Special Ceramics Chairman Feng Hongjian: Trekkers on the Gobi

When Feng Hongjian was seen, he had just completed a walking experience on the Gobi of Xixing Road. Sitting in a leather chair in the office, sitting on the kungfu tea set next to him, our conversation started from the Gobi. For this hike, Feng Hongjian said: "I want to see how far we can reach this age."

Since entering special ceramics in 2004, he has been walking on the Gobi for eight years. He led the special ceramics that were not in operation at the time and went all the way forward.

"I want to see what I can do"

“We walked more than 8 hours in the desert, the Gobi and the saline-alkaline land. The straight-line distance is 28.2 kilometers.” In May 2012, the “Gossip of Xuan Zang” School of Gobi Challenge began. Feng Hongjian, who rushed to register, only received friends and relatives. Identity for a day of walking opportunities. Feng Hongjian said: "I just want to see what I can do now."

Feng Hongjian seems to love this challenge. In 2004, when he left Keda Electromechanics, who was involved in the creation, becoming the general manager of special ceramic marketing at the time of poor operation, it seemed to be just "wishing to see what he could do." Facts have proved that regardless of whether he entered the initial leadership of the brand transformation, or structural adjustment after the crisis in 2008, Feng Hongjian's special areas are "walking" well.

Prior to Feng Hongjian’s arrival, he specifically formed a brand differentiation with the European group under the same group to position the low-end route. Soon after Feng Hongjian's arrival, he began to adjust the special brand positioning together with the team: “As a company eager to make product technology innovations, it is necessary to go on the middle and high-end routes.” In 2008, special ceramics were in trouble due to channel constraints and insufficient productivity. The financial crisis sweeping the world is even worse. Feng Hongjian absolutely counterattack, through the integration of internal and external resources, it is specifically to cross the 300 million output value mark.

As a thinker, Feng Hongjian immediately came back from the Gobi for a walk and summed it up: “We must break the traditional way of thinking, find an ideal goal to move forward, and let reality and ideals come close to each other.” So he started to explore special ceramics again. Rural market development model. As an actor, Feng Hongjian is not sure about this matter. "I don't know yet!" Feng Hongjian said frankly when asked about the rural market strategy. "How can a high-end brand in the rural market go? This is a big issue." But because it was an actor, he already Began to "implement some things silently, hoping to break the traditional way."

There is always an astonishing similarity in history. Along the way, special ceramics have begun to face the third bottleneck in history. Although Feng Hongjian does not know the method, he has always had a clear goal. More importantly, he is good at "walking" while constantly adjusting his own way to achieve his goals. Feng Hongjian said: "You can try to spend an hour a day and walk around. If you don't do anything, you can walk on the road. You will find that you can think about many problems when you go."

"To do sustainable development"

Feng Hongjian was a sports lover since childhood. Hiking is one of his most recent sports activities. Before that, playing golf was one of his daily tasks. His office has two trophies for "one hole in one hole." He said: "Even if I play on the same court, I will not repeat every shot, but my goal is always the same. This is very similar to the process of corporate development."

Whether walking or golfing, the biggest common point is that each step is paving the way for the next step, pointing to the final goal. For enterprises, Feng Hongjian's business philosophy is: To achieve sustainable development.

Looking back on the stormy past ten years, from the "special ceramics, especially for you" to "fine tiles, exquisite life", and then to 08 "special - not just space" ... special transformation of the road is particularly tortuous . However, Feng Hongjian called it "effective precipitation of the brand."

In 2012, "beautiful aesthetics" was one of the core brands of special ceramics. It specially established the "Beautiful House Museum" in various places to show consumers the overall spatial effect of products. "Our products are moving closer to people's lifestyles," Feng Hongjian said.

“This is the process of our awareness of high-end ceramic products sublimating. Each new concept is a continuation and upgrade of the previous one. Finally, we emphasize the cultural connotation of products and the satisfaction of people’s living space needs.” Feng Hongjian This interpretation of the ten-year brand road is precisely because of this "effective precipitation", he does not worry that the continuous change of the brand slogan will hinder the deep roots of special ceramics. “I told everyone that anything that is done in a special way must be pave the way for the next thing. Only such a thing can be a history of entering the corporate development archives.”

Recently, Special Ceramics has acquired a state-owned ceramics factory in Jingdezhen, which will open up the fields of daily-use ceramics and art ceramics. "Specialty will use this as an ornament to slowly integrate into the entire living space."

"I can rest assured that I will not return to the company in a month."

He will spend time going through the Gobi on foot. He once went to the golf course every day. He also left the job to go to Tsinghua to read the EMBA. Perhaps in the ceramics industry in Foshan, few bosses like Feng Hongjian are so "relaxed" to their company.

"He will give you enough room to play, and everyone has a high degree of freedom." Mr. Liang of the Marketing Department told reporters. In the eyes of the special ceramics employees, Feng Hongjian's management is very humane. This management idea stems from one of his teachers, Professor Xiao Zhixing of China Europe International Business School.

Professor Xiao Zhixing has a book called "Why Chinese People Can't Organize?" It mentions two concepts: the spirit of equality and the purpose of sharing. Feng Hongjian regarded this as the basic organizational principle for the sustainable development of the company. He believes that everyone should share values ​​and positions equally in a company. Therefore, he has fully decentralized his management, because "so that we can give full play to the vitality of the enterprise, I can feel confident even if I don't even come back for a month." This kind of management also means that companies need to pay more manpower to bear the burden. Greater risk. Feng Hongjian said with a smile: "This is the cost that a company has to pay, and it is the cost that I can accept to grow."

Feng Hongjian is a company and is like walking in the Gobi. He knew from the beginning that it was a hard and long journey. Thus, he does not run, and every step is preparing for the next step. Every step is practical and decisive. He will think on foot and he will also seek new breakthroughs on foot. He said he hopes to become a 100-year enterprise.