From The "Gome Dispute" To Discuss &Nbsp; Manager: Helper OR Opponent

The vigorous struggle for control over Gome is not just a bustle. It also raises people's Thoughts on the management and operation of Chinese enterprises in the period of social pformation.

For the clothing industry dominated by private enterprises and family businesses, the topic of professional managers triggered by the dispute between the United States and the United States is also worth exploring.

Distinguished guest

Zhou Shaoxiong, chairman of the seven wolves industrial Limited by Share Ltd

Chen Yihong, chairman of the board of directors of China trend (Group) Co., Ltd.

General manager of Shanghai brand (International) brand management organization

Topic 1

How to treat "

Chen Yihong: this topic is very interesting, and I and "Gome dispute" Chen Xiao is exactly the opposite, Chen Xiao was returned from the founder by Gome, and finally became a manager; and I was from the manager (in Lining for 15 years) and later evolved into the founder.

As for who is right about Wong Kwong Yu and Chen Xiao, I personally think there is no right or wrong.

In fact, their starting point is to hope that the business is good and they are willing to maximize their own business value.

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Zhou Shaoxiong: I've seen some of this case too. I didn't care too much.

The inspiration for us is that the seven wolves have been listed, and also public companies. Will I always be the controller of enterprises, and will change with time and environment.

No matter how it changes, the key problem is that enterprises should shape their vision so that we can agree with each other.

To be a brand, what should we pass? For the seven wolves, clothes can be more beautiful and the quality of clothes is better. At the same time, our clothing should convey a cultural phenomenon, that is, to make life better, so that we can experience the beauty.

The values of corporate branding can be resonated. If these can affect consumers and create value for consumers, then everyone is working for this concept, and I think the contradiction between them can be constantly adjusted and adjusted.

Ma Chunlin: "the dispute between the United States and the United States" has made many people talk about it.

Comments: for the Gome dispute, some people say so: maybe they lose only a listed company, but they win the modern business civilization.

Topic two

What is the development of the professional manager system in China? Is it necessary to introduce this management system to the garment industry dominated by private enterprises and family businesses?

Chen Yihong: there is a phenomenon that the European capital market is very active. After they buy the company, they can invite the professional manager team, but in China, it is very difficult to invite outstanding professional managers without money.

Looking back at private enterprises, I asked Morgan Stanley why they invested in our enterprises. In fact, they first valued the founders, and looked at the background of their founders and their past achievements.

domestic

What kind of structure is China? We can not see clearly yet, but our topic today is founders and managers. Especially in China, our professional manager team is not mature enough, and there is still a time to go. I think it will take at least 10 to 15 years, because the concept of people will change, or wait until the founder of the first generation dies.

Zhou Shaoxiong: the development of enterprises must have the role of manager.

We do an enterprise, you think this is your business, want to be a founder and want to be an operator, if you can do well, then you can go on to the development of the enterprise may be better; but if your personal ability is not good, find that the development of the times, changes in the competitive environment, you feel that your ability is not enough, or you think others will do better than you, or you feel tired, want to change the runway, or you want to make your life more interesting, you will definitely need managers, this is an unavoidable problem.

For entrepreneurs, when you retire, you need to find a manager. No matter whether this person is a family member or an outside employee, the goal is to keep the company running in an orderly way. This is a complex that we can't afford to lose.

Ma Chunlin: professional managers originated from the United States, and now they have developed very well in Europe, America, Japan and Korea.

The quality requirements of professional managers are very high. He is not only a simple technical expert, nor is he only proficient in leading art experts. They should not only be competent for the old effective management work, but also effectively lead their team to work together to accomplish the established goals while always preparing for new challenges.

At present, most domestic managers are not "professional". They are more experienced people in a certain field.

The clothing industry is also faced with the confusion of managers. Many entrepreneurs often complain that "one will be hard to get".

For the clothing industry, the introduction of professional managers should be based on the reality of each enterprise and the future development goals.

Comment: for private enterprises, it is necessary to give them a process of change. Many family business founders may have realized this.

Topic three

How to coordinate the relationship between founders and managers?

Chen Yihong: sometimes managers and founders must have conflicts, including me and Lining. I once had conflicts with him when I was running a company, but one thing I want to see is that the starting point of this conflict is essentially, for example, a person's character is not right, so as to measure everyone's point of view.

If the starting point is right, then there is a sentence called "all roads lead to Rome". Today's performance is not necessarily the result of tomorrow's performance.

In the process of promoting professional managers' team building in China, professional managers should also have certain conditions. First, he may have some strategic thinking of his founders. Second, he must have a certain loyalty or emotion to the enterprises. Third, he must drive the team.

I personally believe that to truly become a professional manager, do not make a mistake in your position, and regard yourself as a founder, so that you can lead a team.

When I was working at Lining, I really took the company as my own child.

If you meet your manager and take this job as your own business, it's your blessing.

But now when many managers come in, they talk more about his career and what his salary is.

A real professional manager may have to talk about what the enterprise wants for him, what is the development requirement of the enterprise for five years, and what kind of value he can bring to the enterprise.

There are too few professional managers.

As a matter of fact, what enterprises give to him should be reciprocal, so that a professional team can be built up.

I have been in Lining for 15 years. I really don't have much accumulation, but what I value is that Lining gave me a platform for me to manage a company and create a company's value. I think that's enough.

Zhou Shaoxiong: why do founders and professional managers have different views? Why do conflicts arise? I think there is a need to reconcile the values of identity.

If a manager thinks he is coming for the benefit and only about salary, the relationship will always be very tense.

If we fail to reach a consensus in the construction of values, the conflict will last forever.

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We often talk about the construction of corporate culture. In fact, the contradiction between professional managers and founders is often due to the identification of corporate culture, but of course it may also be a social rule or a legal structure.

The structure of law can not constrain people's recognition of value. In the meantime, we will use many ways to destroy this structure.

In addition, the balance of interests between founders and managers should be handled well. After all, the founders have their own interests and managers have their own interests.

Besides, there are conflicts between different ways of doing things.

The conflict between founders and managers will go round and round, so I think the key is what kind of mentality to face and slowly push back from the vision. We should reach a consensus on enterprise values.

Ma Chunlin: the contradiction between founders and professional managers is normal. The key is how to coordinate.

If we can operate according to the standard management system, the contradictions between them can be handled well.

Comment: only reason can make the right decision.

Both founders and professional managers should act according to the rules of the market.