The Power Shift Of Hongxing Erke Constitutes A "Brother Lian" Model.

The eldest son is fully in power and the second child is in charge. Family equity Stick to it. Manager System 。 Erke Wu Hanjie simplified the seemingly complicated power shift problem.

Unlike other first generation family entrepreneurs, when Wu Hanjie handed out power, he did not "listen to politics" or "overlord". How did Wu Hanjie complete his shift? Can his two successors, Wu Rongguang and Wu Rongzhao, co-exist harmoniously, so that Hongxing Erke will not suffer from the dispute over family power?

Decentralization of children and children

Wu Rongguang and Wu Rongzhao constitute highly knowledgeable "fraternity" mode, which is rare in Jinjiang.

Hongxing Erke started in the 80s of last century, and was listed in Singapore in 2005. By the end of 2007, its family business assets reached 2 billion 77 million yuan.

But at this time, Wu Hanjie, who is getting older, is facing the problem of power shift. As a family business, it is the most natural choice for two sons to inherit his estate. But who chooses to succeed is the key.

Wu Hanjie carried out the power distribution according to the most traditional way of handling: the eldest son was full power and the second son was in charge. However, despite the tradition, the distribution of power is actually based on the position of the two heirs in the past.

Wu Rongguang, the eldest son, was born in January 1975. He is a member of the Communist Party of China. His first impression is refreshing and capable. After finishing high school, he went to Shenyang Design Institute, specializing in sports shoes design. After graduation, I have been doing family business in my father's shoe factory.

The second son, Wu Rongzhao, is different from many rich children. His academic record has been excellent, and he has gone to Fuzhou University to study economics. After graduation, he chose to go to Australia for further studies. His learning experience in Australia made him have a clear understanding of the development of foreign enterprises. When he returned to China, he contacted a number of investment companies and banks in Singapore. He is deeply aware that to achieve rapid development, enterprises must break through the bottleneck of capital and introduce foreign strategic investors. And the way of listing will bring greater impetus to the internationalization strategy of enterprises.