丝路员工成长记⑨｜中东市场“李云龙”&12年坚守埃及大漠者金鑫
来源：中建材投资 、天津水泥院 发布时间：2023-11-08
心无界，路同行
明年是按份共有建设“两廊节节高升”建议可以提供10一周年。十五年来，国内五金家装建材市场集团公司简介坚持不移走国际英文化道路施工，连续创新性“走上去”状态，一直以来都奉行“为是时间的发展作影响力率、与是时间客户协议、为是时间我们安全服務”的协议共盈“三依据”，为“两廊节节高升”延线部委和东南部可以提供高品高效率五金家装建材市场和工业方法安全服務，为融合人们运气按份共有体影响力率了五金家装建材市场压力。国内建材厂实业公司获得风靡全国的2万余名国外投资职工，孩子 在磨砺拼搏中写字好玩作答，在单位趋势中进行互相孩子成长，用一点点几滴的无怨无悔乐于奉献栩栩如生挥写“美美的与共”幸福图纸。接下去来，我们的将为大家讲诉里面100位中国海外导购员的事情背景，看顾客该怎样在“附近沿途”投建中播撒有梦想的种子资源，收成开心的结的果，手写着充足彩色、形象鲜美的振奋人心事情背景……01
李伟峰2002年假如中国有建材市场第一任中国大建筑装饰材料全国阿联酋公司的总运营总监李伟峰入驻中国现代装饰已三年一而
曾在多国外分装修公司就职他善于处理工作中的难题
“选承包商我们只认中国建材”
他嫁接的金融产品大家做出那么好评2020年
李伟峰初任国际阿联酋公司总经理
彼时阿联酋疫情严重
公司陷入危机
他毫不退缩
怀揣荣誉感
坚定不移上路深化改革旅程为解决公司现金流不足的问题
他开展了业务主题月激励活动
并在前几六个月就实现盈利在业务开拓方面
李伟峰强调主动的重要性
他力争上了阿联酋中国跨境电子商务协会支持
成功挂牌阿联酋海外仓
并能够得到阿联酋迪拜英国王室中国发改委南方国合中心等
管方机购的使劲苹果支持迪拜王室来到公司访问时
李伟峰积极向他们介绍中国建材集团
改善了公司在中国海外的产品形像由于醉心工作
李伟峰2年多不会有与全家人永居全心全意投入公司的发展
我们相信阿联酋公司的发展壮大
必涵盖着是一种他们家人的一组华为畅玩Write a Poem of Hard Work with PassionBrave and Decisive, the "Li Yunlong" of the Middle East MarketJoined CNBM in 2007General Manager of CNBM UAELi Weifeng, who joined the CNBM family in 2007, has been working overseas for more than ten years. He has worked in CNBM Jordan NCC Project Department, Ethiopia DMC Project Department, Oman Branch, Ethiopia Branch, CNBM UAE, etc. He had dealt with work challenges, turning the conference room where people often quarreled and slapped tables into an "Arab café" where problems were quietly dealt with. He had negotiated business, and "We only choose CNBM as our contractor " was the evaluation given by the owner. He gets along with his staff. "Brother Feng can get along with everyone, and we won’t hesitate to tell him anything."In October 2020, Li was appointed as the General Manager of China National Building Material Group FZE (Hereafter referred to as "CNBM UAE "). At that time, the pandemic was serious in the UAE. Employees were working from home, and the company was facing problems such as declining sales production for years, plummeting bank credit lines, and high overdue accounts. However, he didn't flinch at all, with the sense of honor of a CNBMer, he stepped firmly on the road of reform.After taking the seat, Li did not rush to implement the new policy. Instead, he explored into the root causes of the company's developmental issues.He discovered that employees lacked confidence, with some even feeling lost. To address this, he watched a film called "Atomic Bomb" with key business personnel. After the film, each employee shared their thoughts and feelings. Inspired by the film, Li formulated the team’s motto: "Be courageous in innovation, say no to 'impossible'." This slightly unusual slogan guides the actions of every employee and helps the company overcome one difficulty after another.While building up everyone's confidence, an urgent issue to address was the company's cash flow. Li organized the leadership team to develop a new performance system. Firstly, they implemented incentive activities based on monthly business. These activities yielded significant results within the first two months, with a 28.13% increase in average monthly revenue and a turnaround from losses to profits. Secondly, they established monthly performance assessment, overdue account collection measures, and excess profit reward systems to address specific issues effectively, and adjusted according to the company's development dynamics.After a series of adjustments, the UAE Overseas Warehouse has established a "self-operated +shared" development strategy. It was successfully selected as one of the first national-level international marketing service public platforms and obtained the highest-level A-grade certification for China's public overseas warehouse standardization. The company took the lead in providing distribution and consignment services for new energy vehicles and parts, collaborating with upstream vehicle companies, manufacturers, and channel distributors, aiming to create a base for Chinesenew energy vehicles in the Middle East region. By 2022, the UAE Overseas Warehouse’s operating revenue increased by 109% year-on-year, and achieved a net profit by 26% year-on-year.Corporate culture is the soul of a great company. To create a distinctive culture, he promotes the learning of the group's culture and national policies within the CNBM UAE, displaying the essence of the group's culture in the exhibition rooms. Innovation is the core value of CNBM Group and the core of the corporate culture to be shaped in the CNBM UAE. The company emphasizes the importance of proactively identifying and overcoming challenges, which is the innovation culture of the UAE company.In terms of business development, Li proactively creates pressure for performance growth, including developing new business and new clients. On the financial side, obtaining credit limits that match with business development is a responsibility. In risk control, the responsibility is to enhance the ability to distinguish between good and bad customers, conduct risk rating, and use risk control tools to achieve the company's annual goals. In procurement, the company upholds the concept of large-scale procurement and establishes cooperative partnerships with resource providers that align with the goal of building a world-class building materials enterprise.In addition to internal development, the company has not neglected external promotion. Li secured the support of the UAE China Cross Border E-Commerce Association, successfully listing the UAE overseas warehouse, and received strong support from government such as the Royal Family of Dubai, the China Development and Reform Commission Southern Cooperation Center, the CCPIT, Henan Provincial Commerce Department, and the Pingshan District of Shenzhen City, etc. A number of senior officials such as representatives from the Royal Family of Dubai, the Royal Family of Abu Dhabi and representative of Djibouti Government also visited the company. Li actively introduced CNBM Group and enhanced CNBM's brand image overseas. The CNBM UAE has appeared on well-known media such as Middle East Chinese Newspaper and Dingxin Media for many times to promote the company's concept of cooperation and development with various market players.In order to enable the CNBM UAE to enter a healthy development track as soon as possible, Li has not reunited with his family for seventeen consecutive months. He has a daughter and a son. His wife said that when their son was born, he was sticking to his post in Ethiopia project and could not witness the birth of their son. Now his son is two years old, and he has not celebrated his birthday once. As a father, he felt somewhat incompetent. He puts his heart and soul into his work and believes that the prosperity of the CNBM UAE also contains a glory belonging to his family!金鑫2003-5年进入我国建材厂在职中华建材市场团体土耳其GOE的活动运维管理的活动主管金鑫是天津水泥院埃及GOE包产项目经理
坚守埃及大漠整整12年
他率领的管理团队连续11年超额完成生产任务
频繁与客人续签包产合同文本埃及 GOE 项目于2012年开始运营
项目业主是埃及军方
项目实行军事化管理
受艺术对比的引响内容前期双方因沟通不畅
造成许多误解
金鑫每晚都额外花费时间与水泥厂经理沟通
用诚意消除了误解
加强团结了互惠
2019年
埃及水泥市场持续低迷
为应对市场冲击
金鑫和项目团队积极降本增效
最终节约费用超过600万元
他还摸索出一套商品熟料的配料方案
加速推进了公司加盟品牌边际效应的拓展运动疫情期间
面对当地员工对防疫工作的不配合
他不厌其烦地介绍中国的防疫经验
关心其养成类了戴活性炭口罩的习惯了12年里
金鑫只回国休假7 次
仅在家过了1次春节
他为埃及 GOE 项目积极奉献
一如既往如一无怨初心不忘为司的亚太化业务范围贡献率着各自的才智与活力The Overseas PathfinderJin XinJoined CNBM in 2003The Egypt GOE O&M Project Manager of TCDRIJin Xin is the Project Manager of GOE project contracted by Tianjin Cement Industry Design & Research Institute (TCDRI) in Egypt. The project is located in a vast desert, where solitary smoke seems to rise straight into the clouds and the sun sets perfectly on the endless Nile River. Jin Xin has been working there for twelve years. The project team led by him has completed production tasks exceedingly for eleven years in a row and has renewed the production ensuring contract with the client several times.The GOE project in Egypt is currently the project for which TCDRI has provided the longest operation and maintenance service. With the efforts of Jin Xin and his team, the project has overcome numerous difficulties and countless obstacles. Its achievementshave won high praise from the owner. While creating excellent business benefits, the project has also effectively enhanced the brand image of TCDRI.On February 1, 2012, the GOE project in Egypt officially began operation. The project was owned by the Egyptian military, and the project was managed militarily. There were significant differences between Jin Xin’s team and the project owner in aspects of production technology, cultural customs, and ways of thinking. At the beginning of the project, poor communication between the two parties led to numerous misunderstandings and difficulties.Therefore, Jin Xin took some time to actively communicate with the manager of the Egyptian cement plant every night, proposing specific suggestions and methods on how to solve problems arising in the work, and using his professionalism and sincerity to eliminate misunderstandings and obstacles, so as to enhance understanding and mutual trust between both sides. Over time, the client's smiles increased, the working atmosphere between both sides became more harmonious, the operational efficiency of the factory improved, and the mutual trust and cooperation between both parties deepened. All these have created good economic benefits and customer value.In 2019, the Egyptian cement market continued to be sluggish. Sluggish cement sales and low prices resulted in a large number of clinker piles. In order to respond to customer needs and market shocks,Jin Xin and the project team actively carried out cost reduction and efficiency enhancement activities. While ensuring cement quality, they reduced the production cost of cement by increasing the amount of the auxiliary materials added. Through self-made prevention + production recovery". Due to cultural and philosophical differences, many Egyptian workers lacked awareness of epidemic prevention and were not proactive in preventing the pandemic. They all were unwilling to wear masks and even wandered and gathered in enclosed areas. Jin Xin believed that only by changing the mind of the client and local employees on epidemic prevention, improving their epidemic prevention awareness and carrying out the joint prevention and control of the pandemic could the production ensuring services and personnel safety of the project be ensured maximumly.To this end, he and his team members tirelessly introduced China's epidemic prevention experience to Egyptian generals, production managers, laboratory directors, and other management personnel, and repeatedly told Egyptian employees about the severe harm of improper behaviors such as not wearing masks. His unremitting efforts have finally borne fruits. Gradually, Egyptian personnel have developed the habit of wearing masks. Various epidemic prevention measures have also been properly handled and implemented.Jin Xin has worked hard around the year. During his 12-year work in Egypt, he only went back to China for vacation 7 times and only spent one Spring Festival with his family. He devoted all his time and energy to the GOE project in Egypt. “No complaints, no regrets, and consistency” is his true portrayal. Along the way, he faced different challenges. Calm thinking and witty decoupling have become his problem-solving style. Under his leadership, every member of the project team has been dedicated and diligent, practicing their promises to the owner with practical actions, and contributing their wisdom and strength to TCDRI’s international business development.
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