Wenzhou Small And Medium-Sized Private Shoe Enterprises "Family Type" Pformation Pain

As the saying goes, the spectators are clear.

Here, the author takes 10 years to experience the history of the development of shoe-making enterprises in Wenzhou's small and medium-sized private shoe enterprises. As a guide, let's explore the formation of the "death circle" of some private enterprises in Wenzhou.

As we all know, many small and medium-sized private shoe enterprises are relying on the family to join together to develop, and on their way to success, although they are seeing and coming out of the scenery, there are a lot of friends in their social life. But behind them, they have paid a lot of hardships. With the continuous expansion of capital, the scale of enterprises is also expanding step by step. The extension of the market tentacles of enterprise products has gradually penetrated into different regions and different levels of crowd objects, and the supply chain relationship of enterprises has also been changing qualitatively.

Facing the promotion of enterprise brand, the implementation of meticulous management, the introduction of management talents and the refinement and development of enterprise culture, these have clearly told the ability of the family members of the bosses of enterprises that they are far from fully satisfied with their previous roles.

Why is a clear reality called the small and medium-sized private shoe enterprises executives can not let go?

First, "the company is my" obstacle to individual development thinking.

In China, there is a culture called secular culture, and the psychology of seeking wealth and keeping the rich is vividly displayed in this culture, just as some families ask men to extend their heirs.

Most of the owners of small and medium-sized private shoe enterprises come from the peasants, and there is not much cultural foundation. Small farmers' consciousness can not be separated from a "pro" word. They believe that the world is laid down by our relatives. Wealth is my personal, and only my own family is loyal to one another, and it is natural for us to feel sorry for it.

After a programme of activities came out, it was the boss who approved the landlady to participate, or the elder uncle approved the aunt trial. The result is that unless your professional manager can play karate, it can solve the needs of employees' survival, work and culture, but when it comes to investment, some bosses are distressed by digging their ancestral graves.

What is more, many small and medium-sized private shoe enterprises are punished only by punishment, and there is no scale for punishment. The more punishment they get, the more the boss likes.

There is a shoe business owner, every day before and after the wages of employees, it is scratchy mouth, strong anger, the office's large and small all have to be scolded for no reason, once the reason is that wages are very heartache, to get angry to solve the itch of the heart.

Two, my site is "my man".

In many small and medium-sized private shoe enterprises, the heads of various departments, or the owners of the same units, or the recruits who have been assimilated by the "puppet army" face, are trying to exclude those who are not members of our family or excellent professional managers. Although these people do not have any business philosophy, development ideas, management measures, implementation methods and moral cultivation, they can deny the collective wisdom of a department at any time. Even if the enterprises employ professional managers, the assimilation of these big brothers or the ones who see the wind are also in the ashes.

Three, the "heroism" that only the boss will be willing to see.

Chinese style management can quickly open the domestic market, and even hope to create more internationally famous brands. But why are small and medium-sized private shoe enterprises not strong enough to take the world's strong brands?

Because advanced processes and systems are not nurtured in small and medium-sized private enterprises, they are only on the margins of China's secular culture. This is one of the main reasons why many small and medium-sized private shoe enterprises are unable to manage smoothly to international standards. In fact, many small and medium-sized private shoe enterprises are also actively implementing rules and regulations and work processes, but the boss can not give them the right to work. Some bosses also want to run horses well and horses do not eat grass.

Human beings are not immortals. They are not able to do their jobs without power. Only the boss will have some positive colors. But if the boss wants to break away from the market changing environment, this is a death circle.

Therefore, many enterprises do not grow up. This is often caused by the traditional personal will of the boss. It also reflects some selfishness mentality of the Chinese people. The boss has led the cadres to go wrong, which has obliterated the enthusiasm of management and employee entrepreneurship.

The sole owners of shoes enterprises are easy to form a family circle, a geopolitical circle and a circle of friends. Instead, they use their personal will to replace the procedures, systems and standards, and regard the "system" as an "excessive" operation. They overly pursue short-term interests, do not keep their main business growing stronger and stronger confidence, and management can not keep pace with the market changes. Some private enterprises are going to the end or the bottleneck. In fact, they fall into the "grave" that they have long ago excavated. Small and medium sized private enterprises

Of course, there are some excellent and enlightened bosses in small and medium-sized private shoe enterprises. Their role and behavior are examples and gravitation of Chinese private enterprises.

For example, the example brand of Wenzhou shoe enterprises has clearly told us a vivid example: all enlightened business owners, they are all grown up, such as AOKANG, red dragonfly and so on. The reason why they grow up healthily is that they dare to put aside their shelves, dare to break the family circle, and dare to give full play to the enthusiasm of all cadres and staff, and dare to shoulder the responsibility of sharing the harvest with their employees.

Because the bosses of these enterprises have a strong sense of social responsibility, just like the brand of their enterprises, casting their brands and casting their brilliant career.

There is a lion's ambition to eat meat; only the sheep's mentality can only eat grass, and there are many two generation successors in the shoe industry. They are struggling to take up the foundation of their older generation. Many agents are "wholesale and zero". After the batch is zero, the channels sink, take the chain Monopoly routes, go deep into the front line, and focus on the market. From various success and failure cases, we can see that the breakthroughs of small and medium-sized private shoe enterprises are generally concentrated on the "oath" boss, breaking through their own, and pursuing the process of continuous innovation.

Small and medium-sized private shoe enterprises, not in the "learning" in the outbreak, they will die in "shoes"!

In the future career struggle, we should not be a "successor" in the future career. We should recognize the role of family management. We recognize the role of family management. Without this process, there will be no foundation for enterprises to take off in the next stage. We recognize the responsibility and cohesion of the enterprise family without the sense of responsibility and cohesiveness, and there will be no initial accumulation of primitive accumulation. We recognize that many private entrepreneurs have made efforts to introduce talents, without such efforts, there will not be a generation of professional managers growing up or heading for entrepreneurship, but the development will often undergo many pformations, and the pain of pformation from a vulgar businessman to an entrepreneur will be successful. Therefore