[Li Musong]: An ordinary employee who is from the countryside near our company said that by comparing with the enterprises and neighbors around, he felt very happy that he still had the job and his income remained unchanged in the winter of the economic crisis. Seeing how other foreign-funded enterprises treated their employees, this old employee shed tears and said: I am willing to serve the company for the rest of my life if it needs me. Figuratively speaking, when the crisis comes just as winter comes, he or she who has a cotton-padded jacket will survive. One of our staff said that the employees who had the sense of obligation, the sense of mission and grateful hearts serve as the warmest quilted jackets to ensure that the company gets through the global financial crisis. Our company stood side by side with the employees. In our company there is an engineer who came to join us from another foreign-funded enterprise. He said: I didn’t believe at all that there was any honesty and credibility in today’s society. But when I joined Phoenix Contact, I find them here. [11:29]

[李慕松]:原話是這么說的，現在是笑貧不笑娼的時代。在面臨經濟危機的壓力和面臨總部壓力的時候，我們公司管理層獨立自主作出了不裁員、不減薪的決定，這是公司管理層對員工的誠信。面臨獵頭公司的邀請和面臨世界500強公司的邀請，我們的干部和員工面對著高薪、高職位的誘惑不動心，不跳槽，是員工對公司的誠信。我是一個工程師，做好我的本職工作，就是我對公司的誠信。所以，有這樣的團隊和員工，我們公司有什么困難不能克服呢？我覺得2008年底，剛才您講的那一件事情也的確給了我當時很大的震驚，因為我跟菲尼克斯電氣合作的15年，在2008年以前，德國人歷來是說話守信用的。我們說德國人嚴謹，而且誠信，的確如此。但是，這一次真的出乎我的意料之外。  [11:30]
[Li Musong]: His original words sound like that, now it is an age when poverty instead of prostitution is laughed at. Facing the pressures from the economic crisis and the headquarters, the executive board of our company independently made the decision of not cutting down the staff or the salary levels. This is the credibility of the executive level to the staff. Facing the invitations of head-hunter companies and world Top 500, our cadres and employees have remained unmoved by the high salaries or positions, and this is the credibility of employees to company. I am an engineer and work to the best in my job, which represents my credibility to the company. Thus, with such a team and such employees, what difficulties cannot be overcome by our company? It’s true that at the end of 2008, the event you mentioned just now shocked me a lot then. For I have had cooperated with Phoenix Contact for 15 years, and the Germans have had always kept their words till 2008. We have seen that Germans are truly strict and sincere. They surly are. But, this time it was really out of my expectation. [11:30]

[李慕松]:2008年11月25日，我在德國開會，董事會批準我們了“寒冬戰略”，批準了投資決定，但是突然的不到一個月，在圣誕節以前給我發了一封郵件，說停止在中國的一切活動，把為中國公司下一步發展積累2億多人民幣的現金匯往德國，公司只有我一個人知道，我覺得這是我的責任，不能把這個責任推到別的同事身上。  [11:32]
[Li Musong]: On November 25th 2008,  I was attending a meeting in Germany, the board of directors ratified our “winter strategy” and the decision of investment. But then suddenly within one month, before the Christmas I received an email which required me to stop any business activity in China and transfer the cash of more than 0.2 billion yuan accumulated for PCCN’s further development to Germany. Only I in the company knew this, and I thought that it was my obligation not shift it to other colleagues. [11:32]

[李慕松]:我作為公司的管理者來說，承擔著對員工的責任和對他們家庭的責任，作為公司的雇員來說，承擔著對董事會和投資方的責任。還有一個感覺，一個錯誤的決定很可能毀了16年以來辛辛苦苦一步一步成長起來的優秀企業。在這種情況下，我們堅持自己的正確決定，我們按照中華文化帶來的智慧說服了德方。我記得在那時候，溫家寶總理反復強調信心比黃金更重要。我對董事會講，我認為信任比黃金更重要。因為這是一家優秀的德國企業，在菲尼克斯電氣公司全球超過100億的目標以后，沒有急急忙忙說明年是120億或者150億，而是提出2020年成為全球行業最信任的品牌，提的是信任。所以我問了董事會一件事情，如果失去了信任，我們的員工為什么要為你服務？如果失去了信任，面臨其他公司高薪高職位的邀請，為什么我們的高管和技術專家不動心、不動搖。如果失去了信任，為什么客戶要和我們合作，如果失去了信任，為什么政府要支持我們。在這種情況之下，我的堅持不單單是為員工著想，也是為投資方的根本利益著想。我們把這個問題說清楚之后，很快取得了德方的同意。我也很高興，因為在這個問題上我沒有任何個人的私利，我作為公司的總裁，但我只是一名公司的管理人，是一名職業經理人，我也是一名雇員，沒有一分錢的股份，我不說也不會裁員裁到我的頭上，但是我對不起我的同事和投資方。作為一個中國人，西方公司叫做職業操守、職業道德。對我們來說，我覺得這種場合之下，我真正是為員工和投資方著想，這就是為什么最后能夠說服他們，得到雙贏的結果。  [11:32]
[Li Musong]: As a manager in charge of the Chinese company, I must be responsible to the employees and their families; and as an employee of the German company group, I must be responsible to the board of directors and investors. I have a strong feeling that a wrong decision might destroy an excellent enterprise which was established gradually by hard work during the past 16 years. Under such condition, we stuck to our  decision and we persuaded the German side with the help of Chinese culture and wisdom. I remember at that time, Premier Wen Jiabao reiterated that confidence was more important than gold. I said to the board that I believed trust was more important than gold. Since Phoenix Contact is an outstanding German company, after achieving the target of 10 billion, it didn’t hasten ti set the target of 1.2 or 1.5 billion yuan for the next year; instead, it proposed to become the most trustworthy brand in the world by 2020. It emphasized the importance of trust. So I asked the board: if we lost trust, then why should our employees work for the company? If we lost trust, then why should our top management and technical experts stay untouched and unwavering when offered with higher salary and position from other companies? If we lost trust, then why should the customers cooperate with us? If we lost trust, then why should the government support us? Therefore, my insistance was not only for the sake of employees but also for the sake of investors. On hearing such a lucid explanation, the German side soon gave me their agreement. I was very glad because on this issue I had sought no personal gain. Although I am the president of the company, I am just an executive of Phoenix Contact, a professional manager, an employee without any share. Even if I didn’t say anything, the layoff practice would not affect me at all, but I would feel sorry for my colleagues and the investor. As a Chinese, I should follow what the West calls professional ethics. Therefore, in a situation like that I was indeed concerned with the employees and investors. That’s why I could finally persuade them and obtain a win-win result.  [11:32]
[主持人]:對于世界來說，目前我們中國已經成為了世界的制造車間，拿到我們中國來生產的都是一些科技附加值比較低，粗放式的產業，沒有核心的技術?？墒?，我們菲尼克斯卻在2007年在中國獨立注冊成功了菲尼克斯電氣（南京）研發工程中心有限公司，您是基于什么樣的考慮，我們是怎樣做到這一點？  [11:36]
[Host]: To the world, China today has become a world manufacturing workshop. What has been transferred to China to make are low-value-added and extensive industries without core technologies. Phoenix Contact, however, independently registered the Phoenix Contact (Nanjing) Research & Development Engineering Center Company in 2007. What kind of consideration did you have? And how did you make it ?  [11:36]
[李慕松]:我認為把最先進的技術、核心技術移植到中國，這才是一個企業真正扎根中國。這樣才能更好為我們的客戶服務。最重要的是保護投資方的根本利益，因為公司在中國的長足發展是他們的利益所在，是他們希望看到的。2007年，我們注冊成立菲尼克斯電氣（南京）研發和工程技術中心，有的媒體朋友到我們那邊訪問報道，說菲尼克斯電氣成立中國第一家同行業的研發中心，這個說法不正確。這是菲尼克斯電氣全球唯一一個獨立注冊的研發中心，當時在這方面和德方，他們的確有不理解，有過長時間的交談，我覺得我們16年以來從技術產品一直到現在全套自動化解決方案的產品，我們一直在努力。在我們公司發展過程當中，我們投資方曾經犯過一個錯誤，面對中國市場的呼應和客戶的需求，采取支持就會贏得市場發展機遇，如果采取保守和拒絕，就會失去發展良機。當時1995年，因為我是一個專業人員，我覺得我們的防浪涌過電壓保護非常有發展前途，現在在計算機網絡和移動通信網絡和衛星地面站、青藏鐵路的系統都有廣泛的應用，目前是全球銷量最大的，而不僅僅是在中國，但是1995年我跟董事會說，他們認為我好高騖遠，說公司剛剛成立，你還是把基礎工作做好。有的人甚至對我說，中國發展再快，和歐洲相差20年，20年以前我賣得最好的產品是中國最需要的，這是一種誤解。在這種情況下，我的意見被董事會否決了，過了三年，董事長親自找我，要我在全球總經理年會上跟大家談談中國移動電話網絡的發展，他已經覺察出問題來了。后來，機不可失、時不再來，我們付出了幾倍的努力，才逐漸在中國國內把優秀的產品推了出去。通過那件事情以后，董事會認識到，我們的中國管理者是有智慧的，他們最了解中國的情況，他們不再輕易以自己的判斷給我們下命令。  [11:37]
[Li Musong]: I believe that to transplant the most advanced technology and core technology to China is really for an enterprise to be able to take root in China. And that will serve our customers better. That’s also the most important thing to protect the radical interests of investors. The company’s long-term development is where the investors’ interests lie and is what they like to see. In 2007, when we registered and established Phoenix Contact (Nanjing) Research & Development Engineering Center, some media reported that Phoenix Contact established the first research & development center of the trade in China. It was not correct, because the center is the only independently registered center in the world for the whole Phoenix Contact Group. I think in the past 16 years from providing technical products to providing the whole set of automation solutions , we have been working hard. In the process of our company’s development, the investor side once made a mistake. That was in 1995, I as a professional expert realized that the surge voltage protectors, which are widely applied in computer networks, mobile communication networks, satellite ground stations and the Qinghai-Tibet railway systems, would have a great future. But when I mentioned this to the board, they considered me to be unrealistic and over-ambitious. They said that since the Chinese company was established not long before and therefore I should focus more on the basics. Somebody even said to me that no matter how fast China developed, it still lagged behind Europe by some 20 years. So they believed that the most popular products in Europe 20 years before would be most needed in China. That was a misunderstanding. In a situation like that, my suggestion was turned down by the board. Then three years later, the chairman of the board came to see me and asked me to talk about the development of Chinese mobile phone networks to the attendees at the Global Annual Conference of General Managers, since he had realized the potential problem. Opportunity knocks but once. Later on, we had to make more efforts to promote our first-class products in domestic markets in China. Because of that incident, the board realized that we Chinese managers are wise enough to understand Chinese situations best. Since then, the board has not rashly given us orders simply based on their own judgments.
 [11:37]

[李慕松]:從這方面來講，從企業發展的高度來看，也是為他著想，這樣能夠取得雙方的共識。我們中國公司快速的發展增強了他的信心，當時我跟他講，研發中心必須要成立。第一，德國的產品不見得完全適合中國的需要。第二，德國的工業標準和中國的工業標準不同，曾經有過，德國產品通過了德國工業標準，就被我們的檢測機關沒有通過。他們知道，因為我跟他們講他們不信，就用事實來證明。第三，中國的快速經濟發展需要快速反應，這絕對不是遠在萬里之外的德國人速度能夠跟得上去的，他們現在越來越感到這一點。第四，在此之前由于他們有不同的意見，但我們花了三年的時間，建立了我們的研發團隊。我們研發團隊研制的產品三年以后在漢諾威的世界博覽會上，用德國公司的名義第一次向全世界公布。他們看到了中國人的能力。所以這樣的話，我們能夠說服德國?；谥袊母母镩_放，中國人有能力，要通過你的實際行動，也就是我說的職業操守和專業能力，讓別人信任你。 [11:37]
[Li Musong]: We reached such a consensus because what I said and did was out of consideration for the future development of the company. The fast development of Chinese company strengthened the chairman’s confidence. When I told him that a R&D center must be set up in China, I mentioned four reasons: Firstly, the German products might not totally meet the needs in China. Secondly, the industrial standards in Germany differ from those in China. As a matter of fact, there were once some German products which had met the German industrial standards but failed to pass the Chinese checking. Thirdly, the fast economic development in China requires fast response which can never be made by the Germans who are thousands of miles away from China. Even the Germans themselves have become more and more aware of this. Fourthly, although the Germans held different opinions, we spent three years in building our own R&D team which developed new products to be displayed at the World Expo in Hannover three years later for the first time in the name of German Phoenix Contact. Through that case, the Germans saw the competence of us Chinese. So we could persuade them successfully. Based on China’s open-up and reform policy, we could gain others’ trust by our practical actions, i.e. our professional integrity and professional ability.  [11:37]

[李慕松]:講到研發的時候，有人問我為什么總部信任你。我們中國人應該問一句話，為什么中國人不值得信任。作為一個頂天立地的中國人，哪怕是中國的外商投資企業，我在為投資方服務的同時，也在為我的國家服務，以一流的成績取得了投資方的信任。我覺得信任這個問題上，或者有人問說，外商投資企業中國人的話語權，發展的自主權，我覺得完全在我們自己手里。自立者，自強；自助者，天助。只要是按中國文化智慧去做，你一定會比外國人做的更好。  [11:37]
[Li Musong]: Speaking of R&D, once I was asked why the headquarters trust me. We Chinese should ask a question in reply: why the Chinese doesn’t deserve trust? As a Chinese of indomidable spirit, even working at a foreign-funded enterprise in China, I am serving my country as well as the investors and have obtained the investors’ trust through first-class performance. As for the issue of trust, I believe that in foreign-funded enterprises the right of speech for us Chinese and the decision-making power are totally in own hands. God help those who help themselves. If you act in accordance with Chinese culture and wisdom, you will surely do better than the foreigners.  [11:37]

[主持人]:可見，實現本土化管理，是我們菲尼克斯走到今天的一個重要的秘訣和法寶。對于如何進行本土化是許多跨國公司現在面臨的一個共同的問題，但是菲尼克斯電氣中國公司卻實現了百分之百本土員工、百分之百本土管理，你們是如何實現本土化管理的？  [11:40]
[Host]: Obviously, having achieved localized management is a magic key to Phoenix Contact’s success. It is a common problem facing transnational corporations as to how to conduct localization, but Phoenix Contact China has realized the goal with 100% local employees and 100% localized management. How did you manage to achieve that?  [11:40]
[李慕松]:剛才我說到本土化管理一個核心的問題，中國人是不是值得信任，歐美各國由于長期以來形成的歧視，他們認為中國人落后。另外還有一點，他們認為中國人沒有道德，特別是在經濟界。但是我覺得在我們和外方的合作過程當中，盡管我是一個雇員，我們是抱著平等、平和、開放，真正為投資方著想，體現出尊重，但是該我們堅持，符合公司發展利益，符合投資方利益的，他們不了解情況的，我們通過說服他們，在這種平等合作的過程當中，16年的磨合，有沒有沖突？有沖突。像我們一開始是德方找到我，他們找到我的時候，因為西門子是菲尼克斯電氣公司全球最大的客戶，而德國西門子輸變電集團，就是以前我的專業對口單位，又是菲尼克斯電氣在德國最大的客戶。我們董事長親口告訴我，他跟西門子電氣集團的上層領導關系很好，他們對你評價不錯，他是這么告訴我的，他找我是出于這種心理。如果真正達到理性上的，我們經過多年的磨合，有沖突和碰撞，可是有一點我們是平和開放，真正為企業發展著想，共同點是一樣的。  [11:41]
[Li Musong]: Just now I mentioned the core issue of localized management is whether Chinese deserve trust. Due to the long-term bias held by American and European countries, they believed that Chinese were backward. In addition, they believed that Chinese lack ethics, especially those in economic circles. But I feel that in the cooperation process with foreigners, although I am an employee, I hold the ideas of equality, peace of mind and being open  and take account of investor’s interests, showing respect for them. However, when it comes to something to be done in the interests of our company and of the investors, when the Germans don’t really understand the situation, we would try to persuade them. During this 16-year equal cooperation process, were there any conflicts? Of course there were some. In the very beginning, it was the German side who came to me. At that time Siemens was the biggest customer of Phoenix Contact and I used to work in the same specialty as that of Siemens electric transmission and transfomation group. The chairman of Phoenix Contact personally told me that he had been on good terms with the upper echelons of Siemens electrical group who spoke highly of me, and that’s why he sought me out. After so many years of run-in, conflicts and collisions, we two sides share peace of mind and open-ness and what we really care about in common is just the development of the company. [11:41]

[李慕松]:就這樣，逐步的讓德國人知道中國團隊的力量。像2003年我們公司10周年慶典的時候，當時中央電視一臺新聞中心到我們那邊采訪，直接采訪德國菲尼克斯電氣公司的二把手，兼中國公司董事長，Mr.Stuehrenberg，當時記者用英語直接問他，我們知道你們的中國公司是100%的本土員工和100%本土管理。我想問你，您和您的董事會，是不是給李教授和他的團隊百分之百的信任和支持？我們董事長說，李教授和他的團隊了解我們的理念，他們知道我們的技術，知道我們的產品，但是他們更了解中國的歷史文化，更了解中國的客戶和市場，他們做得比我們好，我們當然給他們百分之百的信任和支持。我記得2007年，當時擔任德國駐上?？傤I事，現在是德國外交部的瑞爾大使到我們公司訪問以后，親自給我回了一封信，說我真的沒有想到，在我的管轄區內還有這么一個優秀的企業，而且他跟我說，像你們公司這樣的規模，這樣的投資范圍，據我所知沒有一個德國公司的經理，可能你是唯一的。所以我就覺得在這個環境之下，中國人要自強，我們祖先也告訴我們“唯德學、唯才藝，不如人，當自勵”。德和才兩個方面一定要努力，一定要提高自己的修養。 [11:41]