Red Bean: A Sample Of The New South Of Jiangsu Model

Open shareholding is a great invention of red bean.

In the view of Zhou Haijiang, whether a company is a modern enterprise is not only a sound system and mechanism, but also a key position of an enterprise. If it is acquired by the system, it will have a high degree of modernization and vice versa.

The new South of Jiangsu mode is "modern enterprise system + party building + corporate social responsibility".

Zhou Haijiang, President of the red bean group, has clearly expressed his view.

When some people declared the end of the South of Jiangsu model, red bean proved by their practice that the South of Jiangsu mode did not die but existed in new connotation.

It is this new development idea that makes red beans burst into more vivid vitality. In 2007, the red bean production and sale was 18 billion 100 million, with an average annual growth of more than 30%, and the enterprise has become a large modern enterprise group crossing clothing, machinery, rubber, real estate and bio pharmaceuticals.

In May 21, 2008, the China Banking Regulatory Commission formally approved the establishment of the finance company by the red bean group. This is the first time in the past 5 years since the establishment of the China Banking Regulatory Commission to approve the establishment of a financial company by private enterprises. It is also a new starting point for the red bean to enter the financial sector.

Red beans prove that they are not only representatives of the old South of Jiangsu model, but also a model of the new South of Jiangsu model.

Moving away from the hard rock that hinders the modern enterprise system.

In the early 90s, because of the unclear property rights, the collective economy of "one public and one big" township in the early days of red beans was once created, and it became a rock between the red beans and the modern enterprise system.

Red bean can remove this stumbling block. Zhou Haijiang can't help it.

In 1988, Zhou Haijiang, a graduate of economics and management at Shenzhen University, entered red beans and became the first university student of red bean.

Zhou Haijiang, who has modern management knowledge, soon realized that township enterprises were generally lack of modern management and low production efficiency.

"Red beans must beat the old group". Zhou Haijiang, who had already challenged the old wage system when he was director of the workshop, was very determined.

In 1993, the red beans, which was under the pressure of capitalism, began to joint-stock reform. It turned out that the pformation of red beans was quite successful. In 2002, all the collective shares were withdrawn, and the red beans realized the magnificent turn from township enterprises to private enterprises.

At that time, there were 11 provincial township enterprises in the town of Hong Kong, and only 3 or 4 were left after the reform.

Why can red beans be reformed successfully? Other township enterprises, including golden key groups that are much better than red beans, have died due to restructuring.

Wang Zhuqian, deputy general manager of the red bean group, participated in the drafting of a series of documents on the pformation of the red bean. She analyzed the Central Plains from the legal person reporter.

Wang Zhuqian believes that the fundamental reason for the failure of reform is self interest.

The restructuring of these enterprises is to turn collective shares into their own shares and into their own pockets.

And the red bean reform and other restructuring are different, red bean restructuring is very real thing to do, everyone get money to buy Group shares.

Wang Zhuqian said Zhou Haijiang's initiative: equity opening.

Wang Zhuqian recalled that the situation at that time was that all the top executives had to take up more than 200 thousand to maintain the position of the senior level, which ensured that the decision of the senior level was based on the interests of the group rather than from the private interests. The ordinary workers could voluntarily become shareholders and there was no upper limit. At that time, Wang Zhuqian, who paid only 300 yuan, took out 1000 yuan into the stock market, which made the staff the real owner of the enterprise, fully stimulated the enthusiasm of the staff, and cultivated the risk consciousness of the employees.

After 93 years of restructuring, 20% of the shares remained in the town.

In 2002, with the support of the district leaders, the red bean top bought all the shares in the town, with the contribution ranging from 1 million to 20 million, and the chairman Zhou Yaoting took about 20 million.

"At that time, Zhou Yaoting, chairman of the board of directors, had always emphasized that when the stock was distributed to all management levels, the whole mind was at stake. When shares were concentrated in Zhou Jia, I believe that those who fought with them could not stay in the Zhou family."

Wang Zhuqian said.

The executives of the red bean group and the branch company hold 4.87,0.44,9.93% shares, which have more than 800 large and small shareholders. Zhou Haijiang told the "legal person" reporter that he held about 12.37% of the shares of the red bean, and the whole week's shareholding was about 50%.

Drive towards the modern enterprise system

The most widely known adzuki bean is its "four system linkage" mechanism, which is explored by itself. In addition to the above internal shareholding system, there are internal market system, parent subsidiary company system and benefit contract system.

Taking the internal market system as an example, the image of the red bean people is that "walking out of the workshop is the domestic market and leaving the factory door is the international market".

The most successful case of this competition is between the red bean motorcycle factory and the tire factory.

In 1995, to avoid the risk of a single industry, the red bean merged with the Shenda motorcycle factory in Shanghai. In order to match the red beans with motorcycles and enter the tire industry, the group's factory has the right to choose the products of any enterprise according to the competition mechanism, and the tyres of the red bean matching plants are not chosen by the group motorcycles. This "forced mechanism" makes the tire factory exert great efforts to lower the cost and improve the quality. In 1998, the red bean tire was placed on the top of the domestic market.

The red beans after reform have gradually explored the management mode of "separation of two powers and checks and balances of three powers" in practice.

The separation of the two powers is the complete separation of the ownership of the board of directors and the management of the general manager, so as to ensure that the general manager exercises the right of management independently. The three power checks and balances are the ownership of the board of directors, the managing power of the general manager and the supervisory authority of the board of supervisors, and the three restrict and supervise each other.

In January 8, 2001, the red beans were listed on the Shanghai Stock Exchange, and red beans began to integrate with the international management rules.

Zhou Haijiang has a classic statement. He thinks that to measure whether an enterprise is a modern enterprise, in addition to improving its system and mechanism, it depends on how the key position of the enterprise is obtained. If it is acquired by the system, the modernization degree of the enterprise will be high, otherwise it will be low.

In September 15, 2004, Zhou Haijiang was elected the new president of the red bean group.

Zhou Haijiang is the son of President Zhou Yaoting, and even more fortunately, red bean was first developed by two elderly people who had cotton bullet. One of them was Zhou Haijiang's grandfather.

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