fundamental reason lies in the cultural differences caused by the uniqueness of Chinese culture, which is difficult for foreign talents to understand. In fact, the use of local talents precisely enables transnational auto companies to avoid the strategic risks caused by these cultural differences: First, due to differences in Chinese and foreign cultures, local management personnel know the Chinese market better, understand consumers, and know how to use local culture. Marketing; Second, once the foreign strategy can be understood, the ability to execute local talent is stronger.
In many multinational auto companies, due to the limitations of local talents in the past and the fact that foreign brands can hardly trust local talents, transnational auto brands appear to be extremely cautious about employing people after entering the Chinese market. However, there are also some multinational companies that are more open in their use of local talents. For example, Volkswagen, General Motors, and Toyota, which have been at the forefront of the market, are often successful companies that have done well in the localization of talent. They are also successful in the Chinese market.
Compared with the general public, GM on the scale of the domestic market can be truly outstanding and popular with the public is also very good in the use of local talent. At the end of November of this year, GM announced that from January 1, 2014, Qian Huikang, currently vice president of product planning, project management and China Strategic Alliance of the General Motors China and United International Operations Department, will formally assume the position of president of General Motors China. This is also the first local executive in the history of GM China. Toyota has been implementing Toyota's strategy in the Chinese market in recent years. It is Dong Changzheng, executive vice president of Toyota China. The local Chinese is leading Toyota to implement its localization strategy in China. Also in the Chinese market, relying solely on luxury imported models, Lexus has more say in localizing talents. The well-known executive executive of Lexus, Zeng Lintang, is a Hongkonger, and current Lexus Chinese secondhander Lang Lixin is also a local Chinese. . Looking back at the joint ventures that have developed well in the Chinese market in recent years, Dongfeng Nissan is also an obvious example. Nissan’s reuse of Ren Yong has made Dongfeng Nissan the best-developed Japanese joint-venture vehicle company.
Analysts believe that many companies are now talking about localization, including localization of technology, localization of strategy, etc. However, the localization of talent is easily overlooked in these localization. The big reason for this status is that multinational car companies do not trust or cautiously maintain the local talents. Judging from the actual market, in addition to the multinational auto companies' own technology and product competition, the cautious and conservative enterprises are faced with even greater difficulties in their subsequent development, and the role of good local talent in this regard is even more apparent. It is important. In fact, the re-use of local talent not only reflects the courage of multinational auto companies' localization strategies in China, but also tests the wisdom of these companies.
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