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《法國(guó)KEDGE商學(xué)院私董會(huì) | 中小制造型企業(yè)的持續(xù)創(chuàng)新與創(chuàng)業(yè)》

時(shí)間：2015年3月28日

地點(diǎn)：上海衡山賓館

私董導(dǎo)師：路至偉先生，高級(jí)經(jīng)濟(jì)師，法國(guó)KEDGE商學(xué)院特聘私董會(huì)教練

案例點(diǎn)評(píng)：王華博士，副教授，法國(guó)KEDGE商學(xué)院

私董會(huì)部分深度報(bào)道

路至偉先生簡(jiǎn)介：

法國(guó)馬賽KEDGE商學(xué)院特聘私人董事會(huì)教練，領(lǐng)教工坊私人董事會(huì)簽約領(lǐng)教，高級(jí)經(jīng)濟(jì)師, MBA導(dǎo)師。蜜蘭投資機(jī)構(gòu)創(chuàng)始合伙人, 綠派（上海）能源股份有限公司合伙人，中建信資本戰(zhàn)略顧問,飛雕集團(tuán)戰(zhàn)略顧問。路先生擁有成功履職經(jīng)驗(yàn)的高級(jí)經(jīng)營(yíng)管理專家。

擅長(zhǎng)：集團(tuán)戰(zhàn)略、營(yíng)運(yùn)（運(yùn)營(yíng)）（橫跨多家知名跨國(guó)公司、國(guó)企上市公司、民企集團(tuán)）, 品牌的投資、經(jīng)營(yíng)和管理。親歷運(yùn)作過四家上市公司；親歷輔助過上市四家上市公司。在輔導(dǎo)創(chuàng)業(yè)型企業(yè)，有其獨(dú)到之處。數(shù)十年間，曾在以下企業(yè)身居要職，并積累了極富價(jià)值的寶貴經(jīng)驗(yàn)：三星電子（中國(guó)）董事長(zhǎng)中方總經(jīng)理、上海家化執(zhí)行總經(jīng)理、斯米克集團(tuán)副總裁、飛雕集團(tuán)總經(jīng)理。

路老師演講分享

一、我的勢(shì)、市、事管理理念

路至偉總結(jié)自己44年的制造業(yè)職業(yè)生涯，并于上世紀(jì)90年代初，首創(chuàng)勢(shì)、市、事的管理理念。

企業(yè)創(chuàng)始人或董事長(zhǎng)，在經(jīng)營(yíng)過程中秉持勢(shì)、市、事管理理念，有助于審時(shí)度勢(shì)，化險(xiǎn)為夷。

?所謂勢(shì)者，把握宏觀、中觀環(huán)境的大趨勢(shì)。

?所謂市者，＂經(jīng)理人員必須在不確定的條件下做出肯定的回答＂(德魯克, 《有效管理者》)。

?所謂事者，即企業(yè)指標(biāo)評(píng)價(jià)體系。在做具體事務(wù)時(shí)，這些指標(biāo)（包括儲(chǔ)備指標(biāo)）是衡量管理業(yè)績(jī)的標(biāo)準(zhǔn)。

二．飛雕集團(tuán)如何把握勢(shì)、市、事 ，5年銷售6億躍為20多億

2009年至2013年間，飛雕集團(tuán)銷售規(guī)模由6億躍為20多億，在勢(shì)、市、事的把控上應(yīng)該說是十分成功的。

1、勢(shì) 實(shí)施融入O2O商業(yè)形態(tài)的同心多元化平臺(tái)模式戰(zhàn)略

2、市 收購50年品牌歷史的意大利企業(yè)為基礎(chǔ)，啟動(dòng)了開發(fā)滿足個(gè)性化需求的智能化產(chǎn)品與提高品質(zhì)、降低成本的自動(dòng)化裝備投入的國(guó)際合作項(xiàng)目；提升品牌價(jià)值與美譽(yù)度的廣告推廣；

3、事 運(yùn)營(yíng)層面的具體體現(xiàn)：

（1）職能解析

?各層級(jí)，承擔(dān)＂勢(shì)、市、事＂分工之職能；

?各部門（區(qū)域），構(gòu)建＂勢(shì)、市、事＂運(yùn)營(yíng)之條件；

?管理團(tuán)隊(duì)人員，具備＂勢(shì)、市、事＂協(xié)同之心力。

（2）項(xiàng)目解析

? 毎天時(shí)時(shí)處置＂項(xiàng)目＂

? 跨部門協(xié)同推進(jìn)＂項(xiàng)目＂

? 獨(dú)立法人運(yùn)營(yíng)＂項(xiàng)目＂

（3）運(yùn)營(yíng)解析

? 體現(xiàn)論：研發(fā)體現(xiàn)產(chǎn)品巿場(chǎng)價(jià)值；設(shè)計(jì)體現(xiàn)產(chǎn)品制造成本；釆購體現(xiàn)企業(yè)利潤(rùn)

?影響論：計(jì)劃架構(gòu)影響運(yùn)營(yíng)能力；庫存結(jié)構(gòu)影響良性運(yùn)營(yíng)；物流配送影響運(yùn)營(yíng)質(zhì)量

?決定論：合適供應(yīng)鏈形式?jīng)Q定發(fā)展；拿捏住多元化（同心）決定發(fā)展；持續(xù)激勵(lì)的文化決定發(fā)展。

在互聯(lián)網(wǎng)推動(dòng)下，電商空降傳統(tǒng)渠道，壓迫渠道商多重選擇；而滿足消費(fèi)者個(gè)性化需求又成為了可能。在解決消費(fèi)者的需求或痛點(diǎn)時(shí)，如系列產(chǎn)品解決方案，新材料、新工藝、新功能、選色彩，設(shè)計(jì)一體化方案等，飛雕集團(tuán)可謂在行業(yè)里異軍突起，出彩紛呈。

但是，傳統(tǒng)制造業(yè)企業(yè)創(chuàng)新創(chuàng)業(yè)，尤其是在移動(dòng)互聯(lián)網(wǎng)產(chǎn)業(yè)化、商業(yè)化背景下，一大批類似飛雕的企業(yè)，仍然在艱難探索中前行。

從勢(shì)的角度分析，困擾于創(chuàng)新創(chuàng)業(yè)難的本質(zhì)誘因，主要有三點(diǎn)：

（1）互聯(lián)網(wǎng)正在重塑商業(yè)規(guī)則

互聯(lián)網(wǎng)科技延伸了媒體的內(nèi)容和外延，而媒體更新著人文（包括價(jià)值觀），那么，人文正在重塑社會(huì)商業(yè)規(guī)則。例如，互聯(lián)網(wǎng)講的是去中介、去中心化，打破信息不對(duì)稱，而中間環(huán)節(jié)，大企業(yè)的主導(dǎo)，通過信息不對(duì)稱賺錢，恰恰是原先制造型企業(yè)的存在依據(jù)。在這樣的沖擊波下，傳統(tǒng)制造型企業(yè)的商業(yè)模式遭到了顛覆性的威脅。

（2）科技沖擊著傳統(tǒng)商業(yè)運(yùn)營(yíng)模式

在移動(dòng)互聯(lián)網(wǎng)商品化的過程中，傳統(tǒng)制造業(yè)產(chǎn)業(yè)的互聯(lián)網(wǎng)化是必然的趨勢(shì)。互聯(lián)網(wǎng)的科技進(jìn)步，如移動(dòng)互聯(lián)網(wǎng)、大數(shù)據(jù)、云計(jì)算等，促使傳統(tǒng)制造型企業(yè)的商業(yè)模式進(jìn)化，催生全新的運(yùn)營(yíng)模式和管理模式。

（3）粗放增長(zhǎng)的思維慣性

過去的中國(guó)經(jīng)濟(jì)，GDP增長(zhǎng)長(zhǎng)期保持10%左右，做什么都會(huì)有人要，不會(huì)有太多人專注于核心技術(shù)和裝備的投入，知識(shí)產(chǎn)權(quán)保護(hù)也沒有成為社會(huì)的普適價(jià)值，企業(yè)家更多關(guān)注的是勞動(dòng)力成本低下的人口紅利。目前，中國(guó)經(jīng)濟(jì)已經(jīng)進(jìn)入的新常態(tài)，但是企業(yè)家們的思維慣性還是停留在粗放的企業(yè)發(fā)展模式上，沒有及時(shí)迭代創(chuàng)新。

三、扶植傳統(tǒng)制造型企業(yè)創(chuàng)新創(chuàng)業(yè)過程中的觀察及感悟

制造業(yè)創(chuàng)新創(chuàng)業(yè)不是件容易的事，但是有規(guī)律可循。多年的行業(yè)經(jīng)驗(yàn)，從市層面剖析，結(jié)合近兩年曾經(jīng)輔導(dǎo)過近10家企業(yè)創(chuàng)新創(chuàng)業(yè)的觀察及感悟，路至偉總結(jié)出四條可以借鑒類型：

類型一：堅(jiān)持主業(yè)。在行業(yè)有機(jī)會(huì)時(shí)不要輕易轉(zhuǎn)型。堅(jiān)持主業(yè)才是成功之道。一家名為迪豆品牌的化妝品企業(yè)在去痘領(lǐng)域曾經(jīng)占有很高的市場(chǎng)份額，OTC渠道的占有率更是一枝獨(dú)秀。這一類企業(yè)無需盲目轉(zhuǎn)型，在化妝品領(lǐng)域還有許多創(chuàng)新機(jī)會(huì)與發(fā)展空間。

類型二：依托現(xiàn)有的基礎(chǔ)進(jìn)行創(chuàng)新創(chuàng)業(yè)。有一家為國(guó)內(nèi)汽車做空調(diào)器生產(chǎn)的威樂企業(yè)，在三年前的創(chuàng)新創(chuàng)業(yè)過程中選擇了兩個(gè)機(jī)會(huì)點(diǎn)，一是機(jī)器人，二是電動(dòng)車用的空調(diào)器。公司特意從德國(guó)聘請(qǐng)工業(yè)4.0的華裔專家擔(dān)任項(xiàng)目主管。同時(shí)在1.7億元投入新大樓中，還留出一個(gè)樓面做孵化器項(xiàng)目。

類型三：儲(chǔ)備創(chuàng)新項(xiàng)目，選擇機(jī)會(huì)快速轉(zhuǎn)變。這類企業(yè)非白手起家，有穩(wěn)定的主業(yè)規(guī)模，因知道僅靠自己的力量很難做出創(chuàng)新，故在原有的基礎(chǔ)上整合社會(huì)資源進(jìn)行（儲(chǔ)備）二次創(chuàng)業(yè)項(xiàng)目。今年在新三版上市企業(yè)--上海瑞瓏科技，與合肥工大的電動(dòng)車項(xiàng)目，就是成功案例。

類型四：股權(quán)投資。如果原來的產(chǎn)業(yè)（企業(yè)）非常成功，可以用積累下的財(cái)富做股權(quán)投資。綠派能源屬于科技制造型公司，擁有核心技術(shù)，專注于節(jié)能環(huán)保領(lǐng)域。該公司于今年1月7日成功上市。創(chuàng)始投資人（即董事長(zhǎng)）就是這樣一位成功的企業(yè)家。

路至偉的觀點(diǎn)是 : 傳統(tǒng)企業(yè)的創(chuàng)新路徑很多，還包括傳統(tǒng)行業(yè)技術(shù)更新，商業(yè)模式創(chuàng)新，管理模式創(chuàng)新、橫向行業(yè)整合、縱向行業(yè)整合、全球化并購整合、混合所有制機(jī)制創(chuàng)新等。至于走哪條路，這需要結(jié)合自身的特點(diǎn)而定。

私董會(huì)體驗(yàn)部分

路至偉先生推進(jìn)的勢(shì)、市、事--創(chuàng)新創(chuàng)業(yè)私人董事會(huì)形式，首次與王華教授合作在馬賽KEDGE商學(xué)院亮相。該項(xiàng)目的特點(diǎn)是結(jié)合U型理論與勢(shì)、市、事管理理念，幫助私董會(huì)成員模擬完成創(chuàng)新或創(chuàng)業(yè)項(xiàng)目策劃，并彼此獲得分享。

本場(chǎng)私董會(huì)流程

1、私董會(huì)成員分成四個(gè)組（問題所有者團(tuán)隊(duì)），各為一家模擬創(chuàng)業(yè)公司，每組推選一名CEO（問題所有者）。

2、每組依次分階段闡述并發(fā)布

?團(tuán)隊(duì)

?概念

?產(chǎn)品

?贏利模式

其中贏利模式需要涵蓋以下四點(diǎn)：

?利潤(rùn)源：客戶

?利潤(rùn)點(diǎn)：產(chǎn)品

?利潤(rùn)杠桿：價(jià)值鏈（內(nèi)外）

?利潤(rùn)屏障：核心konwhow

3、一組闡述時(shí)，其他三組需要分別從投資者、消費(fèi)者和團(tuán)隊(duì)的角度提問。從創(chuàng)新的概念開始，向投資者闡述理念，以期獲得投融資機(jī)會(huì)。

4、四組項(xiàng)目綜合交流、分享感受

5、王華教授點(diǎn)評(píng)

在場(chǎng)的四個(gè)小組分別模擬了新公司創(chuàng)業(yè)后，王華教授對(duì)四個(gè)小組的表現(xiàn)進(jìn)行了點(diǎn)評(píng)。

案例一點(diǎn)評(píng)：中小企業(yè)B-B印刷快印解決方案

案例回顧 :在項(xiàng)目概念階段的陳述偏模糊，通過問答逐漸摸清，這正是本次私董會(huì)能夠在半天不到的時(shí)間內(nèi)起到的作用—項(xiàng)目的快速定位。

案例創(chuàng)新點(diǎn)：提升印刷閑置資源的利用率

建議：下一步要深入挖掘客戶潛在的痛點(diǎn)和需求，通過解決物流問題，實(shí)現(xiàn)印刷品快速交付。

案例二點(diǎn)評(píng)：如何讓白領(lǐng)在家中就能喝到高品質(zhì)的咖啡

案例回顧 :咖啡業(yè)在中國(guó)市場(chǎng)日趨成熟，這是個(gè)有勢(shì)的市場(chǎng)。項(xiàng)目概念呈述較清晰，有核心競(jìng)爭(zhēng)力，競(jìng)爭(zhēng)對(duì)手在短期難以超越。

案例創(chuàng)新點(diǎn)：打造鮮明的咖啡文化，對(duì)標(biāo)雀巢，將咖啡機(jī)和膠囊作為整體商業(yè)模式。

建議：找到體系建立過程中的瓶頸，并突破。

案例三點(diǎn)評(píng)：用設(shè)計(jì)服務(wù)提供帶動(dòng)數(shù)控機(jī)床業(yè)務(wù)

案例回顧：問題陳述階段沒有鮮明指出針對(duì)哪個(gè)市場(chǎng)，直到最后才提出針對(duì)中小企業(yè)。因此，本次私董會(huì)進(jìn)一步幫助厘清了鮮明的市場(chǎng)定位。

案例創(chuàng)新點(diǎn) :從產(chǎn)品到服務(wù)平臺(tái)。

建議：進(jìn)一步明確行業(yè)與區(qū)域兩個(gè)維度的定位，逐步推廣到其他行業(yè)與省份。

案例四點(diǎn)評(píng)：近期高速成長(zhǎng)的電動(dòng)車零部件企業(yè)中期的發(fā)展模式

案例回顧：截止到會(huì)議結(jié)束，商業(yè)模式尚未清晰，需要進(jìn)一步思考。

案例創(chuàng)新點(diǎn)：尚未發(fā)現(xiàn)

建議：圍繞電動(dòng)車電池周邊設(shè)備這一主業(yè)，爭(zhēng)取從單品實(shí)現(xiàn)模塊化供應(yīng)，逐步成為模塊集成供應(yīng)商。

總結(jié)

本次私董會(huì)針對(duì)中國(guó)傳統(tǒng)制造型企業(yè)的轉(zhuǎn)型，運(yùn)用商業(yè)模式和私董會(huì)模式，通過雙導(dǎo)師，進(jìn)行深入討論。

私董會(huì)當(dāng)場(chǎng)民主選舉產(chǎn)生的四個(gè)公司案例，有屬于資源整合型，有屬于打造核心競(jìng)爭(zhēng)力型，也有屬于產(chǎn)業(yè)資源整合型，都在試圖解決客戶的某個(gè)痛點(diǎn)。這些也印證了路老師的觀點(diǎn)，制造業(yè)的發(fā)展有不同的突破路徑和不同的解決方案。

互聯(lián)網(wǎng)時(shí)代，中國(guó)制造型企業(yè)家面臨的是巨大的思維沖擊。按照參會(huì)企業(yè)家的話，自己的思維方式，猶如面臨電腦軟件系統(tǒng)重裝與格式化。企業(yè)家需要抱團(tuán)，共同順應(yīng)潮流，順勢(shì)而為，轉(zhuǎn)變思維定勢(shì)，確立新的公司發(fā)展戰(zhàn)略，為駛?cè)胨{(lán)海打下基礎(chǔ)。

KEDGE PAB | Sustained Innovation and Entrepreneurship for SMES

Time：28 March 2015

Address:Hengshan Picardie Hotel, Shanghai

Instructor:Mr. Lu Zhiwei, Senior Economist and special invited coach at Peer Advisory Board, KEDGE Business School

Comments by:Dr. Wang Hua, Associate Professor, KEDGE Business School

?怎么判斷是陰虛還是陽虛 陽虛體質(zhì)怎么調(diào)理最好?對(duì)于體質(zhì)是陰虛還是陽虛很多人都不好判斷，總感覺自己容易病，體質(zhì)差的話，大部分是營(yíng)養(yǎng)失調(diào)的情況。下面，我們來看看360常識(shí)網(wǎng)帶來的怎么

Special Report on the Peer Advisory Board

About Mr. Lu Zhiwei:

Mr. Lu is special invited coach at the Peer Advisory Board of KEDGE Business School, contracted coach at Leadership Beyond Boundaries, Senior Economist, and MBA instructor. With successful experience as a senior expert in operations and management, Mr. Lu is also founding partner of Milan Investment Institution, partner of Green Peak (Shanghai) Energy Co., Ltd., Strategic Advisor at CCB Principal Capital Management, and Strategic Advisor at Feidiao Group.

Mr. Lu is seasoned in corporate strategies, operations (spanning a number of well-known multinationals, state-owned listed companies and private groups), and investment, operation and management of brands. Having experience in steering the operations of four listed companies and assisting in the management of four other listed companies, Mr. Lu has his unique approach to coaching "entrepreneurial" companies. Over the decades, he has accumulated invaluable experience by serving crucial positions in the following companies: Samsung Electronics (China, General Manager), Shanghai Jahwa (Executive Director), CIMIC Group (Vice President), Feidiao Group (General Manager)

Summary of Mr. Lus Talk

1. My management philosophy of "trends, market, and business"

Mr. Lu started by providing a summary of his 44-year career in the manufacturing industry and introduced his management philosophy of "trends, market and business" first developed in the early 1990s.

Whether its for entrepreneurs or for board chairmen, adhering to the philosophy of "trends, market and business" helps evaluate the current situation and transform risks into opportunities.

? "Trends" refers to the understanding of the major dynamics of the macro- and meso-environment;

? "Market" requires that "under uncertainty, managers must give affirmative responses" (P. F. Drucker, The Effective Executive); and

? "Business" refers to business indicator evaluation systems. In dealing with operations, these indicators (including reserve indicators) are a measure of managerial performance.

2. Focus on "trends, market, and business" brought Feidiao sales up over threefold in five years

In 2013, guided by the philosophy of "trends, market and business", Feidiao Group managed to generate over 2 billion yuan in sales revenue, up from 600 million in 2009.

1. Regarding trends: The strategy of "concentric diversification platform model" was implemented with an aim to integrate company into the O2O ecosystem.

2. As for "market", an Italian brand with a history of over 50 years was acquired, building on which ???an international cooperation project was launched to develop smart products that meets personal needs and to invest in automation equipment that enhances quality while reduces costs. Meanwhile, advertisement campaigns were launched to raise brand value and reputation.

3. In term of "business", the following efforts were made at the operations level:

(1) Functional interpretation

? Employees at all levels assume specific functions according to their relevance to "trends, market and business";

? All departments (regions) build the operational basis for "trends, market and business";

? The management team creates synergy around "trends, market and business".

(2) Project-based interpretation

? Daily "project" implementation;

? Inter-departmental promotion of the "project";

? Independent operation of the "project" as a legal entity.

(3) Operational interpretation

? The "embodiment" theory: R&D embodies the market value of products; design embodies the production cost; and purchasing embodies business profit.

? The "influence" theory: the planning framework influences operational capacity; inventory structure influences healthy operation; logistics and distribution influences operational quality;

? The "determinant" theory: development is determined by an appropriate supply chain, a well-balanced (concentric) diversification; and a culture of sustained incentives.

With the advent of e-business as a new channel driven by the popularization of the Internet, more choices were given to players in the distribution channel; in the mean time, it becomes possible to reach or reveal consumers personalized needs. Feidiao Group stands out among competitors when it comes to meet the needs or solve customers’ pain points, such as providing product solutions, new processes, new features, and integrated options for color and design combinations, etc.

However, a large number of manufacturers similar to Feidiao are still trudging ahead searching for breakthroughs either in terms of innovation or entrepreneurship, especially as the mobile Internet industry is taking shape in the course of commercialization.

From the perspective of "trends," there are three main reasons behind the difficulties in innovation and entrepreneurship.

(1) The Internet is reshaping business rules.

The Internet technology has extended the connotation and denotation of "media". As a changing media refreshes the humanistic aspects of the society (including values), its business rules are being reshaped. For example, the Internet promotes decentralization, removal of agents, and elimination of information asymmetry. However, traditional manufacturers exist because of asymmetric information and hence the need for intermediate links and large-corporation dominance. Under such impacts, traditional manufacturers face revolutionary threats against their business models.

(2) Technology is impacting the traditional business model.

As mobile Internet becomes commercialized, it has become an inevitable trend for traditional manufacturers to become connected. Technology innovations such as mobile Internet, big data, cloud computing etc., is catalyzing business model evolutions among traditional manufacturers and bringing in new models for operations and management.

(3) Caught in the comfort of "extensive growth"

For years, the Chinese economy used to grow at a rate of around 10% in GDP terms. It has become a widespread believe that whatever products can find its market, and therefore, not much investment has been given to core technology and equipment, the protection of intellectual property rights has not been accepted as a social norm, and corporate executives are more interested in the low labor costs thanks to demographic dividend. However, Chinas economy has already turned into a "new normal" that requires entrepreneurs to break away from the traditional business model for extensive growth and introduce the necessary innovation to cope with the new paradigm.

3. Observation and insights from facilitating innovation and entrepreneurship in traditional manufacturers

There are several rules to follow regardless of the difficulties facing innovation and entrepreneurship for the manufacturing industry. Based on years of industry experience combined with the experience of coaching over 10 companies in recent years, and looking at issues from the "market" perspective, Lu Zhiwei summarized his observations and insights into the following four types:

Type 1: Holding fast to the main business. Avoid haste shifts in response to industry opportunities; the way to success rests in holding on to the main business. Didou, an anti-acne brand of a cosmetics company used to dominate the market especially in the OTC segments. For such companies, its not necessary to steer away, because there remains much room for innovation and development in the cosmetics industry.

Type 2: Innovation and entrepreneurship building on existing success. Velle, a manufacturer of automobile air conditioners for domestic car producers, grasped two opportunity points three years ago: robots and air conditioners for electric cars. The company recruited a Chinese "Industry 4.0" expert from Germany to lead the project, and allocated an entire floor from its new, 170-million yuan building for incubator projects.

Type 3: Reserve innovative projects for rapid transformation at the right time. Companies of this type did not start from scratch and are spinouts from established businesses. As they are fully aware that its difficult to achieve innovation on their own, they tend to implement (reserve) secondary innovation projects by integrating resources based on their original business. A successful example is FoDragon Automotive Technology Co., Ltd., an electric car business in collaboration with Hefei University of Technology, which was recently listed in the Xin San Ban OTC exchange.

Type 4: Equity investment. If the original business (company) is very successful, the capital accumulated can be set aside for equity investment. Green Peak (Shanghai) Energy Co., Ltd. is a high-tech manufacturer, its core technologies focus on energy-saving environment-friendly products. Green Peak went public successfully on 7 January 2015, and its founding investor (chairman) is a successful entrepreneur that falls under this category.

Lu Zhiwei observed that there are multiple pathways to innovation for traditional companies, which in addition to above include technology upgrades, business model innovation, management model innovation, horizontal and vertical industry integration, global merger and acquisition, mixed ownership mechanisms, among others. The pathway to take, however, should be decided based on individual companys specific situation.

The Peer Advisory Board Experience

In collaboration with Professor Wang Hua, the "trends, market and business" program promoted by Mr. Lu Zhiwei was unveiled at KEDGE Business School. The program combines Theory U and the management philosophy of trends, market and business to help Peer Advisory Board members develop and share simulated project planning for innovation or entrepreneurship.

Procedure of the Peer Advisory Board Session

1. Members are divided into four groups (topic owner groups), each representing a simulation start-up, and elect one CEO (topic owner).

2. Each group delivers presentations on the following aspects:

? The team;

? The business concept;

? The product; and

? The profit model,

where the profit model should cover the following points:

? The source of profit: customers

? The profit generator: products

? The profit leverage: value chain (internal and external)

? The profit barrier: core knowhow

3. At the end of each presentation, other groups ask questions from the perspectives of investors, consumers and team members, respectively. Starting from the concept of innovation, presenters promote their ideas for investment and financing opportunities.

4. General observation and sharing of observations among all members.

?用保鮮膜來保護(hù)食物 保鮮膜的正確使用方法在廚房各種工具中有一個(gè)必不可少的就是保鮮膜，各種剩菜剩飯保鮮膜都可以幫我們。其實(shí)并不是所有的食物都可以用保鮮膜來保護(hù)

5. Review and comments by Professor Wang Hua.

After the four groups complete the start-up simulations, Professor Wang Hua provided the following review on each groups performance.

Review 1:B-B Printing (Small/Medium Rapid Printing Solution)

Case recap:presentation on the business concept was somewhat unclear, but was clarified during the question and answers session that followed. This is exactly the goal of the half-day Peer Advisory Board: supporting quick positioning of projects.

Point of innovation:Increasing the utilization rate of idle printing resources.

Recommendations:The next step is to explore deeper into the potential pain points and demands of customers and to realize rapid delivery by solving logistic issues.

Review 2:Quality coffee for the white collar at home

Case recap:the coffee industry is becoming mature in the Chinese market; its a market with potentials. The project is presented clearly with core competitiveness that competitors cannot surpass in short term.

Point of innovation:Building a distinct coffee culture, taking Nestlé as a benchmark, and bundling coffee machines and capsules into an integrated business model.

Recommendations:Pinpoint and breakthrough the bottleneck in the process of developing systems.

Review 3:Providing design service to drive CNC machine business

Case recap:The presentation phase didnt mention which market segment to target. It was towards the end of the program that the group decided on targeting small and medium companies. Hence, the Peer Advisory Board helps refine and clarify market positioning.

Point of innovation:from products to service platform.

Recommendations:Further refine industrial and geographic positioning and before gradually expand to other industries and provinces.

Review 4:Medium-term development models for the recently fast-growing electric car parts industry

Case recap:the business model could not be clarified until the end of the meeting, and more consideration is needed.

Point of innovation:To be discovered.

Recommendations:Centering on peripheral equipment for car batteries as a main business, try to shift from producing singular parts to modular products, and work towards a supplier of integrated modules.

Conclusion:

Revolving around the topic of transforming traditional Chinese manufacturing companies and facilitated by two mentors, the event offered an opportunity for in-depth discussions on business model transition in the setup of a Peer Advisory Board.

The four cases selected by participants by voting are all trying to solve a certain pain point of customers, be it?? resource integration, core competitiveness development or industrial resource consolidation. This also confirms one point made by Mr. Lu: there are various pathways and solutions for the development of manufacturing companies.

In this Internet age, Chinese manufacturing entrepreneurs are faced with astounding impacts on their minds. As mentioned by a participant of the meeting: the impact to ones way of thinking is comparable to a system reinstall and formatting of a computer. Entrepreneurs must work together, follow new trends and transform their mindset in the effort to establish new strategies for development, getting ready to embrace the Blue Ocean.

六年有余，私董會(huì)傾情傾力賦能企業(yè)主

——感恩流逝歲月里的陪伴

六年有余，分別受邀為法國(guó)馬賽KEDGE商學(xué)院 特聘私董教練、領(lǐng)教工坊 特聘私董領(lǐng)教、外灘私董機(jī)構(gòu) 特聘私董教練、師董會(huì)導(dǎo)師...。

2016年4月26日受偉事達(dá)邀請(qǐng)與20位企業(yè)家、高管分享探討企業(yè)創(chuàng)新，感觸良多，收獲良多！

六年有余，數(shù)十場(chǎng)的踐行，不斷地驗(yàn)證著私人董事會(huì)的場(chǎng)域：學(xué)習(xí)成長(zhǎng)的圈子、新型的互助方式、共同修煉的道場(chǎng)、一起療傷的會(huì)所。

戰(zhàn)疫線上私董會(huì)，別樣精彩。與企業(yè)主近三個(gè)月10多場(chǎng)的陪伴，苦難時(shí)期的相互支撐和鼓勵(lì)，難忘之極！

2020，期待您的關(guān)注@路至偉管理日志

Nice to meet you

?肉吃多了傷心又傷腦 老人這樣吃肉才健康很多人認(rèn)為，中老年人要少吃肉，肉吃太多會(huì)導(dǎo)致三高。其實(shí)，這是錯(cuò)誤的。中老年朋友如果不注意營(yíng)養(yǎng)均衡，拒絕吃某些食物，反而容易加快身體