Vanke Co., Ltd., established in May 1984, is currently the largest professional residential development enterprise in China. In 1988, Vanke entered the housing industry. In 1993, the development of mass housing was identified as the core business of the company. In 26, its business covered more than 2 cities focusing on the economic circles of Pearl River Delta, Yangtze River Delta and Bohai Rim. After years of hard work, Vanke has gradually established its competitive advantage in the residential industry: "Vanke" has become the first national well-known trademark in the industry.
it is Vanke's greatest feature to lay the foundation with ideas and put morality and ethics above commercial interests. Vanke believes that adhering to the bottom line of value, rejecting the temptation of interests, insisting on obtaining fair returns from the market with professional ability, and devoting to the construction of standardized and transparent corporate culture and a steady and dedicated development model are the cornerstones of Vanke's success. With its performance in corporate governance and ethical standards, Vanke enjoys a constant reputation.
excellent corporate culture
Vanke has positioned itself as a leader in the real estate industry in China. Vanke is equal at home and open to the outside world, and is committed to building a "sunny system". Vanke regards talents as capital and advocates a "healthy and rich life". Vanke's corporate culture case is highly praised by the industry.
when enterprises compete to a certain stage, the differences between enterprises will be directly reflected in corporate culture. In fact, corporate culture largely reflects the ideological realm of an entrepreneur. From the corporate culture of Vanke led by Wang Shi, we can see that corporate culture is inseparable from the rich humanistic feelings from the perspective of entrepreneurs. Vanke's "sunshine-illuminated system" has made its "creating a healthy and rich life" a reality, and the ideological realm of entrepreneurs is affecting the health and progress of enterprises.
corporate vision
"becomes a continuous leader in the real estate industry in China". In order to achieve this vision as soon as possible, Vanke requires itself to work hard in the following aspects:
1. Constantly study professional technology to improve the living standard of Chinese people;
2. Always provide customers with residential products and good after-sales service that meet their needs;
3. Show the humanistic spirit of "pursuing perfection" and become the representative of realizing ideal life;
4. Develop the company's business rapidly and steadily to achieve scale effect;
5. Improve efficiency and achieve first-class profitability in the industry;
6. Establish a brand and become the most famous and trusted enterprise in the real estate industry;
7. Have the best professional and management personnel in the industry, and provide them with the best development space and the most competitive salary;
8. Establish the image of outstanding emerging enterprises with honest and rational business behavior;
9. Provide investors with ideal returns.
Enterprise tenet
"Building unlimited life". Purpose has several meanings:
1. For customers, it means understanding your life and creating an ideal space to show yourself;
2. For investors, it means understanding your expectations and returning a satisfactory ideal income;
3. For employees, it means understanding your pursuit and providing an ideal platform for self-achievement;
4. To the society, it means understanding the needs of the times and establishing the ideal image of a modern enterprise.
Core values
"Create a healthy and rich life". Core values include several aspects:
1. Customers are Vanke's eternal partners
◎ Customers are the scarcest resources and the whole reason for Vanke's existence.
◎ Respect customers, understand customers, continuously provide products and services that exceed customers' expectations, and guide an active and healthy modern lifestyle. This is the concept that Vanke has always adhered to and advocated.
◎ In the eyes of customers, every employee of the company represents Vanke.
◎ 1% of employees' mistakes are 1% of losses for customers.
◎ The most important criterion to measure the success of employees is the degree of customer satisfaction.
◎ grow with customers and make Vanke perfect in complaints.
2. Talents are Vanke's capital
◎ People who devote themselves enthusiastically and do their jobs well are the company's most valuable resources.
◎ Respecting people and creating a harmonious and passionate environment for outstanding talents are the primary factors for Vanke's success.
◎ Vanke respects each employee's personality, individual wishes and right to choose; All employees are equal in personality and in the face of development opportunities; Vanke provides a good working environment, creates a harmonious working atmosphere and advocates simple and sincere interpersonal relationships.
◎ The professional manager team is the concrete embodiment of Vanke's talent concept. It is an important mission for Vanke to continuously cultivate a professional, passionate and creative team of professional managers.
◎ Vanke advocates "healthy and rich life". Work is not only a means of making a living, but also can bring us happiness and a sense of accomplishment. Outside of work, we encourage all employees to pursue physical and mental health, family harmony and great enrichment of personal life.
learning is a way of life.
3. "Sunlit System"
◎ Vanke is equal at home and open to the outside world, and is committed to building a "Sunlit System".
◎ specialization+standardization+transparency = Vanke.
◎ Standardization, honesty and enterprising are the management methods of Vanke.
◎ Vanke encourages all forms of communication, advocates information sharing and opposes black-box operation.
◎ Vanke opposes any form of bureaucracy.
4. Sustained growth and leadership
◎ Vanke has positioned itself as a leader in the real estate industry in China.
◎ Pursuing sustainable growth with quality and efficiency through market innovation, product innovation, service innovation and system innovation is the only way for Vanke to lead the industry and create a rich life.
◎ In the new economic era, Vanke should be big and small, flexible, forge ahead, always with ideals and passion, and continue to exceed its own achievements and customers' expectations.
it is Vanke's basic value concept to devote itself to building a "sunshine-illuminated system" and adhere to a standardized, honest and enterprising management approach. When other developers put forward less than 4% of the profits, Vanke made it clear that more than 25% of the profits would not be earned. Vanke does not take profit as its sole goal, and does not simply provide shelter for customers, but participates in the process of urban growth and urban cultural construction, and adheres to the mission and ideal of being responsible for the city and future generations.
Vanke's culture has always adhered to simplicity, standardization and transparency. Vanke will never ask employees to adopt different values and codes of conduct inside and outside the company. Vanke adheres to the concept of "talent is Vanke's capital", so that employees have always maintained an equal and win-win relationship with companies, customers and partners. For more than 2 years, Vanke has maintained its position as a leader in the industry and achieved the stable development of the enterprise, among which Vanke's one carat culture is a powerful supporting factor.
embodiment of 1 carat culture
For more than 2 years, the people-oriented management thought embodied in Vanke's 1 carat culture has gradually penetrated into daily management work. Vanke has always advocated "healthy and rich life" and attached importance to the balance between work and life; Provide employees with space and opportunities for sustainable development; Advocate simple interpersonal relationships and strive to create a working atmosphere that can give full play to employees' talents. Through continuous exploration and efforts, Vanke has established a team of professional managers who are passionate, loyal to their duties, professional and diligent, and has formed a company atmosphere of pursuing innovation, continuous progress and vigorous progress, as well as a unique way of employing people. Practice has proved that the principle of employing people displayed by Vanke's one carat culture is the motivation for Vanke's steady development over the years.
Cultivating a sustainable team of professional managers
Vanke's search for talents and its magic weapon to attract talents are based on the numerous opportunities that the company's own development can provide to employees, but the most important point is that "Vanke's idealistic corporate culture is an irresistible temptation for professional managers".
Zhang Peng, who graduated from Shanghai Jiaotong University, admitted that when he was looking for a job in 2, he gave up his job opportunity in Shanghai and chose to come to Vanke, which was a touching sentence for Vanke-"devote himself to training professional managers".
Vanke's talent concept is a fairly complete system, the most important of which is to train professional managers. The basic requirements for talents are all around this concept. The concept of "occupation" is "to make a living and be good at it", and professional managers naturally want to make a living and be good at management. From junior management to decision-making management, all managers form the team of professional managers, who undertake the main management tasks of the company.
Vanke's human resource management model shows that professional managers are the support of Vanke's development.
Vanke believes that the professional manager is the fourth element necessary for the survival and expansion of modern enterprises, that is, the entrepreneurial talent based on the investment of human, financial and material resources. For this reason, Vanke put forward the "Year of Professional Managers" in 1998 to train and develop professional managers in order to realize the sustainable development of professional managers in Vanke and promote the improvement of the management ability and management ability of the whole company. In the management structure, the company is committed to standardized management, and through a series of measures such as reasonable authorization, it has created a broad space for directly transforming the professional quality of professional managers into productivity and provided institutional guarantee.
Vanke entrepreneurs have completed the orientation of transforming into professional managers very early, and established a perfect manager system within the enterprise very early, thus avoiding the conflicts and shocks among the founding partners of many private enterprises, making the management team stable for a long time, and forming a systematic manager culture. Rational entrepreneurs and excellent professional managers team enable Vanke to concentrate on management, do detailed work and do thorough work, not only accumulate advantages in the local area, but also build an efficient system of cross-regional management. Classic case of well-known corporate culture 2
Wal-Mart: Respect everyone
"Sam can be regarded as the greatest entrepreneur in this century. The Wal-Mart corporate culture he established is the key to all success and is unparalleled. " Harry Cunningham, the founder of Kmart chain stores in the United States, commented on his competitor, sam walton.
Customers are God
In Wal-Mart's view, customers are God. In order to provide consumers with good quality and low price goods, Wal-Mart not only tries to reduce operating expenses to benefit consumers through the organizational form of chain operation and high-tech management means, but also tries its best to save expenses from all aspects. It is common for large American companies to own special planes, but more than a dozen special planes of Wal-Mart are second-hand. Large American companies generally have luxurious office buildings, but Wal-Mart's headquarters has always been located in bungalows in remote towns. Although the founder of Wal-Mart is rich, he only goes to cheap barber shops for haircuts. The current chairman is now the richest man in the world, but his office is only 12 square meters, and the furnishings are very simple, and the office of the president of the company is less than 2 square meters. The message that these practices convey to consumers is that Wal-Mart always saves customers every penny.
In order to provide consumers with excellent service, Wal-Mart has tried every means. Wal-Mart requires its employees to abide by the principle of "three-meter smile", call customers by their first names as far as possible, and smile can only show eight teeth.
Respect for the individual
Wal-Mart not only emphasizes respect for customers and first-class service, but also emphasizes respect for everyone in the company and adheres to the principle of putting people first.
Within Wal-Mart, although there is a clear division of labor among employees at all levels, there is little discrimination. A former vice chairman of the company once said, "We are a group of dedicated and hard-working ordinary people who come together to achieve outstanding goals. Although we have different backgrounds, skin colors and beliefs, we firmly believe that everyone should be treated with respect and dignity. "
In Wal-Mart, employees are the greatest asset. They have a special policy to treat employees. They are called collaborators and colleagues instead of employees. Front-line employees can talk directly with supervisors and even presidents without fear of retaliation. Employees are proud to wear the badge of "Our employees are different", which fully embodies the unique marketing connotation of Wal-Mart. Wal-Mart attaches importance to the spiritual encouragement of employees, the development of employees' potential, the cultivation of employees' quality, the suggestions of every employee, and the establishment of a harmonious atmosphere within the enterprise. It is these values that make employees feel that they are an important member of the company, just like being in a big family in the company. It is also in this way that Wal-Mart can unite its employees, give full play to their collective strength, and be willing to contribute to the company's own big family.
Public Servant Leadership
There is rarely a hierarchical atmosphere in Wal-Mart. sam walton, the founder, is very happy to be with employees, talk about some issues or give a speech, and convey the values he advocates to employees. Today, Wal-Mart's managers at all levels still carry out the traditional corporate culture, and managers are considered as "public servant leaders".
The "public servant leader" of Wal-Mart always puts communication with employees in the first place. They serve every employee, guide, help and encourage them, and create opportunities for their success. Therefore, the "public servants" of Wal-Mart do not sit behind their desks and give orders, but come out and communicate directly with employees, and deal with relevant problems in time to implement "walking management". Although there are doors in their offices, the doors are always open, and some store offices don't even have doors, so that every employee can walk in at any time and put forward his own opinions.
motivating employees
Wal-Mart uses encouragement instead of criticism or punishment in dealing with employee relations. If employees do a good job, they will praise their good performance: "You did a good job!" If employees do something wrong, they will say to them, "You will do better in another way!" "
according to the regulations of Wal-Mart, all subordinates are called "partners" instead of "employees". Wal-Mart has formulated policies to share operating results and responsibilities with employees, so that employees have a sense of responsibility and participation, such as profit sharing, employee stock purchase, low-cost incentives and other plans to mobilize employees' enthusiasm.
sam walton kept patrolling the shops, shaking hands with people, looking them in the eyes, trying to remember their names-even when there were too many shops for him to go there. He also wrote some friendly personal letters and published them in Wal-Mart World, the company's newsletter, so that employees can see his personal friendly exchanges with employees and his respect for employees. Later, he began to appear on the screen through the satellite system and talk to the employees.
Saturday morning meeting
Saturday weekly meeting has become a unique cultural atmosphere of Wal-Mart. At this time, under the leadership of Sam, people sometimes do aerobics, sometimes sing songs, and sometimes simply shout slogans.