Wu Changjiang - China's first lighting madman

My goal is great, not only to be China's number one, but also to be the world's number one!

——Wu Changjiang

Wu Changjiang, male, 43 years old, Chongqing Tongliang, president of NVC Lighting Holdings Co., Ltd. In 1992, he went to the sea to start a business. In 1998, he established the NVC Lighting Company. At present, the company is already the largest manufacturer of lamps in China.

“Create a world brand and strive for the industry first! Use 3 to 5 years to build a well-known brand in the industry.” 9 years ago, Wu Changjiang’s “crazy words” at the opening ceremony of the company became a reality today. He led his own company, NVC, with an annual growth rate of more than 80%, sales soared from 27 million yuan to more than 2 billion yuan, and opened a "NVC lighting" store overseas, let the brand go out Country gate.

"NVC speed" has widened the eyes of international multinational giants. What kind of "madman" is this?

In 1965, Wu Changjiang was born in the rural area of ​​Tongliang, Chongqing. In 1985, due to the abnormality of the college entrance examination, the outstanding student cadre of Sichuan Province, who missed the favorite Tsinghua University, was admitted to Northwestern Polytechnical University to study aircraft manufacturing. After graduation, Wu Changjiang was assigned to Shaanxi Hanzhong Airlines and had an enviable job. In 1992, just on the eve of being promoted to the deputy director, he chose to resign, carrying the "boss dream" and coming to Shenzhen alone.

At the beginning, he worked as a security guard at a Taiwan-funded enterprise. But he knows that this is by no means the pursuit of his own south. Four or five months later, he came to Panyu and entered a Hong Kong-owned lighting company to work. After several tempering, he summed up the "Boss Law": first, he must be able to suffer; secondly, he is courageous and risk-conscious; the third is business-conscious. He found that he had the above conditions, and he read more books than many bosses.

One day after 10 months, Wu Changjiang’s passbook had 15,000 yuan. He went straight to the boss and told him that he had to resign and set up a factory.

In 1994, Huizhou Minghui Electric Appliance Co., Ltd. with a total capital of 100,000 yuan and 6 shareholders was established, and Wu Changjiang was fully responsible.

The company’s first order made Wu Changjiang still remember. A Hong Kong merchant wants 20,000 transformers and requires delivery within two weeks. Familiar with this line is clear, it is only one month to open a mold, but Wu Changjiang did not hesitate to pick up the order. After drawing a picture and opening a model for a week, more than 10 people continued to work on several nights and finally handed in orders. This business earned more than 200,000 yuan. In this year, six shareholders each divided 380,000 yuan.

A year later, Wu Changjiang completed the initial capital accumulation.





At the end of 1998, Wu Changjiang and two high school students joined in 1 million yuan to set up Huizhou NVC Lighting Co., Ltd. At that time, Philip, Osram, Panasonic and other multinational lighting industry giants have entered China, and there are more than 3,000 lighting companies in the Pearl River Delta region. "NVC" firmly sailed in the "internal and external troubles".

"Channel, integrity, brand" is the three major problems that "NVC" urgently needs to overcome. But Wu Changjiang first solved the strategic goal of enterprise development. “Setting the target first, then building the factory, marketing is not moving, strategy is first” – this is the 16 words that were most talked about at the beginning of the establishment of “NVC”, and it is also the consistent practice of “NVC”.

In 2000, a batch of products worth more than 2 million yuan were found to have quality problems. Is it a recall or a bag? At this moment of life and death, Wu Changjiang chose the most important decision to date: recall all problem products. Some employees proposed to sell the NVC trademark and then sell it, and he vetoed it categorically. With the net loss of more than 2 million yuan, “NVC” created the product recall system that was first implemented in the lighting industry, thus winning market credibility. At the end of the year, the sales of “NVC” reached 70 million yuan.

Sales continued to grow, and Wu Changjiang decided to implement the first store model in the industry. "NVC has just started, the product is not full of half-wall walls, what store to open?" Many people do not understand. But Wu Changjiang insisted on his own ideas. In July 2000, the first store opened in Shenyang. A year later, there were more than a dozen such stores, and the dealers reported that the stores with the brands were much better than those without the brands. Gradually, some dealers took the initiative to find a door to join.

At present, "NVC" has operating institutions in more than 20 countries and regions, and has more than 3,000 specialty stores, creating a main marketing network. In 2003, NVC's sales reached 320 million yuan, which stood out from more than 3,000 lighting companies in the Pearl River Delta. In 2005, sales exceeded 800 million yuan, becoming the largest lighting company in China, ranking 25th in the “Top 100 Chinese Growth Enterprises” list.

In September 2005, the “NVC NVC” logo made a strong appearance at the Beijing International Lighting Exhibition, which aroused widespread concern from all walks of life. "NVC" quickly became popular in product lines such as spotlights, downlights and light panels. But in the face of one honor after another, Wu Changjiang always said: "We are standing at a new starting point!"

In 2005, the “NVC”, which has risen rapidly in the market, experienced an “earthquake” that most private enterprises have experienced together.

There were serious differences between the three shareholders. The other two shareholders believe that they have been investing in the past few years, and now they should make a dividend when making money; and Wu Changjiang believes that the company is not big enough, and the money earned should be invested again.

The two sides did not give in to each other and the final showdown between the shareholders. Since the other party holds 55% of the shares, Wu Changjiang only has 45% of the shares. Although the other party does not participate in the management, in order to balance the relationship, Wu Changjiang gave up the position of the chairman. After being asked to take away 80 million yuan, he completely withdrew from "NVC."

However, on the third day after Wu Changjiang signed the agreement, things changed dramatically. When Wu Changjiang left Huizhou, he received a phone call from a supplier and asked him to hurry back to the company.

Upon returning to Huizhou, he was taken directly to the company's conference hall. In the hall, more than 200 suppliers and distributors across the country, as well as middle and high-level cadres of the company, were crowded with black and the other two shareholders were surrounded. The banner of the NVC Strategy Seminar was also hanged on the scene.

In the end, everyone decided to vote for Wu Changjiang to stay, and the result was that all the votes were passed through him. The other two shareholders expressed their withdrawal. The “anti-water” by suppliers and distributors determines the personnel changes of a company's top management, which creates a precedent for the history of enterprise development and marvels at the industry.

"If you have a hard time, you need to be bold, and the situation is still calm." Wu Changjiang always adheres to the character of Chongqing people. After the "company earthquake", "NVC" ushered in a more brilliant performance. In 2006, the sales revenue of “NVC” reached 1.5 billion yuan. It not only established an industrial park in Huizhou, but also invested hundreds of millions of yuan in Chongqing Wanzhou and Linyi in Shandong to build the largest lighting base in the southwest and north China.

The sudden emergence of "NVC" not only won the respect of Philip, but also let the multinational investment companies such as Goldman Sachs and Softbank come to the news. With the background of international investment, "NVC" became the most internationalized potential in China. Lighting company.

For just over a decade, "Crazy" Wu Changjiang has created a myth in the lighting industry.

Testimonials

Wu Changjiang's entrepreneurial journey is undoubtedly a typical case of “segmentation target determines success”. He constantly introduces new ideas, and gains access to channels. Even if he loses money, he also wins the market as a guideline. When he achieves brilliant results, he always pushes himself to a new starting point again and again. From Wu Changjiang, we have seen the spirit of broad vision, courage to be first, and never satisfied.

resume:

Wu Changjiang, 43 years old, Chongqing Tongliang. Vice Chairman of Chongqing Chamber of Commerce in Guangdong Province, Chairman of Huizhou NVC Optoelectronics Technology Co., Ltd.

He graduated from the Aircraft Manufacturing Department of Northwestern Polytechnical University in 1988. He went to the sea in 1992 and founded NVC Industrial Company in 1998.

In 2005, the company's sales revenue exceeded 800 million yuan, becoming China's largest lighting company. In 2006, its output value reached 1.5 billion yuan.

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