嘉文博译-写作中心原创写作案例

In 2000, the HuangHe Group decided to restructure its business operations in nine provinces. The original subsidiaries would be registered as new, semi-independent companies but would continue to operate with the same shareholders in the company. The subsidiaries' names were changed, their status as distributors was terminated, financial support was decreased, and each company had to return any extra assets to the HuangHe company every month. As a manager in charge of one of the branches, I was faced with many difficulties.

Under my direction, we had several stockholder/stakeholder meetings to try to maintain a steady course. I exchanged ideas with managers of other local companies and other branch companies that had also undergone restructuring. We finally formulated a new business model that integrated our distribution, sector and special shop strategies. We determined which business leaders were our target market and set up two new retail shops. With a business breakthrough in the governmental procurement and financial sector, we successfully changed the past management mode, which had concentrated on only distribution and sales quotas. We successfully accomplished the transition of the business from one business model to another. I treasure this success because I am now managing a truly independent company. I now fully understand the mission of a business leader.

(2) Fostering a successor

In the second half of 2000, after straightening things out in the branch company, I decided to return to Beijing for another round of personal development, hoping that there would be additional opportunities for self-improvement and further study. The question of who would take over for me was a question of great importance to the future of the company. Based on the principle of healthy development for the company, I solicited the opinions of the shareholders and other stakeholders of the company. After a thorough and conscientious analysis of the candidates, I appointed a successor. With my appointed successor in place, the company has been operating very successfully. The continued success of the company has been very satisfying to me. If I can realize my dream of becoming a big business leader, this event will provide a valuable background experience for the appointment of high-caliber personnel or even for work transmission after my retirement.

(3) Business planning

After returning to Beijing, I was working in a new business area (the systematic integration department). The 2001 business sales volume stood at USD 220 million. In the second half of 2001, with the coordination of the McCarthy Company, I was assigned to create a five-year developmental plan for my department. During this work project, I meticulously studied the McCarthy planning method and conducted surveys on the internal opinions of various levels of personnel within my department. With the help of a data mining company, I collected large amounts of relevant data. Because the project involved a great number of personnel, a long period of time and a large amount of information, I cooperated with the other personnel in my department to work out a detailed plan. I focused on the key links and found effective ways to draw out the participation of many others. Our plan was adopted and obtained unanimous approval from the president's office as well as our fellow departmental workers and staff.

During this project, the McCarthy planning method greatly influenced me. It not only had a major impact on my future commercial plans, but also on my lifetime as a whole. This planning methodology prompted a reconsideration of both my life and career path by kindling a desire in me to study for a Master's degree in the United States.