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The "Two Generations" Of Shoe Companies Succeed In Their Father'S Career.

2010/8/17 10:56:00 88

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Private enterprise

Most of the first generation entrepreneurs started in the junior high school in 80s. Most of them were around 40 years old, and now they have been in recent years. Their energy, knowledge structure and sensitivity to the market are gradually deteriorating. Nearly 50% of the private enterprises in China are facing the first generation of entrepreneurs' "mace" handover problem.

It can be said that the current private enterprises in China are in a peak period of replacement.

And in the field of shoes making, a part of the shoe company has successfully completed the pfer of rights and under the leadership of a new generation of entrepreneurs, the enterprise has gone to a more brilliant brilliance.

Kangnai

The two generation will hold the shoes industry kingdom.

Zheng Xiukang, founder and chairman of Kangnai group, China's high-end footwear company, revealed in July 9th the group's 30th anniversary "evergreen base" press conference: Zheng Laiyi, the vice chairman of Kangnai group, will take over the group's main footwear business, and vice president Zheng Laili (Chairman Zheng Xiukang's daughter) will take over the group's commercial real estate and overseas park business.

The two successors will take office at the end of the year.

At the same time, the two successors also delivered speeches. Zheng Laiyi, vice chairman of Kangnai, also put forward the five major projects of "Evergreen Foundation", that is, high-end manufacturing and high-end brand engineering, people-oriented engineering, two generation succession work, management innovation and overseas strategic projects.

Xu Zhihua reversed the derogatory term of "the two generation rich" in nine years

In June 21st, at the venue of Beijing International Hotel, speaking of the year of PEAK's listing in 2009, Xu Zhihua told us with a loud voice: in 2009, it was a very unusual year for PEAK. It was founded 20th anniversary, Hongkong listed and terminal stores were over 6000, and the growth rate of 51.6% with a high level of business was high.

From the initial positioning of "the two generation of rich" and the achievement of a series of achievements, so far, Xu Zhihua has been sitting down steadily.

Xu said that people used to call him "rich two generation" or a derogatory term. After nine years of hard work, he was able to show everyone's appreciation of the "two generation" with his own ability.

Among his friends, there are many people who are taking over. "Many of us are founded by our parents. I think everyone is very good. They are serious about their work, and they want to create a career," he said.

Some of my friends are working hard. "

One born with a silver spoon in one's mouth

It refers to the rich families born in 80s who inherited hundreds of millions of families.

The rich two generation has knowledge success type, also has the Playboy failure type, the mediocrity also occupies the very big proportion.

From "70 code incident" to "campus wife selection", the news related to the "rich two generation" group is always permeated with the color of money, and is accompanied by great controversy.

In the field of shoemaking, the two generation is more closely related to the word "son" and "father". It means that the new generation of entrepreneurs build their own life by the wealth and opportunity accumulated by their fathers. They stand on the shoulders of successful entrepreneurs and develop their own new future.

The cause of the two generation comes from "

Family culture

The Chinese family culture belongs to the paternalistic culture type, which is rooted in the family system and the corresponding power arrangement in China for thousands of years.

This paternalistic culture is based on family ties, and the relationship between people is established by the close proximity of family members. Family members generally have no confidence in outsiders and have a tradition of inherit their father's career.

This determines that the standard of selecting talents with higher blood ties is the instinctive choice of ordinary entrepreneurs.

In addition, we can see that the successors who have ties with their own can enable the enterprises to survive, even bigger and stronger. Entrepreneurs can realize the continuity of life and career, and also accord with the physiological cognition of human nature.

Data from the report on the development of private enterprises in China (2002) show that even if children are incapable or unwilling to succeed, they choose only 36.2% of the total family managers who recruit professional managers from the society.

This shows that the family relationship of Chinese family businesses and the tradition of inherit their father's business as a cultural belief or informal constraint can not be eliminated in a short time.

As Norse said, "informal constraints play an important role in the progressive evolution of the system, and therefore are the source of path dependence."

The "successor to father" succession mode is an appropriate choice for China's private enterprises.

Not only in the field of shoemaking, the pfer of power in Chinese private enterprises includes the allocation of property between entrepreneurs and the pfer of business management rights.

The pfer of enterprise management right is the succession problem, which refers to who will take over the management of the entire generation of enterprises, that is to say, the selection of CEO, President and general manager.

For example, the domestic sports shoes enterprise PEAK group CEO Xu Zhihua is the company that takes over from his father's hand to take the power.

From the actual situation at home and abroad, we can see that there are two kinds of succession models: one is the mode of "inherit one's father", that is, when entrepreneurs are abdicated, their descendants (especially sons) serve as successors to control the management enterprises; and the two is the separation of two powers, which means that family members have ownership and the right to operate is controlled by professional managers, and the separation of ownership and management rights is adopted to govern enterprises.

These two ways have their own advantages and disadvantages respectively, and theoretical workers hold different views on the choice of models.

From the perspective of private enterprises that have already made power pfer in China, more than 90% of enterprises have chosen the mode of "inherit their parents".

Why does a large number of entrepreneurs choose rationally? This shows that private enterprises' succession in China's current "soil" is more suitable for entrepreneurs to make such a choice.

Conclusion:

Not just in the shoe industry, entrepreneurs in all industries will go on, but all enterprises will undergo the pain of pformation. The new business world is longing for the two generation of heroes.

Their success or failure depends on whether they can maintain or even create greater wealth.

In this process, a spirit should be commended. They begin to take the initiative to take responsibility, communicate initiatively, learn to persist, and learn to compromise.

In this way of inheritance and development, the first batch of enterprises in China has come to a new stage.