The Pformation Of Private Shoe Companies Can Lead To The Emergence Of Two Generation Heroes.

Private enterprise handover is a difficult process.

The severe reality has given the two generation of private enterprises more responsibility and more important mission. This is not only the process of fully displaying and recognizing the two generation entrepreneurs' personal value, but also gradually getting rid of the backward owners of private enterprises.

Private enterprises face the pain of pformation

Since the outbreak of the financial crisis, the idea of pformation and upgrading has become the only way for Chinese private enterprises to become a consensus.

But in the post crisis era, the resistance of private enterprises is not small.

China's exports continue to be tough next year.

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The problem of "entry difficulty, barriers and discrimination" still exists.

Some industries, even if allowed to enter, have set a very high threshold for the private sector of the economy to set up a "glass door" that can be seen and can not get in.

In addition to external factors, the internal resistance of private enterprises to pform and upgrade is not small, and the disadvantages of family management are prominent.

Family management is a major feature of private economy in Zhejiang and even the whole country.

Just as the "two generation generation" wanders on the cusp, recently, the media exposed a "rich three generation" in Suzhou, who was forced to inherit his father's career by his elders and broke his finger and poked into the sore spot of private enterprises.

The dominant position of family management in private economy has its rationality, but with the development and growth of private economy, the drawbacks of family management are gradually revealed.

On the one hand, the internal management system of enterprises can not be standardized and legalized; on the other hand, it is easy to cause the internal differentiation of enterprises, which makes the further growth of enterprises greatly restricted.

The low level industrial structure of private enterprises is also facing the pressure of international competition. The blocky industrial organization is facing the vicious competition pressure. Extensive development mode is facing the bottleneck of resource bottleneck, and the traditional management and organizational system and governance mechanism of private enterprises are facing the pressure of upgrading.

Compared with the "Jianghu gas" and "mud legs" ashore, the two generation of private entrepreneurs, though less flexible, showed more modern knowledge.

They have a higher level of culture, a broader vision, more receptivity to new things, and a "strong heart" for the pformation and upgrading of enterprises.

Zhejiang Carle necktie Garments Co., Ltd. is a traditional necktie export company.

Chen took the position of general manager from his father Chen Guojun in 2006, and began to develop the network business of tie export.

In the case of his father using computers to make foreign trade "not reliable", Chen stood up to the pressure, using e-commerce mode to bring great business opportunities to the traditional industries based enterprises, and profits began to grow by 50% a year.

Chen also changed the seriousness and seriousness of corporate atmosphere in the past, and implemented relaxed management within the enterprise to create an equal and positive corporate culture.

Like Chen, Yu Xuehui, chairman of Ningbo JASUN electrical appliances Co., Ltd., after taking over 3 years, took the electronic commerce as a breakthrough, and made his father's tens of millions of yuan output value enterprise 300 million yuan.

Today, Yu Xuehui not only wrapped his father's 100 million yuan export products, but also began to serve other SMEs, known as "one of China's ten largest Internet companies".

"The two generation of private enterprises" Li Ding, more than 30 years old, young people's vigor and active thinking, made him clash with his father on the employment and product development, but Li Ding was not discouraged.

He negotiated with his father, if he did not succeed, he would be a stuffed toy.

Li Ding develops the plastic toy, the animation product and the girl clothing series, extends unceasingly in the industrial chain, the fact result is Li Ding wins.

Gao Yixian, general manager of Yangzhou Tong Ying Machinery Co., Ltd. took the load from his father, which coincided with the 2008 financial crisis.

"Basically, there was no order in September last year, and only 10% remained at the beginning of last year. I ventured to propose that in addition to the standard container foot parts, we should also pform the production of special products to spread risks.

Indeed, after June this year, orders began to grow at a speed of 20% and 30%, and profit margins have increased by a large margin.

When the whole container industry is recovering its vitality, the company under the management of Gao Yi Xian began to turn a profit in September.

The pcript was obviously recognized by the family, and his father "retired from the second line".

Tong Zhenyu, general manager of Yangzhou Leiren Industrial Co., resigned from high school teachers 6 years ago until 4 years ago.

In the first two years, he ran the Canton Fair with 2200 yuan, and tried to open up foreign trade channels with a visiting card.

In his father's heart, he felt that letting him go out for sale was just "pressing his ambition".

Who knows, Tong Zhenyu has found a new market target: quartermaster supplies.

Ordinary footwear products need constant changes in style to compete with the Guangdong market. If we aim to export military supplies such as military shoes for the third world countries with weak industrial foundation, as long as we guarantee quality and seek high cost performance, pformation will be successful.

In this way, the original shoemaking plant has become the current benefit industry.

In 2003, business sales were only 5 million, and now it is heading for one hundred million.

Shen Gang, a young Chinese biotechnology company, has gone out of a completely different way from his father Shen Yixiang.

The "minimally invasive hot and cold energy knife" jointly developed by Asia China and the Chinese Academy of Sciences has suddenly led the company to the forefront of the world's treatment of tumor products. Even the father Shen Yixiang is quite surprised; the ocean going ship cable "Shishu" He Weidong has pformed the cable from the domestic ship cable "singles champion" to the world shipbuilding industry; and the "little east" Huang Da of the national water heater leading enterprise, Huayang solar energy, has persisted in scientific and technological innovation. Huayang solar energy already has more than 100 kinds of proprietary technology, and sales, output value, profits and taxes, and market share rank among the top three in the country.

The debut of "two generations of private enterprises" has brought fresh faces to us, and has injected new vitality to the private economy.

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Inheriting new connotation: continuing the spirit of our fathers

Moses Chan, a management partner of angel capital in blue ocean, was born in a traditional Zhejiang businessman family. He started running second-hand book market from sophomore year. He has run many facade shops, mobile phone short message promotion cards, campus consumption alliance cards and many other projects. He has accumulated capital and experience in continuous exploration.

Just 2 years after graduating from University, Moses Chan has already established 6 businesses with others.

As a result of his entrepreneurial experience, he was seen by several senior partners and entered the angel capital of blue ocean, taking care of the $30 million raised from Britain and Zhejiang, and officially began his career as an investor.

"As investors demand much higher than entrepreneurs."

Zheng Xiaojun, executive general manager of Beida longitudinal management consulting company, believes that as a person who controls capital, investors must have very Gao Suyang: for example, highly sensitive to business, understanding of all aspects of entrepreneurship, familiarity with various business models, and insight into the heart of entrepreneurs.

Only in this way can we judge whether a team or a project has investment value in a short time.

But Moses Chan's advantage is that his family background has helped him make many decisions.

For example, some people brought mine projects, because many friends in the circle of friends have mines, which can quickly determine the approximate cost and yield of the project.

"The new generation enterprises are facing more challenging environment, and also have more social resources," Hong Zhenning said.

Contacted many Wenzhou entrepreneurs, he found that the older generation of entrepreneurs mainly made shoes, clothing, etc. but now the new generation of entrepreneurs pay more attention to asset management, such as investment in real estate and minerals, and capital management, such as the use of capital markets.

Like Moses Chan, Hua Yeyu, chief executive of Zhejiang venture capital group, left the family manufacturing industry and plunge into the capital field.

He believes that the venture capital of fast forward and quick exit is not very different from traditional manufacturing of our parents.

"Just different business models in the new era.

The success of our fathers can not be duplicated. We can only do things according to our characteristics. "

Although he did not directly take over the family business, Hua Yeyu obviously learned from his parents to seize the new business opportunities.

In 2007, Hua Yeyu noticed that many new policies such as share reform, full circulation and A share listing and exit mechanism had stimulated the enthusiasm of investment funds, and the venture capital fever had just emerged. At that time, overseas funds and RMB funds were not very large. Zhejiang venture capital was founded at that time.

"The responsibility of our generation is to continue the spirit of our fathers and to seek new businesses creatively."

Hua Yeyu said, "inheritance does not necessarily mean directly taking over the company, but has a broader connotation. What is important is a spiritual heritage."

Zhou Dewen agreed that he did not encourage the two generation to take over the original industry intact.

He believes that "the practice of new generation entrepreneurs is in line with the direction of industrial pformation."

He has always believed that there are only five or six listed companies in Wenzhou, which is not consistent with the status of Wenzhou's private economy.

Even venture capital is beneficial to traditional industries.

"Private enterprises should combine product operation with capital management."

Improve the soft environment and make the "rich two generation" become the "two generation".

Many people believe that the poor pfer of private enterprises will not only affect their own sustainable development, but also affect the stability of the regional economy.

The fact proves that if the private enterprise completes the handover smoothly, not only the two generation of private entrepreneurs can take the baton by virtue of the young people's unique aggressiveness and vigour, but also make use of the chance of the replacement of the enterprise's decision-making and management to bring the enterprise to a new height so as to complete the pformation of their own development mode.

Experts suggest that these two rich generation with golden keys should be pformed into the "two generation" and the main force of pformation and upgrading with entrepreneurial spirit and ability. This pfer period, called "life and death" by private enterprises, will become an opportunity to change the way of enterprise development.

Chen Ling told the half moon reporter that the first generation of entrepreneurs had to shift their duties only when they were unable to perform or operate poorly. This practice would have many hidden dangers for the long-term development of enterprises, so this is not a good inheritance mode.

It is best to have 5~10 years to train successors gradually, and the handover will be longer and the replacement will be stable.

For example, he said, Mao Lixiang's "three years, three years, three years" mode played a very important role in the smooth succession of son Mao Zhongqun.

Wang Xuefeng, vice chairman of the Cixi Federation of industry and commerce, said that in addition to the economic departments and the Federation of industry and commerce, the party and League organizations should also take part in it. The whole society should work together and rely on specialized training institutions and universities. Through policy guidance, compiling teaching materials, systematic teaching, establishing files and tracking guidance, we should explore step by step to establish a long-term mechanism for the two generation of private entrepreneurs training.

Experts suggest that while helping the two generation of private entrepreneurs, we should also care for the first generation of entrepreneurs.

They have created a lot of social wealth and made contributions to economic development, but they are not responsible for the old cadre bureaus or units after retirement as civil servants do. They should take measures to convey the concerns of the party committees and governments, rationalize their emotions, and guide them to play a positive role in the process of handover.