Changing Time to Challenge Products and Services in China for 3 to 5 Years, Lao Cao, 57, Wants to Bring Cummins China to a New Level
Steve Chapman is 57 years old. At this age, he is called "Lao Cao" according to the Chinese people's custom. If he counts as the regional manager of Taiwan’s Hulk Corporation, the current Cummins Group’s vice president has been in China for 24 years—withdrawal of his 7 years of interrupted study and work in the United States. Lao Cao is very good in Chinese. He explained the origin of his Chinese name to everyone he came in contact with, "Side, the thought of Zhang Side."
In this cumulative period of more than 30 years, Cao Side's position from the business development manager, to the business director, to the regional director, then all the way to the group vice president, in charge of emerging market operations.
Since 2010, Cao Side’s position has returned to China. The only difference is that China's business in the 1990s was just one of Cummings' global set of chess pieces. Today, sales in this region are enough to influence the future development of Cummins. In 2009, Cummins sold about US$1.8 billion in China, which was the second largest market for Cummins except the United States. In addition to the digital influence, as the world's largest independent engine manufacturer, Cummins's most powerful competitors are in China, and most of them are local companies. A few years later, these companies are likely to have an impact on Cummins’ business in other countries.
Cao Side directly manages the China market as a group vice president. In Cummins globally, this treatment is also enjoyed by India, which is directly controlled by another group vice president. Cummins has done so because when other multinational companies used the rapid growth of the Chinese market to make up for global losses, their sales figures have fallen by 20% in China.
On the surface, the external reasons for the decline are easily summarized. On the one hand, the global financial crisis has led to a decrease in China’s exports. On the other hand, China’s implementation of the three national emission standards is full of variables and solutions.
However, in Cao Side's view, the internal reason has not been so easy to adjust. From a technical point of view, Cummins has a history of producing engines for more than 90 years. It has tried and accumulated experience in any emission technology route, and even mature products. However, in the past, Cummins generally introduced products from abroad and made localization improvements without changing the technical route.
The temptations and challenges of emerging markets lie here: the local market may create huge gains, while local companies will also adapt flexible technical solutions, some may be outdated technology. This is not unfamiliar to Cao Si De. In September 2008, he read the book “Dragon at your door†published by the Harvard Business School. A similar case has taken place in the medical device industry. Industry, this story appears in the role of EGR.
On January 8, Cao Side and two other Chinese executives released a new strategy for Cummins China in Beijing. In addition to a 20% increase in 2010 performance to reach $2.5 billion, Cummins will make major improvements in its products, services, and strategy.
For example, tailoring the most suitable products for the Chinese market. In order to better serve a diverse customer base, Cummins will adjust its positioning in the Chinese market in an orderly manner, extending from the high end to the mainstream market.
Cummins will adopt a more flexible business model in its operations to better adapt to the needs of the Chinese market and its customers. Globally consistent at the strategic level, based on local conditions at the operational level, adopting a more flexible approach to operations, taking product-oriented approaches to the market and satisfying customer needs, and stepping up its efforts to develop a market that suits the needs of the Chinese market and customers. High quality products.
In addition, in the after-sales service field, Cummins also failed to concentrate its advantages. In the past, Cummins had not used its resources well. Import Cummins products had a service system. Domestic Cummins products had a set of services. Everyone had their own way of doing things. Now they are re-layout and integration, and they are done according to unified design and unified standards.
This rare change is likely to become a new development model for Cummins in emerging markets. Most multinational corporations look at emerging markets with a dominant perspective because they have good technical accumulation and management experience, but how to translate these experiences into local productivity requires flexible cooperation and change.
In the past 30 years, Cummins has established a strategic alliance with China's major truck companies with a 50:50 cooperation model. Now, they need to go further on this basis.
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