Entrepreneurship In The 17 Year To Become Young Enterprises

Zhou Haijiang, 38, is definitely a young man. In 1988, he was 22 years old. He left his post at Hohai University and came to Taihu knitting clothing factory in Wuxi.

17 years later, the former township enterprises grew into the flagship of the national garment industry - the red bean group.

The latest ranking of China Apparel Association shows that the red bean group is the runner up of domestic garment enterprises with sales revenue of about 6000000000 yuan.

Zhou Haijiang, as the backbone of the development of red beans, has won the presidents' election in the 50 directors. He became the new president of the red bean group by 49 votes. He took the "Shuai Ying" from his father Zhou Yaoting.

"I don't think I am the second generation of the enterprise," I said. "In the 22 year history of red bean, I have been involved in 17 years and should be categorized as an entrepreneur."

Zhou Haijiang always had a quiet smile on his face, showing the humility and gentleness of the intellectuals.

In 1983, when the father took over the factory, the factory basically shut down.

The factory's reputation is not good, his father wrote a personal guarantee to the bank, the bank gave 6500 yuan, just enough to buy a ton of cotton yarn.

Because the factory owed too much money, it found a dyeing factory that did not pay for the money. After finishing it, it had just put the cloth on the ship, and the other side's money was chased out.

When the workers saw the boat empty, they came to despair.

The father launched everyone to sell the inventory, and put all the cadres and staff to the stalls of the villages and towns.

When Zhou Haijiang narrated the story, there were rare vicissitudes.

After graduating from the Department of economics and management of Shenzhen University, Zhou Haijiang resigned and became the first college student in the factory.

At that time, township enterprises were not valued. Relatives and friends were very puzzled about my choice. But I think township enterprises have great potential for development, and the prospects are immeasurable. They just lack the necessary scientific management. They should be able to play their expertise here, especially if they can work under my father's hands. I feel that I can learn a lot.

From the ordinary workers to the factory secretary, workshop director, planning chief...

Zhou Haijiang gradually showed extraordinary managerial ability.

After entering the decision-making level, he pioneered the "internal market system, the parent subsidiary company system, the internal joint-stock system and the benefit responsibility contract system", so that the vitality and competitiveness of the enterprise were released, and played a key role in the growth of the red bean group.

In the eyes of many onlookers, the red bean is also a family enterprise.

"When the enterprise is very young, the system is not perfect, the future income is uncertain and the risk is unlimited. At that time, we should appoint family relatives and friends. It should be the right choice, because from the perspective of economics, the supervision cost of enterprises is close to zero."

Zhou Haijiang obviously has his own judgment for the family. "When the enterprise is large, it is not enough to choose talents between friends and classmates. It is necessary to carry on the change of talent and introduce talents with different backgrounds."

The reporter found an interesting phenomenon in the interview of the red bean group: all the products of the group have 2 factories at the same time.

It is said that this is the competition mechanism of "one product and many factories" that Zhou Haijiang came up with.

There are ten big subsidiary companies and more than 100 factories in the red bean group. How to form the management mechanism of "able person and inferior person"? Zhou Haijiang first tested in the western-style clothing factory: divided it into two factories with equal production conditions, and allocated regional sales. At the end of the year, the factory director's performance was assessed by actual performance.

After that, the system was gradually extended to underwear factory, shirt factory, motorcycle factory and electric bicycle factory.

Some poorly run old factory directors accepted the result of being eliminated, and many talented people rushed to the management positions.

The reporter noted that at present, there are more than 800 shareholders in the ormosia group, many of which are owned by senior managers.

Under the impetus of Zhou Haijiang, not only is the red bean group so, every factory under its command has established a clear shareholding property right system, among which the biggest feature is that about 50% of the shares of each factory are jointly owned by the factory management.

"Wealth is scattered and wealth scattered.

This factory is not me nor our family, but our employees. "

Zhou Haijiang showed the wisdom of pcending ordinary people.

If the red bean is "sprouting" in the hands of Zhou Yao Ting, the red bean has gone beyond the "southern state" of growth, and has gone out of the development path of the traditional township enterprises in South of Jiangsu.

In the past, red bean has a disadvantage. It likes developing snowball itself, making money by itself, and not cooperating with foreign countries.

Now it seems that this idea has limitations, which has affected development, especially the speed of entering the international market.

Under the background of strengthening macroeconomic regulation and control, Zhou Haijiang reflected on the past and saw opportunities for development.

He suggested that any group, any factory and any project of the group could cooperate with foreign investors, provided that the other side should not only have funds, but also have market and technology.

"We are actively seeking joint ventures with major international sourcing groups, not only to supply them, but also to invest in shares, so as to catch these big customers and get international markets from the perspective of development. We have always focused on the business models of production products, and now we need to get more involved in the service sector."

Mr. Zhou Haijiang noted that in recent years, he has been seeking to break through the restrictions of the region and industry.

He made use of the brand advantage, management advantage and market advantage of the red bean, and has established more than 150 enterprises in Guangdong, Zhejiang and Fujian by making the card processing, sending out management personnel, purchasing and merging.

At present, the total assets and staff of these enterprises have exceeded the total amount of the red bean garden.

Although the red bean is born in the south, Zhou Haijiang, the collector, has spread it far away.