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Tang Jun recruits college students behind

Co., Ltd. Lifetime Honorary President) Recently, some of my peers and industry reporters often ask me how the global companies' Chinese companies should be positioned in global companies. What kind of relationship should China maintain with the company headquarters? This is due to the recent thinking of news events of some multinational companies. Some people think that this is a new problem and phenomenon. Actually, when the global company entered China, these problems began to exist on the first day... China Tong’s pain was when I was the Asia Pacific manager of Windows NT at Microsoft headquarters. At the time, I encountered the same problems and challenges. I think that it is a China-based one, and I often have great differences with the product manager of Windows NT in China. At a regular Windows NT Chinese product preparation meeting, there was a big disagreement between the headquarters and the China region. Out of the pursuit of perfection of technology, the headquarters hopes that it is better to ensure that the functions of the products are perfected as much as possible after the release time is delayed; while the Chinese region believes that the current functions are already many for the users, and It is not a function, but to further improve the main functions, to maintain the stability of the product, and more importantly, the release time of the product. This is a contradiction that is difficult to balance. Finally, on behalf of the headquarters, I decided: "Microsoft is a product-led company. We must provide users with fully functional products. The release time can be postponed but the function can not be less." I firmly believe that I have made a decision that sounds reasonable, in line with the company's philosophy, and is responsible to the user... In fact, I finally found out that I am not a China-speaker who understands the Chinese market, of course, compared to those who have only worked in China for a few years. Or, when I went on a business trip to China, traveled several times, or even saw some Chinese books, reports, and movies, China Tongtong still had a lot of connections. Foreign people may have some understanding of China's cultural history, but there is too little understanding of China's market, customers, business rules, etc. Based on such understanding, the judgments made on China's business should be more appropriate. Inferred decision making is a decision made in the absence of sufficient and comprehensive information. Three years later, I returned to Shanghai and was fully responsible for the creation of the Shanghai Global Technology Center. At that time, my inauguration of the headquarters was to build a Microsoft branch with a complete Microsoft culture, Microsoft management system and management model. This is also my new employee. committed to. For my manager, it is easiest to operate a branch like I promised, because I already understand and get used to this model; it is also the most insurance, because this is Microsoft's model. But slowly, I found that in the actual management process, there have been many problems with Chinese characteristics, ranging from providing lunch benefits to employees, to the problem of the business scope of large Chinese customers who want to come to the door. If it is still a set of models that still follow Microsoft in the United States, employees may feel that they have not received the care of the company, and the business will be greatly affected. When I communicated these size issues with the headquarters, I received more replies, no understanding, no approval, etc. Indeed, a decision to change Microsoft is not so simple, even to the point where it is impossible, but I can't help but change them in China because it is directly related to our business. The second "revolution" history encountered the bottleneck of communication, how to bypass it but not violate the company's system? Hard, hard! Many people may follow the instructions of the headquarters and give up some new models or new ideas that could bring more value to the company. It is understandable to protect themselves. And I don't, I firmly believe that these new models are good for the company. Due to my work experience at the headquarters, the headquarters does not object to my small-scale exploratory experiment. I started to provide on-site service for 20 users, and some also charged a certain on-site service fee. After 3 months, the satisfaction of 20 users who received on-site service was 98%, compared with other satisfaction. At 83%. Due to the quality of our on-site service, users are willing to pay for the service, which is basically the same as the cost. Three months later, when I reported this result to the top of Microsoft headquarters again, in addition to the praise that I heard, there was a request for other countries in Microsoft to try this service model. When other countries began to try out the service model I proposed, I systematically proposed a plan to add the service fee directly to the product and then provide the "escort plan" for on-site service. This project is a sales service plan for corporate customers that I launched after extensive research on Chinese users. Practice has proved that this project not only creates revenue for Microsoft, but more importantly, it allows customers to truly be satisfied with Microsoft products and can fully utilize the functions of Microsoft products. When I was the president of Microsoft China, I proposed to recruit excellent and inexperienced college graduates to enter the company's marketing and sales department's "college campus plan." This bold idea was not available in Microsoft history, when I recruited 15 fresh graduates to start my "test." Everything at Microsoft is very transparent. Unlike the last experiment, which can be completed in three months. When the headquarters knew it, there was already a result. The attempt of the campus project was quickly discovered by the headquarters and characterized as a kind of "do not understand the sales market." Wrong attempt." I feel aggrieved. In fact, behind my attempt, there is a whole set of "master apprenticeship programs" under support. However, the results did not come out at the time. I can only admit that the plan is indeed a bit wrong. Time still proves everything. It may be that we are recruiting well. It may be that the 15 college students I recruited knew about my grievances and worked harder. One year later, their sales performance finally became a highlight of the company's fiscal year; In addition to performance, their loyalty and satisfaction with the company is high. I am gratified that after I left Microsoft, I pointed out that my poorly-considered Microsoft CEO, Ballmer, told me that the "College Campus Program" that I proposed in Microsoft China has become a global project for Microsoft. A Microsoft branch must recruit university graduates to market in strict proportion. After listening to this, I should most like to thank the 15 Microsoft students in the world, let me leave the Microsoft and laugh at the past grievances - you are the best college students! The evolutionary syllogism China is a subsidiary of the headquarters. Under the premise of fully implementing the company's culture, philosophy, management and business model, China's national conditions and characteristics should be added to the management. I think this process should be It is divided into three phases: The first phase: comprehensive copying. Any ideas and models of the headquarters are fully implemented in China. These concepts, models and systems are thoroughly evaluated and take into account the characteristics of foreign companies. The safety factor is high and the headquarters is assured. It is simple to implement and easy to manage for local managers. The second stage: local optimization. Based on the concept, model and system of the headquarters, and the characteristics of China, the system and model of localization in China are formulated. This is the best way for foreign companies to develop in China for a long time. This model is based on the premise that local managers have a good understanding of China's national conditions, markets, and customer characteristics. The third stage: breaking through innovation. Anyone who has worked in a foreign company knows that due to China's national conditions, such as the large number of market personnel, any project can be effective in any country and region in the world as long as it is effective in China. If there is some innovation in China, this will be a great help for the entire global company. Since the headquarters' understanding of China is often just communicated by mail, it is difficult to fully understand. The management of China should strengthen communication with the headquarters. An easy way is to constantly let the senior headquarters of the headquarters come to China to visit and let them know the Chinese market, customers and employees, so that they will The pattern is slowly accepted and slowly supported. Communication is fundamental! Good communication brings understanding, support, and praise! Co., Ltd. Lifetime Honorary President, the title of the article is edited by the editor.) For those who tried to open the door to Microsoft China, the most important thing is whether to find out the "Sesame Open" decoding language that responds to Tang Jun's classic interview proposition: 1. A mobile phone manufacturer may have a battery life that is half the life of the original design due to a design error. The solution is to replace the battery for free or to purchase a replacement voucher for the new mobile phone of 50 yuan. Please write to all purchased users to tell the solution. 2. When a high-level leader visited a museum, he asked the museum librarian Xiao Wang to commemorate a city brick of the Ming Dynasty. According to the state regulations, no one can turn the museum collection into a private one. How the museum curator needs to write to the leader to retrieve the bricks. 3. Miss Wang, the salesperson, sold the 20,000-yuan laptop to Mr. Li for 12,000 yuan due to work mistakes. How did the manager of Miss Wang write to Mr. Li to try to return the money?

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