He is a 'New Shunde native'
He is a typical 'engineering man'
It's a 'Innovator' from 22 years ago
He is also the behind the scenes hero of today's billions of home appliance industry
He is Wang Jun, the chairman of Real-design Intelligence
Exciting videos, watch in advance
Being introduced to Shunde as a new Shunde person with scarce technical talents
Shunde in the 1990s was the forefront of reform and opening up, which made Wang Jun very eager. Wang Junyuan was a technician at a wireless power plant in Bengbu, Anhui. After being noticed by a Shunde boss, he resolutely chose to develop in Shunde.
Wang Jun, Chairman of Real-design Intelligence:
Because we work in a state-owned factory and have been graduated for almost two years, our salary is only about a hundred yuan, and we cannot make ends meet. And companies in Shunde can offer a salary of one thousand yuan, which is almost ten times more attractive than an increase in income.
In the 1990s, Foshan and Shunde were in the early stages of home appliance intelligence. Wang Jun worked as an electronic engineer in a home appliance micro-controller research and development factory, and was a scarce technical talent in the entire industry. Therefore, bosses often came knocking on his door, and Wang Jun was also hired for product research and development and other related work. Wang Jun and three other engineers saw an opportunity in it and became their main motivation for starting a business.
22 years ago, Shunde's "Innovator"
The design company was established in February 1997, with the Chinese name Red and the English name REAL-DESIGN
When we started our business, we rented two rooms, had seven or eight people, five or six computers. We started with just one design studio.
Two years after starting their own business and establishing a design company, Wang Jun and his team were driven by market demand, forcing them to set up production lines and sales departments to ensure unified design and production responsibilities. This also made Real-design Intelligent officially become a company that provides controller accessories for home appliance manufacturers.
In 1999, the first production line was launched, becoming an enterprise integrating research and development, production, and sales
What left a deep impression on me was that we received a large order of one million yuan at that time, but after receiving the order, we had no money to buy materials. At that time, I didn't know how to deal with banks, so I turned to private lending, which was considered high interest loans. The monthly interest rate was two cents, about 300000 yuan, which was a lot of pressure. Looking back at the process of entrepreneurship, it's mostly about putting in the effort.
Facing the cancellation of cooperation with the largest customer, actively seeking new ways out
After establishing a production line in 1999, Real-design Intelligence entered a rapid accumulation stage. By 2001, Wang Jun had earned his first bucket of gold with a net asset of over ten million. However, just when the development momentum was just right, a major customer with a production to sales ratio of over 80% chose to produce their own controller accessories, interrupting their cooperation with Wang Jun.
In fact, we are facing two choices. One is to close the door and split the money, and then each of us will go back to work and seek development. Another option is to make up your mind to increase investment, improve conditions, and then seek new customers on the basis of your existing accumulation. In the end, we actually chose the second path.
The second person on the left is Wang Jun
In the situation of losing major customers, Wang Jun used all his previous accumulation to buy land and build factories in the park, increased customer and market expansion efforts, and quickly found new customers to obtain orders. All of this stems from their technology and products at the time, which were very popular in the market.
In March 2003, Shunde Base B Area (No.1 Huaye Road) was put into operation, and the company's annual PCBA production capacity exceeded 100 million yuan
Missed the best development opportunity and spent five years correcting it
In the first ten years of entrepreneurship, Wang Jun led Real-design Intelligence to achieve an average annual doubling of growth. The combination of internal and external factors has enabled Wang Jun's technological entrepreneurship to achieve remarkable results. But at the age of ten years of entrepreneurship, Wang Jun encountered the biggest setback in his business career.
It is normal for several entrepreneurial shareholders to have some disagreements on the company's development and future expectations at the ten-year milestone of entrepreneurship. Some shareholders are willing to receive more dividends or enjoy investment returns. As for shareholders represented by me, I am relatively more proactive and feel that there is still a lot of room for development planning and arrangement.
The second person on the right is Wang Jun
In January 2008, the company introduced international investment funds in its Series A private placement
When there were disagreements among shareholders, Wang Jun insisted on continuing the expansion of the company, leaving three shareholders to take over and continue moving forward. Due to the good development trend of the enterprise, when many domestic and foreign institutions came to invest, Wang Jun chose a fund company with a foreign background and received an investment of 8 million US dollars. At that time, it was a relatively rare case in Shunde, but the huge investment did not bring good luck to Wang Jun, and instead caused him to miss the best opportunity for development.
After we introduced funds, we should have quickly carried out stock reform and then made some arrangements for IPO. But after the 2008 US financial crisis, there were significant differences in people's judgments. Foreign capital tends to make pessimistic judgments, and it is recommended that all investment expansion, stock reform, IPO, and other arrangements of the enterprise should be cancelled at that time. About 40% of the business was cut off with one blow. Looking back now, it is a great pity that some of the clients' cooperation was terminated at that time.
Due to his technical background, Wang Jun focused more on the style of technology and products in the first decade of his business career, lacking understanding of the international and domestic economic situation. Therefore, he respected the decisions and arrangements of foreign funds and chose to shrink his business. In 2009, when the country invested 4 trillion yuan to stimulate the economy, he became a typical example of Shunde refusing loans.
Looking back, it's a pity. Considering the situation in our industry at that time, due to the large number of people and low costs, it was the best time for investment expansion and also the best time for enterprise IPO. As a result, we made a wrong choice. During my age range of 40 to 45, it was due to a mistake and several decision-making deviations that resulted in a very high cost and expense.
Make up our mind to carry out transformation, enhance the production and sales value and competitiveness of the enterprise
When faced with problems, Wang Jun did not avoid them, but chose to face them directly. He spent nearly five years correcting them in the company's strategic development planning. This setback made Wang Jun realize that as the leader of a company, he should spend more energy on corporate governance and development planning. So when the company restarted and entered the second stage of rapid development, he invested 100 million yuan in factory automation and company informationization transformation, which doubled the company's production and sales value while keeping the number of personnel unchanged.
Entering the third stage of enterprise development, innovation has become the most important theme. As early as 2014, when the company encountered the situation of "chip breakage", Wang Jun made a painful decision and gradually completed the process of replacing domestic chips ahead of schedule.
We experienced chip power outages five or six years ago. At that time, in order to deal with this matter, we organized about a hundred engineers and spent more than half a year to replace the chips of 500 products of this magnitude. We also learned from our mistakes and made the decision to switch to domestically produced components.
Having been in business for 22 years, Wang Jun has grown from a scarce technical talent to a maker, and then to a new entrepreneur in Shunde. He has always been dedicated and focused on the intelligent home appliance controller industry, daring to face problems and solve them every time, leading the company to become a behind the scenes hero enterprise serving the multi billion scale home appliance industry.
Within a certain stage, there will be an explosive growth in demand for smart products to smart accessories, and this demand itself is the company's main business that can be expanded and extended. The space for these business demands is enormous. Our vision and philosophy is to jointly create a smart new life in the future.
