On the afternoon of January 8, 2005, at the "Home Ford 2005 Supplier Conference" at the Beijing International Convention Center, a middle-aged man with a "national face, a head, a medium head, and a slight blessing" faced the 1500 under the stage. A supplier with a confident smile said: "Wang Yue has been away from Beijing for more than three years, thanking so many old friends for coming."
Wang Yue, whose appearance is not good, is currently known as the “first CEO of China Building Materials Market†in China's building materials industry. Wang Yue has founded China's first building materials supermarket. He has served as President of Tianjin Home, President of Beijing Oriental Home, Executive Vice President of B&Q China and President of Southern Region. He is currently President and CEO of Shenzhen Ford Building Materials Supermarket. Wang Yue, who returned to Beijing this time, plans to open a business area of ​​30,000 square meters in Beijing Lishui Bridge in April 2005, and Beijing's largest building materials supermarket, Home Ford Beijing Olympic Village. In Beijing, such as B&Q, Lehua Meilan, Oriental Home, and other domestic and foreign building materials supermarkets, Wang Yue has to start his “adventure journey†and prepare to occupy a place in the Beijing building materials retail market. The first business venture was full of bloodshed. Wang Yue, who graduated from Nankai University in 1985, has a dual degree in development economics and world economics. However, Wang Yue, who had been teaching at Nankai University for four years, began his business career based on his own personality. Wang Yue humorously claimed to be: "a rebellion of the Nankai Academy."
Wang Yue introduced that in the early 1990s, Wang Yue and business partner Du Xia (now the chairman of Tianjin Home World Group) bought a land of 110,000 square meters in Tianjin, and plans to build a standard factory to attract investment. After the cover was over, the entire real estate industry in China fell to a low point in 1992. At this time, Du Xia, who is a major shareholder, said: "This land can't be real estate, and it can do commercial projects. Anyway, it is necessary to do things related to Chinese living." At that time, Wang Yue noticed that the family was established in 1978. HomeDe-pot, a decorating material retailer, has rapidly emerged as the world's largest building materials retailer in the United States with its advanced business philosophy and model of “Warehouse Building Chain Supermarketâ€. Wang Yue was extremely optimistic about the prospects for this kind of business that has not yet appeared in China.
He analyzed the benefits of the format: First, the “warehouse type†has two warehouses and sales occasions, with a business area of ​​10,000 to 20,000 square meters and an internal net height of 7 to 8 meters, thus reducing operating costs and improving inventory management. The level makes space management and utilization more scientific and effective. Secondly, “Building Materials Supermarket†adopts the model of “unified procurement, unified pricing, unified layout and unified managementâ€, which reduces the procurement cost of goods and improves the quality of goods. It ensures the management of the specifications and realizes the strategy of high-quality goods and low-cost operation. In addition, warehouse-type building materials chain supermarkets have comprehensive supporting facilities and projects (such as: large-scale parking taste decoration design, leisure cafes, etc.), and provide professional shopping guides, consulting, training and group purchase, door-to-door and other services.
Since 1993, Wang Yue and Du Xia have begun preparations for the start-up of building materials supermarkets. Wang Yue also made a special trip to HOMEDEPOT in the United States for a half-year system training, and applied his business management model to the stores he built. After three years of hard work, on December 6, 1996, Tianjin's first building materials supermarket, Tianjin Home, officially opened. Wang Yue served as the president of Tianjin Home. “I started my career as a professional manager in the building materials retail industry,†Wang Yue said. “At that time, any foreign building materials retail giant had not yet entered China. In the face of huge market gaps, I also started. The adventure of the building materials retail industry.†However, the difficulty after the opening of the business was completely unpredictable by Wang Yue. The operating conditions after the opening of Tianjin Home did not achieve the expected results. Wang Yue smiled and recalled: "As the first person to take the risk of eating crabs, I ate a lot of blood. We have copied the business model of HOMEDEPOT in China, but the American business model has been completely moved to China. It doesn't work, at least its commodity structure is very different from that of China. Of course, we don't have much control over the essence of their management, and we don't know enough about the complexity of internal management processes. What's more unexpected is China's decoration materials manufacturers and Dealers are almost ignorant of the business model of building materials supermarkets. They are very unrecognized and difficult to cooperate. Therefore, it is not until the fourth year that our first branch will start to make a profit.†Improved “Warehouse†In November, Wang Yue accepted the invitation of Zhang Hongwei, Chairman of Oriental Homeland, as the president of Oriental Home. In August 1999, Beijing Lize Store, the first store of Oriental Homeland, which was prepared after Wang Yue’s half-year hard work, officially opened. With the experience of Tianjin Home, Wang Yue combined HomeDepot's advanced management model with Chinese local characteristics. In 2001, the store's sales reached RMB 470 million. This record has not been broken as the highest annual sales record of domestic building materials supermarkets.
Wang Yue created the “first success†of his own building materials retail career, which fully proved the feasibility of the new business model of “Warehouse Building Chain Supermarket†in China. In the actual operation of the Lize store, Wang Yue did not mechanically copy the HomeDepot model like Tianjin Home. He called the warehouse-style building materials supermarket with Chinese characteristics “Warehouse Improvementâ€. The core of the ideology system of Wang Yue’s “Warehouse Improvement†is that “warehouse storage†should be reformed according to national conditions. Chinese people's demand for home decoration is different from that of foreigners. In the western “warehouse†supermarkets, gardening flowers, hardware tools and wood products account for a large proportion of sales, while tiles, flooring and sanitary ware are almost unmanned. Asked, because the West is a well-decorated house, they have already renovated the house when the house was delivered. In China, on the contrary, the sales of ceramic tiles, flooring and sanitary ware are very large, and the sales of horticultural flowers and hardware tools are very much introduced by Wang Yueyue. “Warehouse storage†is a product of specific business culture and consumer culture, namely DIY. The product, DIY is the meaning of doing it yourself. People in big cities in China are increasingly demanding the quality of living. When the room needs to be renovated, it is found that people are too expensive to do it, and they feel that there are too many doorways for decorative building materials. Therefore, if you buy building materials. The store can understand the value, use value and how to use these materials. To cater to this demand, a commercial form of “warehouse supermarket†that requires more display space has emerged. During his tenure at Oriental Home, Wang Yue also opened Chengdu and Shenyang stores, and the turnover was quite satisfactory. However, in October 2001, Wang Yue submitted his resignation. “Oriental Home as a private enterprise, the management mechanism is not flexible enough, and has not given me any management equity, and the board of directors has not trusted me enough, so that I have been very restrained in doing things.†Wang Yue explained “resignation†at the time: “I was then I also want to start my own business, so I left the Oriental home." In November 2001, because I have not found a suitable investor, Wang Yue’s idea of ​​independent entrepreneurship can only be dispelled. Therefore, at this time, he accepted the invitation of B&Q and became the executive vice president of China and the president of the southern region of B&Q. In the following year, he set up a great battle for the market development of B&Q in Shenzhen and Guangzhou. “In 2003, Xiangjiang Group, the largest home furnishing chain in China, wanted to enter the building materials supermarket industry. After many exchanges and understandings, in June of that year, I and Xiangjiang Group formed a home in Shenzhen to build Home Ford Building Materials Supermarket Co., Ltd. I am the president and chief executive officer." 25% of the equity work belongs to the chairman of Xiangjiang Group, Mei Meiqing is very clear, in order to enter the strange "building materials supermarket field", must rely on professional managers to operate, and Wang Yue is clearly The best person is dazzling. However, if you want to "dig" Wang Yue from B&Q and firmly retain him, it is obviously not an easy task. Therefore, after a lot of deliberation with Wang Yue, Yan Meiqing determined that now Home Ford Business management model. After Wang Yue officially joined the Xiangjiang Group, he immediately dug up many professional managers who had held important positions in the four major building materials supermarkets (Tianjin Home, Beijing Oriental Home, British B&Q, Germany OBI) to form a Ford. Core management team. Wang Yue introduced that at the time, according to the agreement reached between the two parties, the family of Ford hired the investor + management team, the registered capital of 100 million yuan, the management team invested in the establishment of the home Ford Management System Co., Ltd., holding the Ford 2% Shareholding, Xiangjiang Group invests another 98% of the shares, but 25% of the shares, as an “incentive†to the operators, is managed by Shenzhen International Trust and Investment Co., Ltd. The home Ford management will gradually return 25% of the operating profit in the future. In other words, Xiangjiang Group “borrows†a 25% stake in the management of Ford, which is returned by the operating profit of Home Ford. In addition to the innovation in the structure of the share capital, Home Ford is also a separation of ownership and management rights. A thorough company. Wang Meiqing in the eyes of Wang Yue is definitely a good "owner". The total investment of Ford is expected to exceed 300 million yuan, but no management personnel have been appointed from the group. All senior executives are responsible for the formation of the cabinet, including the financial controller. The most attractive thing for me to come to Ford is the modern enterprise management philosophy of Yan Meiqing. The core is the separation of ownership and management rights. This is easier said than done, and the actual operation is not simple. "Wang Yue said: "I also found myself here as a working emperor. In March and December 2004, Home Ford Nanchang Store and Hefei Store opened one after another. The current business momentum is quite good. I have to work hard to achieve profitability in the first year of each new store. â€
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