"Reform should not be implemented arbitrarily. Measures should be taken in accordance with the situation, according to local conditions and cases."

　　-- Huizheng News exclusive interview with Gong Yanglong, CEO of BATF

　　In 2020, BATFlian emulsion sales exceeded 1 million tons, with a year-on-year growth of about 30%. What is the concept of more than 1 million tons of emulsion? It means that it accounts for more than 40% of China's construction and waterproof emulsion market, nearly half of the country. In 2021, the sales target will be increased by another 30% -- 1.3 million tons. Once the 2021 sales target is reached, the expansion of the market is within reach.

　　Bardford's superstructure must keep up, and change must come at a gallop.

　　According to the theory of enterprise life cycle, the development of an enterprise generally goes through four stages: start-up stage, growth stage, maturity stage and continuous development stage (or decline stage). In the start-up stage, the organization and process of the enterprise are not formal, but everyone is highly united. The core figure of the start-up can exert influence on everyone, so the efficiency is very high. The main problem facing the enterprise is the innovation of the market and products. In the growth stage, the business of the enterprise develops rapidly, from single product to multiple product lines; (I) The significant increase in personnel, the increasing complexity and difficulty of cross-sectoral coordination; The main problem facing enterprises is the balanced growth of organizations and cross-departmental coordination. In the mature stage, due to the gradual weakening of innovation and entrepreneurship, the rigidity of enterprise organization and process becomes increasingly serious, and the process operation becomes difficult and inefficient. As a result, most enterprises decline, and a few enterprises, such as IBM and GENERAL Motors, enter the period of sustainable development through drastic business changes and realize the pursuit of sustainable management.

　　According to the above theory, Budfu will inevitably enter the mature stage, and only relying on the way of expanding the territory and heroic, fraternal customer relationship, verbal commitment and other ways to expand the market behavior, has been unable to adapt to the sailing needs of the giant ship Budfu.

　　So, what makes BATF what it is today?

"Bold and Courageous Shunde Enterprise essence"

　　Recently, BATF was awarded the "2021 Human Resource Management Excellence Award" by 51job for its outstanding human resource management.

　　Different from many traditional chemical enterprises, BATF broke the industry barrier many years ago and boldly introduced cross-border talents. Liang qian sheng startup founder chose the emulsion of this category of raw materials, because see emulsion which is a category life cycle is very long, though once monopoly by foreign brand, if we can break this situation, can not only have broad market prospects, also can let Chinese chemical enterprise of the foreign brand without high cost, market opportunity now or never, BATF was born.

　　It is liang qiansheng's ambition that led Baofu to become the largest jianjun lotion supplier in China from 2000 to 2010. In the second decade, BATF set the development goal of becoming stronger, to improve the management level of the enterprise, improve the overall operation, and establish a systematic operation mode. Liang Qiansheng, who has always insisted on learning from domestic benchmark enterprises, chose Gong Yanglong, who was born in Huawei, and Gong Yanglong also chose BATF.

Gong Yanglong, CEO ofBATF

　　Gong yanglong is new to, or not well known to, many in the chemical industry, only vaguely remembered as the young CEO of lotion giant BATF. Huizheng Information came to BATF, and we had the honor to have an in-depth conversation with the youngest CEO in the history of BATF.

　　Gong Yanglong's childhood, like a born lost in the starting line of the child. Born in 1981 to a poor peasant family in rural Jiangxi Province, he didn't even know what milk was for 18 years. However, Gong Yanglong was lucky. His parents knew very well the importance of study, and his two elder sisters fully supported him in his study. With the warmth of the family and the ardent expectation of his parents, gong yanglong lived up to his expectations. After graduation, he came to Shenzhen and joined Huawei. He worked in the striver oriented Huawei for 8 years, and constantly took turns to challenge different positions and improve himself. He often got double A score in internal evaluation, which is rare in Huawei where there are many talents.

　　Huawei has brought him not only personal growth and ability enhancement, but also spiritual improvement and mood change. In the face of job rotation, he managed to be low without self-pity, high without pride. In the face of praise, he actively performed his duties and took the initiative to act. Huawei's corporate culture has also influenced him to become increasingly calm, so that he is grateful, beating a heart to give back to the enterprise, give back to the society hot heart.

　　When we were curious about why he chose to cross over to the chemical industry and why he chose BATF, Gong Yanglong said frankly, "In the past, we should first look at the development of the industry when we choose an enterprise, but now we should first look at the boss when we choose an enterprise. The first reason that attracts me to join BATF is that the founder of BATF, Mr. Liang Qiansheng, has a great structure and mind. BATF has a grand vision of becoming a great enterprise. Secondly, Liang always wants jiantu emulsion to get rid of the foreign monopoly dilemma. From catching up, breaking to surpassing, his strategic determination and unswerving determination in the past 20 years are admirable, and his original intention has never changed. At the same time, he was a warm, charismatic boss."

　　The joining of Gong Yanglong also brought the soberness of onlookers. He used the advanced management thinking of electronic communication industry to re-examine the traditional chemical enterprises, and spared no effort to inject a lot of new ideas into the development of BATF. Young he was appointed in less than 2 years group CEO toil for full operation, it was confirmed that his ability to get bud rich from top to bottom of recognition, also underline the he liang qian sheng restraining to follow, and once again demonstrated the building coating emulsion of leading enterprises, has a share is not known by strangers boldness, in known, choose and employ persons always like that.

"Constantly breaking from the inside out, realizing self-iteration"

　　20-year old enterprises are not uncommon in the chemical industry, and 20-year old enterprises can maintain vitality, but it is also rare. If an enterprise wants to maintain sustainable and healthy development, it must maintain active and self-iterative enterprise reform, which includes irregular injection of fresh blood and acceleration of growth.

　　20-year old enterprises are not uncommon in the chemical industry, and 20-year old enterprises can maintain vitality, but it is also rare. If an enterprise wants to maintain sustainable and healthy development, it must maintain active and self-iterative enterprise reform, which includes irregular injection of fresh blood and acceleration of growth.

"What has changed in the BATF revolution?"

　　Gong Yanglong introduced that "change is about people first, and people's thinking should be solved first. As a leader of an enterprise, he should be willing to 'nag' patiently like a 'mother-in-law', and be willing to repeatedly emphasize and explain the meaning of change to everyone. Secondly, the reform should be planned and implemented in stages to continuously achieve the goal, so that everyone can feel the sense of achievement of success in the process of reform, which is very important to the morale of the team. Third should have scientific methods, many companies now change, like copying benchmark, so it is easy to detour, my career on enterprises and bud rich in the change through the detours, after summing up the experience of the before, it's not hard to find, changes should not only learn to innovate, benchmarking and retains the past practice of excellent enterprises, change to adjust measures to local conditions, since the. "

　　Gong Yanglong believes that enterprises need a set of scientific management methods and a set of scientific talent evaluation system to become big. Then he introduced the reform of BATF in six aspects: research, production, marketing, human resources, finance and affairs.

　　In the field of RESEARCH and development, BATF has completed the IPD process reform, breaking the disadvantage of "building a car behind closed doors", controlling the pain points and demands of customers more timely, treating product development as an investment link, and emphasizing the commercialization success after the research and development project is established. Take the initiative to go to the client to understand customer needs, include representatives of each key link in product development, implement team operation, and use a set of mature processes to control, so as to ensure the effectiveness of development, and ensure that products achieve the effect of "healthy birth and healthy education".

BATF Research and Development Building

　　The reform of production and manufacturing mainly emphasizes the role of command center. The "Plan delivery Center" is set up to coordinate and command the allocation of resources, so that the distribution of resources is more scientific and reasonable. Centering on "three streams, two streams and three synergies", it ensures smooth information flow, effective operation of material flow and matching of capital flow, and effectively reduces waste. While the planning line can effectively pull resources, the delivery line can timely capture demand fluctuations and transfer and balance them to order fulfillment, so that the whole chain can respond strategically and coordinate effectively with customers' needs, suppliers' inventory, supply chain and R&D.

　　The reform of marketing service emphasizes the use of iron triangle mode, professional personnel to professional, to avoid the loss of information, the formation and standardization of service mode, research and development personnel and customer's research and development personnel work in advance to get involved in the customer's product development system. Delivery personnel connect with customer delivery personnel, ensure the fulfillment of orders, customer to customer, each performing their own duties, to realize the "service over sales" mode.

　　Research, production and marketing are the departments of food production in enterprise value chain and belong to the front end of the enterprise. In order to make the value chain run more smoothly, it is necessary to reform the people, finance and affairs at the back end. The reform of human resources is to break the limitations of traditional human resources business modules. Based on the requirements of business development, it is necessary to provide talent and organizational readiness, make the organization full of vitality and motivation, and use talent portrait system to continuously improve the performance ability of employees.

　　Research, production and marketing are the departments of food production in enterprise value chain and belong to the front end of the enterprise. In order to make the value chain run more smoothly, it is necessary to reform the people, finance and affairs at the back end. The reform of human resources is to break the limitations of traditional human resources business modules. Based on the requirements of business development, it is necessary to provide talent and organizational readiness, make the organization full of vitality and motivation, and use talent portrait system to continuously improve the performance ability of employees.

　　Finally, how to think of the enterprise, said, can do? As for how to use the monitoring system to focus on the landing of key tasks,BATF

 set up the operation center at the company level and set up the operation department of each system to effectively supervise and implement the key businesses decomposed from the company's strategy, so as to ensure the effective implementation of the strategy from top to bottom and ensure the execution of the enterprise. Meanwhile, the BMI business leadership model is also used to formulate strategies for scientific and effective expression and decoding.

　　Gong Yanglong said, "In the future, Baofu will deepen and optimize the reform, the purpose is to provide customers with quality service, baofu's customer-centric mission is not just talk about."

BATF technology service journey in 2020

"In the face of an uncertain future, keep doing certain things."

　　Gong Yanglong summed up that there were three cases of reform: turning in place; Get worse and worse; It's getting better and better. We must constantly examine ourselves, whether we are on the right path in the process of change, constantly review and adjust. With his own experience, BATF has fully proved a truth: "There is only one way for us to change, and that is the way we walk out." Just blindly copying, not necessarily for the enterprise to bring real value, it is difficult to achieve success as scheduled.

　　On the question of how traditional enterprises change, Gong Yanglong openly shared three views.

　　First, the second round. He stressed that this is a very important step before the reform, review the development process of the enterprise, what are the good and bad practices, not to throw away all the good genes, but also to learn from the past failure. Second, have precise goals. The more accurate the goal is, the easier it is to achieve it. It is necessary to create success periodically and keep the team motivated. Third, enough to understand the method to learn, can not change for change. BATF took a detour when blindly learning huawei's reform at the beginning, which resulted in a decline in r&d efficiency rather than a rise in the reform process. After adjustment, it finally found the key point of reform and greatly improved its efficiency.

　　Many people in the industry may not know that gong Yanglong is now returning to BATF for the second time. He has left and returned again in the middle. His road of promoting the reform of BATF is not smooth.

　　At first, Gong Yanglong, who had just crossed over the industry, wanted to help the company get out of the stuffy situation of management as soon as possible, eager to change the status quo of the company, and eager to inject his fast thinking in the electronics industry into the RESEARCH and development of BATF. Haste makes waste. In the end, many of BATF's traditional and good practices were completely denied, which led to the reduction of R&D efficiency rather than improvement in the process of reform.

　　When Gong Yanglong returned to BATF with his resummarized reform methods, the founder Liang Qiansheng still trusted this ambitious young man who never gave up trying to help BATF win the hard battle of reform. They reorganized the enterprise and tried again. In gong yanglong's words, "Reform should not be carried out in a rigid manner. Measures should be taken in accordance with time, local conditions and cases."

　　When there are more and more "black swan" and "gray rhino" incidents like the epidemic, the whole world is also in a situation of great uncertainty and change. Countries, individuals and companies need to restructure their attitudes towards the future. For future development of bud rich, Gong Yanglong said, when faced with uncertainty about the future, more need we insist to do certain things, bud rich has entered the second 20 years, the past is history, set off on a new journey, need hard skills, strengthen the construction of enterprise of China, in the research, production, sales, people, goods, continuous optimization, Down to earth to create the future of the enterprise.

　　conclusion

　　Conclusion: "A hundred years ago, our door was opened by strong ships and cannons, our sages opened their eyes to the cry of the world, the words are still in our ears...... The open road will not be smooth and open, but no rapids or reefs can stop the rushing of great rivers." This is the dialogue in the finale of the hit TV series Big River 2. The play reproduced the backward situation in the chemical industry at the beginning of new China, and the scene of being controlled by others left a deep impression on the audience, just like a miniature summary of an era. Every Chinese is looking forward to the fact that we are no longer dependent on foreign technology, but have well-known national enterprises or even world-class chemical enterprises standing proudly in the East.

　　If someone had said 20 years ago that for every 2 tons of building lotion used in China, 1 ton would have come from BATF? It must have been hard to believe, but today, it is. National brands are standing at a new historical starting point, BATF's community of destiny thinking, for the healthy development of the industry brought a new thinking. We look forward to the greater success of BATF's talent concept, technical thinking and management experience, which can be widely spread and applied to other fields in the chemical industry. We look forward to the emergence of more national brands in our industry to rank among the world's first-class fields.