Jinjiang Private Textile And Garment Enterprise Successor "Master Door" Road

They used the past ten years for China.

Around 2001, three young people returned from their hometown and returned quietly to their hometown, Jinjiang, which had been away for many years.

Xu Qingshui, 20, graduated from the Mathematics Department of Imperial College London in England and worked as an intern in Heng an international paper industry. Chen Feng, 23, graduated from the accounting and auditing department of Fuzhou University, came to Fujian Feng Zhu textile Polytron Technologies Inc and became a cashier. At the age of 24, Ding Li completed her international trade and Market Research double degree program in Toronto, Canada, and came to dsun Sen Clothing Co., Ltd. to become a merchandiser assistant.

It should be pointed out that the enterprises they joined were founded by their fathers.

First suppress and then raise.

For the past ten years, they can be described as

At first, the pressure of work had made Chen Feng "breathless". He even asked his father Chen Chengqing to leave the company.

Xu Qingshui and his two brothers once "no one is willing to move closer to their father". None of them is willing to enter the Heng An Group, the largest sanitary towel and baby diaper manufacturer in China now, so that the father Xu Lianjie, who owns the Jinjiang business "Godfather", has to "choose from the staff".

As many as several hundred kinds of cloth initially caused her to have a headache, and the "education" she received was once father's scolding.

Different from the ten years ago, they have made their own voice in the past two or three years.

Chen Feng has been promoted to general manager of Feng Bamboo textile, and promoted the successful landing of A.

Recently, he handed over his report card, which is expected to achieve a net profit growth of about 300% in the mid 2010.

Xu Qingshui chose another way to inherit his father's career.

He became the managing director of Lian Jie investment group. Unlike the Heng an international, which was listed on the stock exchange of Hongkong in 1998 and belongs to the "public company", it was founded in 1999 by Lian Jie international company, a pure Private Companies controlled by the Xu Lianjie family. It was rarely mentioned by the media, but it played an important role in the composition of the Xu family.

As a deputy general manager of the company, he made Da Sen a Jinjiang area.

Chen Feng, Xu Qingshui and Ding Liya represent the three typical paths for sons to inherit their father's career. They take the road of their fathers, enter different fields with their fathers, and seek power with the father as a pitional person.

It is important that they succeed, at least in stages.

Chen Feng and Xu Qingshui were elected vice presidents at the fifth general meeting of Young Entrepreneurs Association and Youth Chamber of Commerce recently held in Quanzhou.

Behind them is the upper position of a two generation group.

Yan Zhihuang, Secretary of the Quanzhou Municipal Communist Youth League Committee and honorary president of the green chamber of Commerce, told China Weekly: "now, more and more entrepreneurs are under 45 years old in Quanzhou. The trend of younger generation is becoming more and more obvious. The two generation we are concerned about is the deputy general or the head of the Department in the enterprise. There are many two generations in this change, and they are already masters."

Because of the working relationship, Yan Zhihuang and many of the founders and the two generation have a lot of contacts and are familiar with their succession process.

In his view, the two generation of succession does not require deliberate training. The business environment in Quanzhou is a natural soil. The process of the two generation's growth is more of a self game process.

The way of "master door"

At the end of 2007, the board of directors passed the resolution to appoint Chen Feng as general manager of Feng Zhu textile company, which has been seven years since he entered the work of Feng Zhu.

In the past seven years, Chen Feng has worked as an assistant in accounting, financial management, financial controller, audit manager, purchasing manager, supply department minister, vice president, and then executive deputy general, in his own words, "I have experienced everything a migrant worker has gone through."

After graduating from the University, he was called back by his father, Chen Chengqing, on the grounds that "the company is in urgent need of talent".

Although his original plan was to take exercise outside, he even started to run a company by himself.

But at that time, Feng Zhu was preparing to go public. The two most important parts of the listing process were finance and law. Chen Feng, the financial secretary, was undoubtedly the best candidate.

Speaking of his role in the listing process of phoenix bamboo, Chen Feng understatement, "seven or eight very bar."

But the fact is not so understatement.

"A lot of people outside are staring at me with their eyes open, looking at what I can do, seeing how well our father and son cooperate, and feel the pressure is unprecedented."

Chen Feng said.

This is not his personal experience. Most of the two generation of successors have had similar experiences.

Chen Feng admitted to reporters that the pressure had deteriorated to the point that I thought I would go to work and I would vomit.

The bad state of "nausea" lasted almost two weeks, which occurred at the three stage of Chen Feng's "fear" stage.

"I think the first stage ignorant period may be a muddled job. There is no clear working method and work goal. It lasted for about two or three years. The second stage is the fear phase, and when it comes to work, it feels like vomiting.

For ordinary employees, I can do it, do not do it, but for me, you are the owner of this enterprise, you have to solve the problem.

In his view, this is also why some of his friends prefer to be an ordinary employee abroad and do not want to go home to take over.

"Beside me, there are also examples of stories stopping at the second stage."

He said.

In the stage of "fear", Chen Feng would run alone to the playground. He often released his emotions through long-distance running in universities.

A lap of 400 meters, he ran 30 times and ran the first more than 20 laps, and he was all over, and he really didn't want to run.

Later, he realized his situation from the long distance running: "run and run, as long as you insist on it, you will enter another state, you will enjoy and enjoy it."

When the long-distance race reminded him of college, the PE teacher always wanted him to take part in the fitness competition. At that time, Chen Feng thought, "Oh, it's strange to dress so little and pose on the stage," and now walking to the front desk is equivalent to stepping onto the stage. Now that he wants to run and jump, "why not make yourself happy?"

Later, Chen Feng, who stepped out of the fear stage, poured out his mind to his father.

His father understood him very well and told him, "there are some things you must face alone, and you will love them when you go."

Now, Chen Feng says he is in the third stage of enjoyment, and begins to enjoy the pleasure of work.

In fact, Chen Feng knew very well that whether the goal was completed or not would not only determine his own future, but also his father's reputation accumulated in his lifetime.

Cheng further proved his ability to establish the position of the company in the industry.

This made Chen Feng feel "trepidation and treading on thin ice".

However, the 32 year old young school is not cautious. He is more willing to see challenges as opportunities.

"Opportunity is like a wild horse. If you meet difficulties, you will catch him. If you are afraid, you will miss a horse."

He said.

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Honing

The opportunities gained after being honed are often cherished.

"Dad, do I do all my life?" dinia, who came back from the restaurant, asked her father, Ding Ronghua, chairman of Dassault group.

At that time, he was in high school in Hongkong.

She could not feel her superiority as a wealthy two generation. She needed lots of odd jobs in her spare time to earn her living expenses.

Ding Ronghua and his daughter have been waiting for this question for a long time.

At first, Ding Ronghua, who was riding a bicycle to open up the market, knew very well: "let them taste the hardships of life."

"You have to receive higher education, otherwise you can only do these things in your life."

Ding Ronghua answered her daughter this way.

Later, he was sent to a famous university in Toronto, Canada to study international trade and market research.

This is only the beginning of Ding Ronghua's plan to train successors.

The first batch of foreign trade clothing leaders in Jinjiang, who pioneers the international market, has a very clear training plan. He also has no secret about his "on-demand customization". He needs two major talents in international trade. One is trade and the other is finance. "I send them to read relevant majors consciously."

After his eldest daughter, Ding Ronghua sent his two daughters and three sons to Canada to study accounting and international trade respectively.

Now, the first school to manage the enterprise is Ding Li Ya, the two daughter Ding Lijun is in charge of finance, and the three son is responsible for production.

Ding Liya's growth experience represents the general situation of the two generation of Jinjiang before returning to family business.

They generally accepted a higher level of education, and generally experienced life's discipline.

This kind of discipline has even been deliberately strengthened.

An entrepreneur who did not want to be named told China's weekly reporter about his unique way of training his son: "after my son graduated, I sent him to a sawmill in a deep mountain in three Ning. The sawmill was more than two hours away from the nearest town, and only the Spring Festival brought him back.

More than two years later, I felt that I could do it and let him come back and say that you had to find something to do, but not in my business.

He said he wanted to do some small business. I said yes, I lent you two hundred thousand, and then two hundred thousand of them were lost, which I expected.

Later, he thought of another project. He needed about one million. OK, I'll lend it to you.

The project really made a difference. He said, "Dad, I want to buy a car. I said," you can buy a car, you can lend me my money first. "

"He later made money and bought a car, but after paying back my money.

Do you say that those young people who are driving the cars in the media are buying their cars from their own money? Can you afford to buy Porsche for him when he comes up? "After the excitement, the entrepreneur's face has an irresistible pride." now, the son has already taken over and has a good tie. "

Another form of "temper" is witnessing the hardships of parents' pioneering work.

Xu Lianjie once said that he was a real poor peasant who did not move out of the countryside until 2004.

Therefore, Xu Qingshui commented on his pursuit of his career: "he (father Xu Lianjie) never said how you should be, but seeing him so hard, we would consciously study hard."

Huge "half"

"He has his connections, and we have our connections."

Xu Qingshui, as the two generation of rich people, said that his connections were not inherited from his father. "Even a lot of projects for international investment, he just talked to us and let us do it."

This is the art of letting go.

Xu Jingnan, chairman of PEAK, told the China Weekly reporter: "our older generation has absolutely no fascination for power. Who doesn't want to relax?" originally, Xu Jingnan worked three hundred and sixty-five days a year. Now, he learned to reward himself. The way to reward himself is to read books and sleep for a while.

However, the pfer of power and money is a fragile period for enterprises and entrepreneurs.

If not handled properly, it will not only threaten the smooth progress of the two generation of succession, but also make the two generation and their parents at the same time.

Among the two generation successors interviewed by journalists, one view often makes them feel uneasy and unacceptable - we do well, and people think this is a good condition for our fathers to create us; we do not do well, and others will say we are the black sheep.

Yan Zhihuang, the Secretary of the municipal Party committee of the Quanzhou group, believes that the inheritance of his father's business is a "enterprise's accumulation and spirit".

"The older generation of entrepreneurs are not very educated, but their ideas and experiences are very unique. They are often very effective. Their education is an inspiration for them in the thirty years of reform and opening up in China. The generation of enterprises should be rooted in the continuous accumulation of their competitiveness." Yan Zhihuang told China Weekly that "if you lose the characteristics, styles and temperament of the enterprises, Heng An is not called Heng An, and the seven cards are not called seven cards, and the seven wolves are not called seven wolves."

In fact, behind the accumulation and spirit of enterprises is a succession of dreams for enterprises and families.

Tom Watson, chairman of the original IBM, frankly admitted in his autobiography "father, son and company" that the reason why he led IBM to the top is that he must prove that he has fulfilled his promise to his father, and the promise is that he has the same value and ideal as IBM for his father.

Before reaching the "treasure and ideal", like the private enterprises in other regions, there are many practical obstacles between the two generation of Jinjiang and their parents.

For example, the different views of senior executives and professional managers, the complementarity of empiricism and data analysis, the choice between industry and investment, and so on.

However, most of the two generation of Jinjiang who have high academic qualifications and modern management ability are not arrogant.

"Because of different experiences, my father and I often have different views on the same incident.

In this case, the best solution is: the facts speak, and the implementation of the scheme will be better, and who will adopt the plan, when there is no father and son, only a job.

Chen Feng's statement is undoubtedly representative.

At the same time, between the two generations, "real communication" began to grow.

Xu Zhihua, 32, said that about ten years ago, when we discussed each other's development, they were very polite. They talked about "face matters". Now, our communication is more sincere, because everyone has developed.

The meaning of "everybody" here is the two generation.

"More than 85% of the private enterprises in Jinjiang are facing the problem of two generations of succession. Children can succeed or have completed their work, and at least half of them will be in Jinjiang."

Ding Ronghua, vice president of Jinjiang chamber of Commerce, said.

Most of the respondents, including government officials, a generation of entrepreneurs, two generation successors, folk observers and local senior media personages, approved the "half" statement in a half month interview with China Weekly.

What does "half" mean?

The study of McKinsey and Broolyn family business school, a world-renowned management consulting firm, shows that only about 30% of the family businesses can reach second generations.

Meanwhile, according to a survey, 90% of the founders of Chinese private enterprises want their children to take over, but less than 10% of the "two generation" who really have the will and have the ability to take over.