"In 1828, there was Wang Laoji drink in the world, and Coca-Cola only had it in 1886.

Coca-Cola has already been canned in China, and we will go to America to canned Wang Laoji someday. "

For "hundred years old" Wang Laoji's "ambition" early heard, but never thought that this is from the 37 year old Shi Shao Bin mouth, after all, he took the rod Wang Laoji less than 4 years.

He drove from downtown Guangzhou to Huadu for more than half an hour. The headquarters of Wang Lao Ji pharmaceutical was on the side of the highway.

Shi Shaobin explained that the city is far from the hustle and bustle of the city, and there is not so much entertainment and chores that it can work at ease. Moreover, it is only 10 minutes away from the airport and convenient for business trip, and there will be no loss of unlimited business opportunities.

Annual sales increase by more than 25% per year and become one of the top 50 state-owned enterprises in China. Human resources are pformed into human capital. Through brand integration, regional brands have gradually grown into national brands and have opened up channels for overseas markets.

In the face of his pcript, Shi Shi bin appeared very modest: "it's not worth mentioning.

If you do it with your heart, no matter who comes, you will do well.

Perhaps a leader may develop faster than before. "

In his speech, Shi Shaobin always revealed the bright and pragmatic businessmen in Chaoshan.

According to the statistics of the Ministry of Commerce, there are more than 1600 "old brands" in the country. Most of them are in a state of difficulty or loss.

How to combine the advantages of the old brand enterprises with the market development of modern enterprises is the most important proposition to revitalize the time-honored brands.

Some people say that the rise of Wang Laoji's pharmaceutical industry is a successful example of exploring the combination of time-honored brand and modern enterprise management.

The "yellow lantern consciousness" of the alternative state-owned enterprises is not a symbol of rigidity and gloom.

However, we should weaken the awareness of state-owned enterprises and strengthen market awareness.

As the chairman and general manager of Wang Laoji pharmaceutical, Shi Shi bin did not taboo people to call Wang Laoji an alternative state-owned enterprise, because Wang Laoji now has both the vitality of private enterprises and the norms of foreign enterprises.

Shi Shaobin thinks that state owned enterprises, private enterprises and foreign enterprises are different in ownership, facing the same market environment.

With the continuous integration of the market, state-owned enterprises are also changing to survive and seek development.

Finally, it is not the ownership that determines its survival, but whether it has the capacity to develop, and whether it can integrate existing resources.

The accumulation of experience and technology in the past hundred years is a huge intangible asset. It is very important for Wang Laoji to develop modern production technology with the times.

In, Beijing, Shanghai and other places of their counterparts came to learn from them.

Shi Shaobin once told them a "yellow lantern consciousness": at the crossroads, when the green light turns yellow, what should you do?

If you get off the bus and ask the police if you can leave, you can turn on the red light before you come back.

But if you pass the guarantee of others and yourself, you will get ahead of others.

For example, the introduction of talents, employment system, salary and welfare, if the policy was put into practice at that time, it would be very difficult to attract talents and motivate talents.

Some people refer to the management of state-owned enterprises as "dancing in shackles". The trick lies in the leaders' mindset and the grasp of the policy system.

The "learner" was overwhelmed by the young man's acute thinking.

Kentucky Fried Kentucky sold Wang Laoji, June 26, 2004, China Federation of industry economy, people's Daily Overseas Edition and workers' daily jointly organized the "Second China Planning Conference and the famous planning and selection activities" announced. Shi Shi bin has won the title of "China's ten big planning figures" with Ni Runfeng, Zhang Ruimin and so on with his successful case of "building up Wang Laoji's gold lettered signboard".

How can we get the approval of consumers?

Brand, of course!

Shi Shaobin believes that three streams of enterprises do products, second rate enterprises do the market, and first-class enterprises do culture, but this is often ignored by the operators.

Therefore, Shi Shaobin focused on improving the brand personality of Wang Laoji, gradually dilute the image of "cool tea", and advocate a healthy concept.

"We must expand the radius of resources," he said.

Shi Shaobin said that the ability to expand and integrate the resources radius of enterprises is the core competitiveness of enterprises.

Cool tea occupies half of Wang Laoji's performance, but how big is the market of herbal tea?

How can we expand its resource radius?

It depends on whether you regard it as a product or a healthy drink.

Shi Shaobin said that the sales volume of the market at best is only 1 billion yuan, but if the adjustment and positioning create a new market, the volume will be large.

People usually think that herbal tea is only a southern and summer drink. But we made an "anti season promotion" and found that the sales volume in winter in the north is very hot. Because of the dry climate in winter, more and more people love spicy food these years, and it is easier to get angry.

This is a question of how to expand the market.

Of course, taste and packaging should be targeted.

Shi Shaobin even put forward a concept: can we make Wang Laoji a Chinese coffee or a fashionable drink?

After a long time, no one would have thought that Wang Laoji's herbal tea was sold in the world-famous fast food chain.

Since July 26, 2004, Wong Lo Kat herbal tea has been sold in 200 KFC restaurants in Guangdong, Guangxi and Fujian. In 2005, KFC was also preparing to promote it to 1100 restaurants nationwide.

This is also the first time that Wang Laoji has tried to cooperate with multinational chain catering enterprises.

In order to cooperate with KFC's production process, Wang Lao Ji made 15 grams of herbal tea granules and 10 ounces cups for him.

This cooperation lays the foundation for the future brand export of Wang Laoji pharmaceutical industry, and it also shows Wang Laoji's vision of cultivating new and new human market, multi-channel brand building and marketing intention.

The old enterprises can not be old fashioned, but the traditional state-owned enterprises are hard to attract high-quality talents. "Why are so many people from private enterprises and foreign enterprises willing to come to us?"

Shi Shaobin confidently told reporters.

In 2001, Shi Shi bin began to take office, the deepest feeling is the serious shortage of young employees.

"We are an old company, but we can't be an old - fashioned enterprise."

He regards enhancing the quality of employees and enhancing the vitality of enterprises as a major priority. In the enterprise, the pformation of "gentle breeze and drizzle" has been carried out, and the upgrading of enterprise cadres has been realized.

"In complex state owned enterprises, improvement is often more effective than reform."

At the same time, Shi Shi bin launched the "open competition" mechanism in the company, mobilizing the internal initiative and attracting a large number of talents.

8 MBA and a doctoral company have changed the talent structure of enterprises.

The change of enterprise mechanism has even attracted some talents to return.

Shen Jun, an assistant to the general manager, is a good example.

10 years ago, Shen Jun left the "state-owned enterprise that would only depreciate" and went to work in a foreign company.

What attracted him back to the state-owned enterprises was not the amount of income, but the 4 words Shi Shaobin answered: seeking common ground while reserving differences.

Shen Jun's problem is: "state owned enterprises and foreign enterprises have great differences in concepts and management concepts and methods. If some of my management practices and practices do not match the practices of enterprises now, what will you do?"

Shi Shaobin's idea is to make the best use of talents, and then exchange the airborne troops with the ground troops, and push the original young college students to the stage.

He believes that putting the right people in the right place is the most important task for managers.

When Shi Shaobin was studying for EMBA at Zhongshan University, he rebutted professor Wu Nengquan's view that in the dusk of state-owned enterprises, China's hope is in the Pearl River Delta and the Pearl River Delta.

"This is a state of mind," he said. "State-owned enterprises should not lose before they fight."

Maybe it is the growth brought by state-owned enterprises. I have always been grateful. "

Shi Shaobin feels that people generally see the slow reaction of state-owned enterprises, heavy burden of personnel, and the network of relationships that can not be broken away.

However, they do not see that state-owned enterprises are also a big tree. It does not need to consider loans. Its internal resources, including plant, equipment and assets, are unconditionally handed to you for training, and how lucky you are to exercise your growth.

At the same time, its existing market base and brand have already been formed. What you are facing is to take advantage of all advantages and create profits again.

No wonder that a company once dug Shao Bin and even doubled the annual salary of the company through headhunting, but he was not moved: "the word value is probably not what money can calculate."

Shi Shaobin has a deep attachment to state-owned enterprises: I have been developing in state-owned enterprises. I have been trained by state-owned enterprises and made me successful. Therefore, I always repay my gratitude to the state-owned enterprises for training me.

Shi Shaobin called himself "the 16 Paper leader - a red paper with 16 sheets of paper."

But he still runs a business with a long-term belief. It is like planting trees, choosing seeds and watering carefully. The tall trees may not appear on my hands. But today, I must lay a foundation for a tall tree.

It is not always necessary to be the top 500. It must be done for 500 years. Shi Shi bin believes that the key to his growth is opportunity.

According to Shi Shaobin's resume, his academic background is the perfect combination of Biochemistry and EMBA. After looking at his career, he has never left medicine since graduation.

From research, business, to administration, from the grassroots to the top.

Shi Shaobin is very clear about the enterprise he controls. His success stems from his deep understanding of Wang Laoji.

For the first time, because of the hope of professional counterparts, Shi Bin Bin entered the Research Institute of "Jing Xiu Tang" Research Institute.

A year later, he found that his breakthrough ability reached a certain limit, then he considered pformation. He hoped to start from a blank sheet of paper, so he proposed to engage in sales and take charge of sales in Guangdong and Hainan.

At the end of the month of less than 1500 yuan, Shi received 9000 yuan bonus at the end of the year.

Because he often wrote about his marketing experience, he was named as a secretary by the director at the end of 1991, and became a company office director at the age of 24. This is a key step in training comprehensive coordination, balancing ability and managing complex situations.

At the end of 1996, as assistant manager of the general manager and marketing manager, he began to expand the market and advertising business management. In 1997, he became the youngest group deputy general (less than 28 years old) of the Guangyao group, and experienced from operation to research and technology. In August 2001, Shi Shi bin entered the Yangcheng pharmaceutical industry (now the Wang Laoji pharmaceutical industry).

In the company, Shi Shaobin described himself as a weightlifting instructor - let the staff learn to add a little bit of weight until the weight is heavy.

So what does the weightlifting coach want to do after retirement?

Shi Shaobin thought for 10 seconds: "be a teacher."

"What to teach?"

"Management is, of course, management."

Shi Shaobin didn't even think about it and blurted out.

With Shi Shaobin's achievements today, he deserved it.

Shi Shaobin said that through the development and accumulation of these years, Wang Laoji has already been an attractive enterprise, and many overseas consortia have come to visit it actively.

For Wang Laoji, the focus of the joint venture is not capital.

Wang Laoji is not short of money. What we want is partners' technology, network and other high quality resources, and constantly expand and integrate the resource radius of "Wang Laoji".

I believe that by looking for "win-win" and "balance of interests", Wang Lao Ji is not hard to find a big development.

In February 1st this year, Guangzhou Wang Laoji pharmaceutical Limited by Share Ltd and Hongkong Tongxing Pharmaceutical Co., Ltd. signed a formal cooperation agreement, launched joint venture cooperation projects, marking the state holding system has become a history, Wang Laoji will stride forward to the international market from now on.

"We don't have to be the top 500, but we have to do it for 500 years," he said.

For the development of Wang Lao Ji, Shi Shi bin wanted to go further.