108 years ago today, on January 18, 1917 (December 25, 1916), Wang Yongqing, the richest man in Taiwan, was born. Wang Yongqing, the "God of Management", was born in Xindian, Taipei County, on January 18, 1917. His father, Wang Chang-geng, made a living from tea and had a hard life. When he graduated from primary school at the age of 15, Wang Yongqing went to work as a handyman in a tea garden, and then went to work as an apprentice in a millet store. The next year, he opened a millet store by himself with 200 yuan borrowed by his father. In 1954, he raised funds to establish Formosa Plastics Company, which was completed and put into operation in 1957. Relying on the management system of "adhering to the complete separation of the two powers", his "Formosa Plastics Group" developed into the king of Taiwanese enterprises, under the jurisdiction of Taiwan Plastics Company, South Asia Plastics Company, Taiwan Chemical Fiber Company, Taiwan Chemical Dyeing and Finishing Company, Taixu Fiber Company, Taili Garment Company, Yuzhi Industrial Company, Chaoyang Timber Company and Xinmao Timber Company, and also runs several large companies in the United States. The capital of the department reached more than 4.50 billion US dollars in 1984, and the annual turnover reached 3 billion US dollars, accounting for 5.5% of Taiwan's gross national product, second to none among private enterprises. There are more than 1,500 downstream processing plants with which Formosa Plastics Group has a relationship of survival and death. Today, he is the chief among the rich in Taiwan, and he ranks among the "top 50" in the world chemical industry. He is the only corporate king in Taiwan to enter the "world's top 50 companies". In June 2008, Forbes announced that Wang Yongqing was worth 6.80 billion US dollars, ranking second in Taiwan. In 2008, Wang Yongqing passed away in the United States on the morning of October 15, US time, at the age of 92. Extended reading: "God of Management" Wang Yongqing: Hard-working and smart people cannot be reused Extended reading: "God of Management" Wang Yongqing: Hard-working and smart people cannot be reused. He is Wang Yongqing, the richest man in Taiwan, and is known as a symbol of Taiwan's economic miracle. He is also the god of business in Taiwan. His business philosophy is very popular and has influenced generations of entrepreneurs. This article excerpts the following cases for readers. "God of Business" Wang Yongqing 1. Three Seconds for Rice Shop Operation Wang Yongqing When running a rice shop, it took three seconds for the shop to stand out. 1. Improve Quality At that time, Taiwan's rice milling technology was very backward, and there were a lot of chaff, gravel and small stones in the rice. Usually ordinary people buy it home and deal with it themselves. Wang Yongqing picked up the sundries before selling them. With this, he made a good reputation and won the good will of customers, so that the business could do better and better. 2. Delivering Rice to Your Door In the early years, rice shops did not deliver goods to your door. Wang Yongqing saw that some elderly aunts could not carry it, so he took the initiative to help them deliver it home. When giving rice, you pour out the old rice first, and then put in the new rice. Such attentive and considerate service has won more customers. 3. Before credit was available, there were many poor people, and rice shops did not give credit. They often bought rice only after receiving a salary. Wang Yongqing opened a precedent for shopping on credit. This trick is very popular with the common people, and the reputation is getting better and better. 2. "Pressure management" is the direct driving force for development. "Formosa Plastics Group" was established and put into operation in 1957. It has never been optimistic to be the king of today's Taiwanese enterprises. "Pressure management" is the direct driving force for this enterprise to seek survival and development. Transforming pressure into development motivation and enhancing core competitiveness is not only the way to win in the market, but also the way to survive. In the face of the cruel competitive environment, Wang Yongqing integrated "pressure management" into the business operation and development process, artificially creating survival pressure for the Formosa Plastics collective, so that the Formosa Plastics people have a sense of oppression, and then achieved brilliant results. 3. Talent Concept: Only with both ability and integrity can be reused. Wang Yongqing has inherited the traditional Chinese concept of employment. In the Formosa Plastics Group, those with both integrity and ability can be reused. He explains the talent concept like this: 1. Hard-working and smart people cannot be reused. A hard-working and smart person seems to be a rare all-rounder, but it is easy to do everything. As a result, a group of lazy people are raised below, depriving the bottom-level employees of their growth and existence value. Such people are managers, and they are exhausted in doing everything, while employees are very idle, or they are not good at doing anything. 2. Smart but not hard-working people can be supervisors. They are not hard-working, but they mobilize the enthusiasm of the team and keep their subordinates busy. In this sense, the laziness of managers actually allows everyone in the team to reflect their due value. 3. Undiligent and not-smart people can use such people to play the role of "green leaves", making everyone feel better and better than him. His presence can make others find confidence. Thus stimulating the initiative and creativity of most people. 4. Hard-working and not-smart people can't be used. Such people don't give up when they hit the south wall. They will go in the wrong direction, deviate from the goal more and more, and cause more and more losses to the team. 4. The boss who knows how to distribute wealth reasonably can make better use of "talents". Property must be fluid. Scattering wealth is not "prodigal", but to gather people, so as to achieve the purpose of gathering wealth. Scattering wealth and gathering people, using "talents" as an important resource, such an enterprise can always gain more first-mover advantages than other enterprises. Five. Cultivating ordinary soldiers into generals Wang Yongqing has learned from practice that the enterprise is not well managed, and the problem is not entirely with the employees, but with the improper management methods of the boss. Talents are forced out, and the more challenges, the more you can accelerate a person to become a useful talent. Today, relying on the strength of the boss alone is not a big deal. You must actively mobilize subordinates and train soldiers into generals to have greater benefits. Ordinary talents require managers to develop, cultivate, and gradually empower them to bear the burden. This is the best choice for rapid growth