Date of birth: 1957 Birthplace: Pingtung County, Taiwan

Position: Chairman and CEO

Profile

Zhu Jialiang, Chairman and CEO of American Business School Group, was the first Chinese to successfully create an information brand in the United States, the first independent monitor brand owner with a sales volume of US$ 1 billion, and the first in the world to officially release "Display". In 1993, he won the Outstanding Entrepreneur Award in the United States.

Born in p>1957 in Pingtung County, southern Taiwan Province. Poor family, poor academic performance, stuttering and introverted since childhood. After graduating from high school, I began to reform myself and mastered good sales skills through hard work. In 1987, at the age of 3, he immigrated to California, founded KeyPoint Technology Company, and began to sell computer components made in Taiwan Province. In 199, with a keen observation of the market, he created his own independent monitor brand ViewSonic. Since then, after eight years of arduous market competition, Zhu Jialiang pulled down the display brand NEC, which had the largest market share in the United States at that time, and in 1998, it became the first independent display brand in the United States, which made a classic case of Chinese brand management in the United States.

Financial Wisdom:

If you want to be a brand, your products must be very good. If your products are not good, making brand advertisements will only help you fail faster.

brand represents the service of a product, the quality of a product, the performance of a product and everything owned by a brand.

brands that can become bigger are not factories. We dare not say that they are the initiators, but we are very ahead.

if you buy something expensive, you can sell it more expensive. If you buy a cheap one, you can't sell it more expensive, but the profit is less. Expensive profits are more, so you earn more money.

therefore, our business is not necessarily capable of adding new customers, but we are capable of keeping old customers. We feel that since the customer buys our products, we regard him as a lifelong partner, a lifelong relationship with the customer ... If we do it in this way, the investment cost is very cheap, and I will sell it to him next time without spending 1 times as much effort.

Just give him 5 points (when employing people for the first time), and add one point wherever you see it. If you get extra points in this way, so do people. Once you are encouraged, you are willing to do more things.

The origin of the interview

A friend called me and said that there is a Chinese-American entrepreneur who is worth doing. He is the owner of a monitor brand. Although I worked in IT professional media for some time, I really didn't know much about the brand Youpai and Zhu Jialiang himself at that time. So I did a lot of background information search on the Internet to determine whether it was necessary to conduct an interview. As a result, I realized that Zhu Jialiang is a legendary figure, and his struggle history and business philosophy may be of good reference significance to us. So, Zhu Jialiang came to the camera of "People with Financial Intelligence".

Zhu Jialiang: A Chinese who has successfully built a global brand

The rainbow bird (also known as the golden pheasant) is native to Australia and belongs to finches. This bird lives in the open savanna area of North Australia. Whenever the weather is hot, they will live in the shade of Eucalyptus to avoid the sun. They feed on all kinds of seeds, living creatures and rock salt.

John Gould, a British natural scientist, and his wife, an artist, discovered rainbow birds while traveling in Australia from 1838 to 184. In 1887, the first rainbow birds with black heads and red heads were introduced to Europe for the first time and immediately became very popular. Hu Jin bird is quite colorful. Its chest is purple, with a green back and a yellow belly. Its head is black, red and yellow.

But it is a Chinese entrepreneur with a world-renowned information brand, Zhu Jialiang, who makes them truly famous. It is with the help of his global career expansion that the rainbow bird is more widely known.

in p>1987, with $1, borrowed from her sister and an associate degree, Zhu Jialiang, 3, left Taiwan Province with his family and went to Walnut City, LA, USA, and started his American dream. He set up a company to sell computer components made in Taiwan Province.

Creating the brand Rainbow Bird is a household name in the United States

After three years' efforts, Zhu Jialiang has accumulated a wealth of market knowledge. He realized that the profit margin of selling for others will be lower and lower. To really get high market returns, we must take the management road of creating our own brand. In 199, Zhu Jialiang chose the display industry as his starting point. To this end, it established the Youpai Group.

Zhu Jialiang: At that time, I thought the monitor product was very special. Generally speaking, at that time, the computer, the computer was placed on the table, and the monitor was placed on the computer. Therefore, the attention was particularly concentrated on it, and it was particularly easy to see the monitor.

Zhu Jialiang: At that time, there were few brands of monitors. Few manufacturers can make monitors. There are several types: one type is a Japanese brand, and the price is very high; The other is a brand from South Korea or Taiwan Province, which sells at a low price. I know its quality is not good. Japanese brands are of good quality, but they are expensive to sell. I don't think it makes sense to be between one high and one low. Don't sell it so expensive if it's of good quality. Is there anyone who makes it of better quality? The quality is as good as that of Japanese brands, and it is good to sell it at a moderate price. This is a good potential market. Since no one is doing it, I'll do it in the middle.

from the very beginning, Zhu Jialiang felt very strongly that it was extremely important to find a recognizable corporate logo that would help improve the product quality image under the condition of limited capital accumulation and market resources. After many consultations and certifications, the rainbow bird with gorgeous appearance has finally become Zhu Jialiang's choice.

Zhu Jialiang: Generally speaking, people are making brands in the IT industry. They usually remember them in English and describe them in words. It's hard to remember words. If the words are long, you can't remember them. If the words are short, you don't know what they mean. Moreover, it is really difficult for us to write down the words after reading them. Walking down the street like ordinary people every day, there are hundreds of thousands of messages, all kinds of brands, all kinds of messages, which one you remember, I'm afraid you can't remember either. So I think we are a new brand, and we must have an easily recognizable brand logo.

Zhu Jialiang: So I looked for a lot of things, tropical fish, butterflies and gouldian birds. The moment I saw Hu Jinniu, I felt it. This is what I want: it's really different, it's really beautiful, and it's very, very bright.

Zhu Jialiang: I use a very friendly thing, a very approachable thing as a trademark, but it is a surprise.

Since then, Zhu Jialiang has started a long journey to promote the brand monitor of Youpai. At that time, there were no fewer than 8 display brands in the American market. The top few are strong Japanese brands such as NEC and Panasonic. They firmly occupy the first and second positions in the US market share. Youpai is facing a big test of life and death. Therefore, Zhu Jialiang carefully examined the advantages and disadvantages of NEC and put forward his own targeted marketing strategy.

Zhu Jialiang: Let me give you an example. The decision-making speed of NEC is twice a year. Then we make decisions every week. We make 52 decisions … so we are 26 times faster than him.

Zhu Jialiang: Second, opponents sell everything and do everything. Then what we do every day is the monitor, and what all employees do every day is the monitor. Therefore, we have heard clearly the monographs on the market, the needs of consumers, the voices of consumers and the voices of our channels.

Zhu Jialiang: Third, our quality is very, very good. I remember that at the beginning, our excellent monitor asked Panasonic to help us produce it in Japan, so the quality will never be worse than NEC, and my performance will not be worse than him. But my price is much cheaper than it. So for NEC, it is a lingering nightmare.

Zhu Jialiang: NEC emphasizes vertical integration. It makes the display of CRT, the main components of CRT, and it also makes the whole computer. It also goes to the market to sell its own brand. But after its supply grew, its own CRT was sold to its own factory, and its own factory was sold to its own brand. They have no competition, and it is easy for their families to earn their own money, and the cost is very high.

As a start-up brand, Youpai is facing the pressure from international manufacturers. In order to survive, he supported himself by launching small brands while focusing on excellent brands. Kingspao power supply in 1988 and Opiquest monitor in 1992 all provided good capital and market support for the initial development of Youpai.

youpai has been positioned as a mid-to-high-end monitor brand by Zhu Jialiang from the very beginning, focusing on the mid-to-high-end consumer and business markets. Zhu Jialiang insisted on this for eight years.

Zhu Jialiang: Actually, there is a very important factor in making a brand. If you want to make a brand, your things must be very good. If your products are not good, making brand advertisements will only help you fail faster.

Zhu Jialiang: So when I first entered here, the equipment I sold was about 3% more expensive than my peers. At that time, in that market, 99% went to sell cheap things, and only I sold something with a slightly moderate price. If you cut the market in half, who wants the good quality and who wants the cheap one, it's generally fair to say 5/5. 5% is more fair and more expensive. The other 5% is cheap. Then 99% of people go to do 5% of the cheap market, and I do the other 5% of the market alone, without competitors. For me, I think it is a lazy practice, but it is more successful.

brand building can't be achieved in a short time. In this regard, Zhu Jialiang has a clear understanding. He has a unique concept of brand savings. He believes that once the brand positioning is established, it must be adhered to, and continuous investment is needed to strengthen it.

Zhu Jialiang: When I was making computer peripherals, I made some money. Divide half of the money I earn and invest it in branding. It's the same as saving. Every month, you leave half of the money you earn and put it in savings. I am constantly saving. I think the brand needs persistence, so you must not stop. Keep it, keep it, and the brand will be yours after a long time.

Zhu Jialiang: I think we have a way to make a brand, which I think is quite effective. There are pictures in the screen of our computer monitor advertising. I used to spend ten years, and every time the picture was the same, all three birds, with a slightly changed background. Some people think that our advertising is not creative enough, but our persistence is very enough. We have been advertising like this for ten years. In the past ten years, I have let most Americans know about Youpai, at least I have seen it, and I will have a chance in the future after reading it. They know that it is a major brand, so I have the opportunity to explain my ideas and ideas. I think this is a very successful example.

Zhu Jialiang also has some unique opinions about the brand itself.

Zhu Jialiang: Brand represents the service of a product, the quality of a product, the performance of a product and everything owned by a brand. Zhu Jialiang: So we hope to build the brand of Uniview. After seeing it, Hu Jinniu, a very beautiful and very good monitor. Not only is it good, but also the price is reasonable and the service is very good. Used people will introduce them to their friends. We hope to build a brand with this image. With the brand, you can have a higher chance in the shopping mall, sell at a higher price, and have a better chance to take part in the service and make the whole shelf higher within the higher profit.

Taiwan Province is one of the IT manufacturing bases in the world, but there are only a handful of Taiwan Province brands that sell all over the world. Zhu Jialiang is a different kind of Chinese in the world. He gave up the production link and found the most difficult thing to do in the whole marketing chain-to build a brand as his business foundation and to achieve market success through brand management. In this regard, Li Kunyao, the chairman of BenQ Dentsu, who is also a Taiwan Province enterprise, even had a conservative evaluation of "it remains to be seen".

Zhu Jialiang: We have been promoting this idea. Being a factory is very different from being a brand ... Acer and its factory have separated. The factory is called Weichuang, which only produces, not brands. Now Acer only makes brands, not production. Since it stopped production, its performance has jumped several times, growing by 5% to 6% a year. Now it's time to make great achievements, get rid of the shackles and fly high. Therefore, many companies have been practicing the excellent things. In this business model, Youpai did it very early, and we started in 1991. I still remember that in 1993, Compaq also removed the factory, when PC sales fell to the bottom. After the factory was lost, it grew up very quickly. Compaq isn't the only one doing this today. It's the same with HP. The factory doesn't do it anymore. The IBM factory is not doing it, and neither is the famous Dell. Therefore, as far as today's big brands are concerned, brands that can become bigger are not factories. We dare not say that they are the initiators, but we are very ahead.

however, giving up your own production line does not mean that the quality of the products will not be managed. Zhu Jialiang has higher quality standards for product quality. He believes that product quality is the cornerstone to realize its brand strategy. Therefore, we must ensure that high-quality products are supplied to consumers.

Zhu Jialiang: We do quality control, and we were the first to go to the factory to see it, to see if its operation process is correct? We also have a qualification examination, which is very, very detailed. Its work flow and how its documents are made. We hope to find a very good factory whose procedures are very, very up to standard. When it is finished, we will grade it, with thousands of indicators. We only use it when we reach a certain score, and we don't use it when we can't reach it.

Zhu Jialiang made no secret of the market return brought by high-quality positioning strategy.

Zhu Jialiang: If you buy something expensive, you can sell it more expensive. If you buy a cheap one, you can't sell it more expensive, but the profit is less. Expensive profits are more, so you earn more money.

In the early stage of the market, Zhu Jialiang's explanation is quite admirable for its originality and courage.

Zhu Jialiang: Well, every company is big from the outside. The so-called big, from a certain point of view is very small.

Zhu Jialiang: As far as Panasonic is concerned, there is nothing wrong with it being a big enterprise. However, if a large enterprise is managed, it must be managed in detail, a small part. It is difficult for every product to be made by one factory. So different products are made by different factories, and different factories subdivide each department. If every department looks at it, it may not be so big.

Zhu Jialiang: So in fact, in the end, many big companies don't feel very big in our eyes. Because I really look carefully, who is competing with me and which department is competing with me. This department has only one brand manager.

Similarly, in the early stage of his business, Zhu Jialiang, because it was difficult to win the favor of big distributors, adopted the strategy of saving the country by curve to operate the channel, starting with retailers.

Zhu Jialiang: Just opened.