Experts From China Private Economy Research Association Inspect PEAK Group

Recently, "China's private (private) Economic Research Association" -

In the historical process of China's reform and opening up, Quanzhou is a city with special symbolic significance. A large number of private enterprises are born in the wave of reform and opening up and are maturing and growing under the guidance of national policies.

Quanzhou has now become the brand base of sports equipment, and is also an industrial city widely gathered by family businesses.

However, in China, family style

Looking forward to the next 5 to 10 years, Chinese family businesses are in a new stage of development. They are faced with a series of challenges such as new and old alternation and enterprise handover. They are also faced with the problems of how to carry out management innovation, merge the governance structure of modern enterprise system, realize the second generation education and the smooth succession of family businesses.

In this regard, the leaders and guests of the conference conducted extensive and in-depth research, research, discussion, research, discussion and investigation with PEAK.

Xu Jingnan, chairman of PEAK, also explored the healthy and scientific development mode of family businesses when they came to form and maintain with PEAK's development example.

Long term development: democratic reform and scientific management

At the meeting, Xu Jingnan, chairman of PEAK group, introduced the management and innovation of PEAK group in detail.

"PEAK has gone through two difficult business and pformation processes from its initial shoe factory to an international sports brand," he said.

Facing the traditional characteristics of Chinese family businesses, which exist in Chinese history, the potential and drawbacks are coexisting. If family businesses want to better inherit and develop, we should first clarify the ownership of enterprises and make good use of ownership and distribution rights, so that they can make more contributions to enterprises and the society. The second is a clear vision and feasible strategic objective of enterprises. There will be no confusion in the process of inheritance and development. Finally, successors must have common strategic goals with successors, tactics can be negotiated, and development methods can be innovated, but the development goals and corporate culture must be resolutely implemented.

Only in this way can family business be inherited.

Xu Lianjie expressed deep sympathy for Xu Jingnan's views.

"On the basis of clear property rights, Heng An also separates property rights from management rights, property rights are family and management rights can attract talents.

Only with the separation of the two powers, can we attract more and more talented people and develop the Heng An culture and the hundred years' sustainable development.

However, this must be built on the basis of the sound control system of the company. Heng An's professional manager is not a person who can be "picked up". He must be able to take office through the approval of human resources department, written examination and unanimous interview.

It is understood that the PEAK group was founded by Xu Jingnan, chairman of the board. At present, the eldest son, Xu Zhihua, is the chief executive of PEAK sports. He is committed to PEAK's brand promotion and focuses on building the first brand of Chinese basketball equipment.

The second son, Xu Zhida, is the chief operating officer of PEAK sports. After entering PEAK, he is responsible for the development of the market and the construction of the channel.

According to PEAK's first half performance report in 2010, the company achieved a net profit of 347 million yuan in the six months ended June 30, 2010, an increase of 29.6% over the same period in 2009 and a net profit margin of 19.2%.