Anton Tscherne: Could you please tell me your name.

Interviewee: Zhang Wen

Anton Tscherne: what is the name of the company you work for?

Interviewee: Multiplier Group

Anton Tscherne: What position do you hold in the company:

Interviewee: Chairman of the Board of Directors

Anton Tscherne: How many employees do you have in your company?

Interviewee: 69

Anton Tscherne: Which city are you in?

Interviewee: Beijing

Anton Tscherne: Why are you engaged in your current career?

Interviewee: Before joining Lenovo, I used to be the boss of a small enterprise, but I spent more time lecturing in the university. So from the university to the university lecture, in this period of time, I have been in the process from theory to theory. Because you don't have your own business practices, so basically the lectures are based on those theories. And then in the process of speaking according to these theories, we found that some students like it, and some students don't like it. So I often put this thing, at that time to find an excuse, called the consensus. As a result, when I talked about it, I found that it was not a problem that could not be met by all, but that there was a certain gap between the theoretical part and the enterprise practice part. So on this premise, I gave up my life in school and directly went to association. So into lenovo, a few years after the whole time, lenovo stumble, grow with lenovo. To tell you the truth, I am really in lenovo lenovo gave me a very big source, I really learned what the enterprise in practice what the problem. So when I came out of lenovo and became a trainer, I found that all the corporate students understood what I said, and their satisfaction soared. Then I find that association is really a turning point for me, and a good platform for me to truly implement the theory. So I thank lenovo very much up to now.

"The company achieved 10 million yuan of performance, how to achieve more rapid growth?" "Product homogenization is common. How can we achieve financial freedom of the team?" "There are more and more new generation employees. How do you manage it?" "Stores, human resources, customer acquisition costs are high, how to reverse the thin profit embarrassing situation?" "How can a professional manager fit into a team? Can I copy it?" "The homogenization competition is intense, the industry survival pressure is big, three years ten times growth is really?"

Anton Tscherne: what is your company's main product or service?

Interviewee: Training and consulting

Anton Tscherne: What is performance management?

Interviewee: Performance management was first put forward by Americans, and then it became popular all over the world. Performance management measures are nothing more than four steps.

Firstly, the decomposition of goals;
Secondly, the implementation of our goal;
Thirdly, the goal of supervision, inspection;

Fourthly, the retrial of our objectives;
that is to reflect on whether this goal is right or wrong. So, to put it bluntly, to put it simply is to say that it is a strategic support system.

Anton Tscherne: What are the suggestions and requirements for entrepreneurs in the early stages of entrepreneurship?

Interviewee: Today is a good time for entrepreneurship, from the whole society to the whole government are supporting entrepreneurship. So, in such a good era, for us, we must attach importance to this time, we must seize it. However, entrepreneurship is not only passionate, but also rational; entrepreneurship is not only our impulse, but also calm thinking. Therefore, it is a good thing for today's young people to start their own businesses. We call them "all people innovate and all people start their own businesses". However, such a good thing is in the passion, a few people touch, say, let's do it, do it! This is a time of great sequelae for the future. Therefore, we still need two aspects: both passion and calm thinking; both our enthusiasm and unrestrained, but also rational thinking of logical thinking. If the two are combined, the world will be his in the future.

Human beings change the world by choosing, and entrepreneurs also decide the fate of enterprises by choosing.

The only way for enterprises to multiply their benefits is to "change"! Change industries, products, markets, business models and people. Ultimately, it's thinking differently. Any change is likely to multiply.

Start the multiplier growth model of enterprises, and find any change in the five aspects of enterprises (industry, market, product, business model and personnel) that can realize the multiplier growth of enterprises.

A person's life is always changing. Some people succeed, others fail. The same is true of an enterprise. If it wants to succeed, it must constantly face the changing internal and external environment. Facing the change management and innovation of enterprises, we have a good sense of touch.

We believe that this enterprise must innovate, which is no problem. But the point of innovation is that each enterprise is different according to its own situation. Over the past 20 years, many enterprises in China have developed rapidly, with about five innovations. We find that, for example, enterprises are taking the "Internet +". Through the Internet, we have many enterprises growing rapidly and developing rapidly. 95% of China's enterprises are walking on the "+ Internet" rather than "Internet +".

What is "Internet + Internet"? That is, I am a traditional enterprise. What I used to do is fast food, and then I want to increase sales through the Internet. This is called "Internet +", rather than "Internet +".

What is "Internet +"? "Internet +" the first, you must have the Internet thinking. Internet is a mode of thinking.

Second, your entire company is an Internet platform. It doesn't matter what you sell on this platform. Its core is whether you are an Internet platform. The core of the Internet is fan economy. We keep saying how many fans you have to be able to sell. So, the first one is called "Internet +".

Second, we call it product innovation.
We found that there are a large number of enterprises in China, and it does not use the Internet. Through continuous product innovation, he has also succeeded.

So, the third one, we call it experience economy. We have many enterprises through the experience economy of change and innovation, the sale process into a customer experience process, he succeeded. So that's the third one we're talking about.

The fourth is what we call the business model. A good business model can bring a good product to a higher position. So this is the fourth place we call change or innovation. Among our reforms and innovations, there is one last point. We call him a capitalist industrialist.

We will find that these two groups of people must be integrated in the future. That is to say, to be an industrialist, we should learn capital and turn ourselves into a capitalist industrialist. Capital also needs to know the enterprise. What should the enterprise do? In this way, he can have a better target in the investment.

Anton Tscherne: What are some of the past clients?

Interviewee: Part of the training and consulting customers:

IT industry Lenovo Group, Beijing University Founder, Tsinghua Ziguang, Cisco Systems, Shenzhou Digital, Dalian Matsushita, Shanghai Beiling Stock, Fuxing High-tech, Shanghai Huateng System Software, New Zhongda Software, Chongqing Broadband, Tengxun QQ, TCL, etc. Nokia (China), Datang Telecom, China Putian, Shouxin Group, Waveguide, etc. Shares, China Telecom, China Mobile (18 provinces), China Netcom, China Unicom, China Railway Paging, etc. Headquarters of Industrial and Commercial Bank of China, Shandong Industrial Bank, Guangdong Industrial Bank, China Construction Bank, Agricultural Bank of China, Industrial Bank of China, Bank of China, Shanghai Pudong Development Bank, Chongqing Branch of the Financial Industry

Anton Tsherne: if someone wants to know more about you and your company, how can they get in touch with you?

Interviewee: WeChat ID: john-mit