On April 9, the first flagship forum of the China National Business Research Center of the National University of Singapore opened in Beijing with the theme of “Transformation and Innovation: A Global Perspective and China's Explorationâ€. Wang Shi attended the conference and published on the theme of “Imitation and Innovationâ€. Speech.
The following is a part of the speech: The Chinese nation has a long history and culture, but it seems that it is too long, so it is very difficult to innovate. How can I see it? During the 35 years of reform and opening up after liberation, no one in mainland China won the Nobel Prize in Natural Science. Why is it easy to connect with the cottage when it comes to manufacturing in China? Because many originals are not yours, not just yours. In manufacturing, you still make things in violation of patents and intellectual property. The Chinese are very smart, there is no innovation, but the ability to imitate is very strong. Today I want to talk about the experience of imitation. We don't feel that it is a derogatory term when we imitate imitation. My imitation here refers to derogatory. In particular, to gain a latecomer advantage, imitation is more important. I like sports, including road bikes. There are two types of road cycling, one team competition and one individual competition. The average score of the third-rate team is better than the world championship of your singles. why? One strategy in business management is to follow the route. What we call imitation is to follow, not to innovate. The cycling team competition is a typical follow-up route. The first one withstands air resistance, and the second and third ones follow it very easily. Therefore, the team race bike is alternately led in front, alternating to the first to play a very difficult role. The bike in the team competition must be one followed by one. In fact, China’s reform and opening up for quite some time, including today, we are still following the route.
Chinese companies are so big that there is no object to imitate the problem that China is facing now. To a certain extent, you will find that the targets you can follow are gone. For example, Vanke’s first real estate target is Hong Kong’s largest real estate company, Sun Hung Kai. Later it was discovered that it organized a team to study at Vanke. They have done very well in Hong Kong, but they are a city. When they invest in two cities and three cities in China, they find it very difficult to manage. How Vanke manages dozens of cities. They want to understand this. Pardi and Vanke in the United States are very similar. In the United States, more than 20 states invest in real estate, and the products they invest in are similar to Vanke. We take it as a target. But in the 2008 financial crisis, we suddenly surpassed it, and there are no objects to follow. At this time, the scale is so big, how do you manage it, you are not good at innovation, but you have to face such innovation. We have nothing to imitate, can imitate, there is no one to follow, only to take the lead. When you don't have the spirit of innovation, but you have to innovate, it will bring you a lot of pain. In China, Vanke’s embarrassment is obviously not a single company, nor is it a problem faced by a single industry. Because of such a huge market in China, such a scale, many of them have already achieved such a quantity, and it is impossible to imitate it. The stage of the law, but you have to explore it.
Innovation should consider the issue from the perspective of internationalism. What is it that can be done in the face of transformational innovation? Even in a situation where China is already integrated with the world, you cannot still look at the issue from the perspective of a nationalism or nationalism. You must be international and must be truly global. China can't exist alone in isolation. Although Vanke has 95% of the market in China, the large amount of materials you use is foreign, and that your every move will affect such a global change. The materials consumed by Vanke mainly include cement, steel, wood, water, electricity, etc. Taking wood as an example, we know that when Premier Zhu Rongji was in power, he put forward a policy of returning farmland to forests and not allowing large-scale felling. But China still needs wood, where is the wood? import. China's timber is not cut down, and the Amazon is cut down. 70% of the wood imported into China is used on construction sites, and 70% of construction sites are used on residential construction sites. Vanke was the biggest developer at the time. You can't understand innovation, but some of you have to understand, such as natural destruction, China's forests are protected, but foreign destruction.
It is difficult for Chinese elderly communities to learn about the old community in the West. Vanke has a long time to study, and it is only two years since we actually brought our products to market. Limited to three or four cities, it is still in the experimental stage. From the perspective of Vanke, the old-age community in China cannot come to learn the methods of the old-age community in the West, including the methods of the elderly community in Japan. Basically, the elderly community in the West is independent. Old age is the elderly, which is related to their lifestyle. The child went out at the age of 18 and has been in an independent state. This is not very suitable for China. Because the Chinese tradition is to live in one, two generations, three generations, and even the elderly have to bear the problem of raising the third generation. A separate elderly community is not suitable as a mainstream in China. To develop a new community, we must take into account the old community factors and design facilities to meet their needs. The original community did not consider it, we will consider how to transform, called embedded. This is a logic of Vanke, which is to make such a mixed old-age community. We are still in the experimental stage, and the market reflection of the entire experimental stage is still very good, and the prospects are very broad.
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