Soft power Mr Liu: a successor in the outsourcing field

More than 40% gross margin of the industry who do not want to meddle? Mr Liu in this way into the software outsourcing industry.

In April 2006, Evans got 30 million of dollars in investment in Sequoia, DCM and Lenovo, and in July 2006, GGV led the joint gathering of Asia, Intel, IFC, DFJ, Mitsubishi UFJ and Sumitomo to inject more than 30 million dollars into Hisoft; March 2007, Soft power obtained from the Yong-Wei investment, surplus rich Terry, Fidelity, Mitsui Venture Capital total of 45 million U.S. dollars in the second round of financing, and set the domestic and foreign package field of financing of the new high, a lot of people in the future posture. Mr Liu, chairman and chief executive of Soft power, said, "to ensure that the company grows at a rate of more than 100% per annum".

Although it started late, Mr Liu's ambition was to overtake the industry's predecessors and eventually replace Indian companies. For this he has done a good job for every step of the company's development, this bureau includes: continuously through the new certification, improve the company's internal control mechanisms, in the world's appropriate locations to reach customers and facilitate delivery of the product office; Establish a talent training system to ensure continuity of business; build competitive advantage by accumulating industry experience. Therefore, in less than 6 years of time, the soft power to catch up, but also for the company's continued expansion of a solid foundation.

　　do the Bureau

Mr Liu's experience in his own opinion is very simple, quick a few words on the end, but is the most consistent with investors preferences of the investment object: to stay in school, have overseas work experience, after returning to work in multinational companies for several years, successful entrepreneurship after the establishment of the Asian Business Online, 1999, October 2006 sold to one of the world's top 500 U.S. Office Depot companies.

To comply with such standards, soft power quickly got two rounds of investment. The first round was the 14 million dollars that Wynn invested (including $1.5 million trillion), the company was able to merge with the joint innovation to achieve a qualitative leap; this March, Yong-Wei investment United Fidelity, Mitsui Venture Investment again let the company rushed to the first camp of domestic and foreign packages.

After a long time to return, Mr Liu since the "turtle" has become a "tortoise", in the metamorphosis of his company has become 2006 Chinese software outsourcing one of the 25 strong. In fact, this process of growth is also the company's certification process of escalating.

How can the customer's product quality be guaranteed when the staff changes? Get CMMI5 certification, so that customers rest assured. Is the customer's data secure after entry? Through ISO9001 certification and ISO27001 (BS7799) Information security certification, so that customers peace of mind. This is the Yong Wei Investment Beijing Representative office general manager Cheizong Gao bullish, "I invested in soft power is at the end of 2005, when they have been CMMI4 certification, last March, and soon got CMMI5 certification." In fact, small companies to do these certification is costly, but the soft power is willing to do so, it means that he is determined to be a big international enterprise. In other words, in the company is still very small Mr Liu focus on the establishment of internal control mechanism, with such a foundation to grow into a large company is easier. "It is so, soft power Connaught Big office area Everything appears orderly, each department's setup and security are in line with the international."

When the reporter asked about the business composition of soft and Mr Liu, he carefully analyzed his layout: Europe and the United States 1/3, Japan and South Korea 1/3, China 1/3, to achieve regional balance. Under such a plan, Mr Liu has gradually achieved his global business pattern.

So how is soft power implemented and delivered? According to Mr Liu's explanation, the layout of the soft power delivery also reflects the layout of China's entire industry.

At this point, Liu Astronomy is concerned with the combination of cost advantage and talent advantage. BEIJING, Shanghai and Shenzhen are still the portals of international clients, so the focus on high-end talent and business development is concentrated in these three places, and the high-end business is placed here. Because of the need to reduce costs, as a stronghold to form several groups, Beijing's low-end business in Tianjin. Shanghai and Wuxi also have such a relationship. Wuhan is the central region, can be used as a soft and dynamic training base, the transfer of talent to many business points. and Dalian to Japan outsourcing is very good, good outsourcing companies are in Dalian, soft power in this also has a large delivery base.

"By such a layout we can maintain a long-term competitive advantage." We also have a basis for growth in the future when we expand. "Mr Liu is optimistic about this. "We in Europe and America, Japan and South Korea also made a layout to ensure accurate contact with customers." The United States has sales offices in Boston, Seattle, and Atlanta, and it is still being optimized. Because many businesses are concentrated in the financial sector, there are offices in New York and offices in London. Japan has three offices, the main in Tokyo, Japan's poorer places-Kyushu, we set up a near-shore outsourcing point, the implementation of the Japanese outsourcing staff to the Kyushu to stay for a while, and then sent to Tokyo and Osaka. We have set up an office in Seoul in 2005. In this way, an international layout is basically formed. ”

　　Retain Talent

"It's also important to retain talent. "Mr Liu said," First of all enterprises to have long-term development, enterprises in the development of the speed of the staff is still very satisfied, and the industry is also very promising. Our enterprise 80% or 90% is the technical resources, thousands of employees is thousands of engineers, in order to ensure that engineers can stay to create better benefits, in addition to the usual human resources system, we also set up a special ' Technical Resources committee ', ' Technical resources Management Office ', strengthen personnel work, in the assessment, promotion, Retraining to do homework, this piece has a special deputy to manage, to ensure the stability of talent and cohesion. ”

In the strategic development of soft-power strategy the Director Linan, IT service enterprises require a forward-looking vision, to grasp the direction of development, this more surface now on the industry's understanding and grasp, Mr Liu is in line with these characteristics. Therefore, it is not difficult to understand, Mr Liu in the difficult period of SARS, in the overseas market contact, less money, small team, no brand, the case, still adhere to the down; it is not difficult to understand that Mr Liu in the company to meet the rapid development opportunities can still be able to calm down to cultivate talent.

Software Outsourcing Enterprise's greatest wealth is human, the highest cost is also human, however, the growth of the head and the company's turnover is corresponding to the soft power of more than 100% of the annual growth rate is also rely on such talent strategy to obtain, so the real decision or victory or the continuation of these personnel training system.

Mr Liu has been facing the reality of 200 new employees entering the soft drive every month. At home and abroad in the software outsourcing market, the number of employees to determine the size of the company, in India, with 5000 people in the software export enterprises abound, some companies up to tens of thousands of people. According to Mr Liu's plan: this year's year-end company staff number of 5000 people, next year more than 8000 people, in the future beyond million people, so in the international can have a certain degree of competitiveness.

This brought him some trouble: where did the people come from? How to provide a competitive environment? How to retain talent? Mr Liu put the talent reserve on top of the agenda, thus building its core competencies. In this regard, the company to take a lot of measures, such as the soft power of more than 80 people in the country to recruit, the Beijing office floor of the conference room every day people are interviewing, and every year from the major institutions continue to recruit. However, the knowledge and practical work of the school can not be smoothly connected, in view of this reality, the soft power has been to maintain the tradition of training.