What insights does Weichai bring us from the brink of bankruptcy to a net worth of billions?
Weichai launches technological innovation and overseas mergers and acquisitionsTwo wheel drive
Weichai, an old state-owned enterprise with red genes, has gone through disruptive mechanism reforms, shareholding system restructuring, and international mergers and acquisitions during its growth with the new ChinaIn 20 years, Weichai has grown from a serious loss to a billion dollar enterprise. As a successful case of state-owned enterprise reform, Weichai's reform experience has provided inspiration for the second round of state-owned enterprise reform in mainland China.
Innovation has always been the key to the development of enterprises. Based on technological innovation and looking to the world, Weichai's approach may bring more inspiration by activating resources for our own use.
At the beginning of 2017, Weichai Group's performance was particularly impressive: after achieving a 25% year-on-year increase in operating revenue in 2016, from January to February 2017, operating revenue increased by 109% year-on-year, profit increased by 346%, and engine production and sales increased by 124% year-on-year.
The reporter from Science and Technology Daily saw in the Weichai workshop that workers were working overtime to catch up with the schedule.Customers usually need to wait four or five days to pick up the goods, "said the head of Weichai Group's publicity department.
Weichai people have reason to be proud. This company was established inThe old state-owned enterprise in 1946 has gone through several ups and downs, and now it has finally become a billion dollar enterprise. More importantly, behind this hundred billion yuan is a hopeful path for state-owned enterprises to focus on reform, with technological innovation as the core, and boldly attempt overseas mergers and acquisitions. The development of Weichai is also a vivid portrayal of overcoming difficulties and reshaping a new development landscape in the process of China's economic development.
reform:achievedThe Transformation of 'Rebirth'
Weichai had several glorious moments during the planned economy era, but in 1998, it was on the brink of bankruptcy, "recalled Wang Yong, Deputy Secretary of the Party Committee of Weichai Group. This year, Weifang Diesel Engine Factory, which has tens of thousands of people and has been built for more than 50 years, suffered a loss of 300 million yuan. It has been six months without paying salaries, and its morale is low, on the brink of bankruptcy.
there 's no making without breaking. It also began withThe sweeping reforms in 1998 set Weichai on a new journey of development.
Without Mr. Tan, there would be no Weichai today, and the core driving force of the enterprise is excellent entrepreneurs, "Wang Yong said, which should be the view of Weichai people on Tan Xuguang, the main promoter of reform.
In early 1998, at the age of only 37, Tan Xuguang, who was then the deputy factory director and general manager of the import and export company of Weichai, became the youngest factory director in Weichai's history.
Tan Xuguang led the new team to carry out three deep mechanism reforms in personnel, employment, and distribution systems, breaking the iron rice bowl and the big pot of food, and establishing a market mechanism where cadres can rise and fall, employees can enter and leave, and wages can rise and fall. After the reform, the number of management personnel decreased70%. In less than three years, we have achieved a turnaround from losses to profits.
潍柴进而推行“三三制”体制改革，也就是将三分之一资产和职工随高速机主营业务剥离出来成立潍柴动力，三分之一的中速机业务和职工留在集团母公司，剩余的三分之一非主营业务整体带资分离改制，回归市场化运营。
按照企业运营的规则，突出主业的部分留下，一些零部件企业全部改成了民营机制，这是潍柴当时的重大突破，实现了“脱胎换骨”的转型。“国企改革中面临的许多问题，我们当时就解决了，如果放到现在的话，可以想见，改革的成本和难度会大很多。”王勇说。
innovation:科技研发成为一种机制
在潍柴的改革历程中，坚持科技创新始终是核心抓手。
“在经济下行压力下，2012年我们的销售收入一下子减少了167亿元。”谭旭光说，潍柴实现“V”形反转，一个重要原因是未雨绸缪，依然增加研发投入，最终靠着一系列技术含量更高的新产品赢回了市场。
十多年来，无论市场如何风云变换，始终保持在研发上的高投入，累计投入150多亿元，每年研发占比超过5%，达到了国际领先企业水平。潍柴建成了规模最大、功能最全、能力最强的发动机研发试验基地，打造了研发、试验、试制、制造四大中心有序运转的自主创新体系；建有国家级企业技术中心、国家商用车动力系统总成工程技术研究中心，具备了世界一流的研发实力。
“潍柴拥有行业唯一的内燃机可靠性国家重点实验室，不断提高可靠性是我们追求的方向和特色。”潍柴动力副总裁佟德辉告诉科技日报记者。
节能减排也一直是潍柴技术创新的方向。潍柴发动机先后采用高压共轨喷射技术、高效增压技术、先进的低功耗智能化附件等低碳技术，使得发动机油耗不断降低。
据行业协会统计，按潍柴发动机市场保有量350万台、每辆商用车每年运行10万公里计算，一年可节油290万吨柴油。潍柴正在积极探索发动机50%热效率的技术路线，同时紧跟国家发展新能源汽车的步伐，利用其黄金产业链的优势开发混合动力总成系统，积极探索低碳、低排放技术之路。
“同时，做好全球的协同研发，汇聚全球资源，把精准研发作为原则性的突破工具，解决好各种技术问题，抢占全球科技创新的制高点。”佟德辉说。截至目前，潍柴在美国、法国、德国、意大利建立了研发中心，形成了全球协同研发的创新格局，形成了以潍柴为中心的产业链众创平台。
并购:开启全球化发展新征程
潍柴的国际化没有止步于国际贸易和聚集全球创新资源，而是以此为起点，谋求国际重组和并购。这也正是它得以跨越式发展的关键一步。
self2008年全球金融危机爆发后，中国企业便拉开了“抄底式”跨国并购的序幕。潍柴敏锐地抓住这一机遇。目前，潍柴成功完成了海外并购“三部曲”，实现了由国内布局向全球布局的跨越。2009年1月，并购法国博杜安公司，潍柴积累了经营国际企业的宝贵经验；2012年1月，重组意大利法拉帝集团，潍柴实现了结构调整的重大突破；2012年12月，并购凯傲林德液压，潍柴掌控了全球液压控制系统的核心技术及叉车业务资源。
正是这“三部曲”使得潍柴完成了由国内布局向全球布局的跨越，开启了全球化发展新征程。
“这些欧洲企业都具有领先的核心技术，特别是林德液压落地后，彻底改变我国高端液压核心技术长期被国外垄断的局面，推动我国装备制造产业向价值链高端拓展。”佟德辉说，同时，这些成长型业务也有利于潍柴从依靠投资拉动的单一模式中走出来。
2016年，海外业务贡献了潍柴业绩的半壁江山。2015年，凯傲集团业绩再创历史新高，成为发动机板块之外最重要的利润来源；法拉帝经过艰难整合逐步摆脱财务危机，回归至制造业企业正常状态，业绩获得大幅提升；林德液压国产化工作展开，“中国成本+欧洲品质”加速落地；博杜安新的产品开始在全球销售。
在中国企业国际并购整体起步阶段的大背景下，潍柴的收购为何都能成为经典案例？
“潍柴集团每一次的资本运作，都是从产业发展的角度出发，不是为了简单的买卖企业挣钱，”潍柴集团有关负责人说，而且每次都充分考虑到并购的各种潜在风险，聘请专业机构论证评估，确保万无一失。
同时，在潍柴的管理层看来，文化融合不是一种文化兼并另一种文化，而是共同提炼出适应集团全球化发展的新文化。潍柴集团跨国并购法国博杜安公司、法拉帝集团以及德国凯傲集团，之所以实现了平稳过渡、快速发展，关键在于企业坚持“战略导向，文化统领”。“责任、沟通、包容”的文化理念，已经成为潍柴集团文化建设的一面旗帜，得到了海外各子公司的高度认同。
（来源：科技日报）
