Zheng Xiukang, Founder Of Kangnai

image Kangnai Hopefully, in this Wenzhou. Shoe enterprises In the 30th anniversary celebration, Zheng Laiyi, the son of Zheng Xiukang, the founder of the group, was introduced directly to the general manager of the group. Previously, the 32 year old was the head of Kangnai marketing. General manager 。

The appointment ceremony, which had been prepared, was left on the rehearsal ground. Zheng Laiyi, who finally won the coronation, seemed very indifferent. "No worries, because we do not think it is necessary."

"There is no need to cut corners." A senior staff member of Kangnai made a rational expansion of Zheng's words.

This reflects the caution of Zheng Xiukang, 64 years old, although at least 12 years ago, Kangnai group knew that the owner of the company would still be surnamed Cheng.

In 1998, Zheng Xiukang went to Shenzhen to persuade Zheng Laili, the daughter of an accounting firm, to return to Wenzhou Kangnai. That year, Zheng Laili just graduated from the finance and Economics College of Tianjin Institute of Finance and economics, and is about to sign a labor contract with 5000 yuan monthly salary. "I can't see the future in the factory," she said to her father who was coming. "I have seen it here." In 1998, the average annual wage in Shenzhen was 18381 yuan.

"You have another future here, just an employee," the father understood what his daughter was saying. "At Kangnai, I train you to be a manager, and I will have a stake for you in the future. I am not an old traditional person. I can't afford to have a son's property. You don't work for your brother. "

The daughter's next question must make Zheng Xiukang feel that his children's education is a long way to go. "How much share do I have?"

"You have to believe me," Zheng Xiukang said. "Now you ask this for personal gain and not to think of the interests of the family."

Zheng Laili is no stranger to her shoe making factory. Since junior high school, her father has asked her to work in Kangnai, so that once she was mistaken for "child labor" by the labor bureau. "Let them know how the money came back." Zheng Xiukang said. Zheng Laili started from the workshop, claiming that the 280 processes were done one by one. 6 years later, her road will be repeated by Zheng Laiyi, a brother returned from the leather Department of University of Leicester. The latter has not been persuaded by his father. He is apparently made up by his family.

Without much time, Zheng Laili could see the future again. She became assistant to the chairman and entered the first step of her father's program of "doing, helping, doing, watching." Then, she entered the marketing system until she became Vice President and general manager of marketing. At this time, her brother was already in charge of product development. In 2010, the critical moment came.

In 2005, Kangnai group hired a professional manager as general manager for 5 years. Zheng Laiyi became assistant to the general manager in the later stage. If Zheng Xiukang was not intentional, he overlooked the pains and foresight of the founders of the family business. Zheng Xiukang's successor "Nurturing" plan seems calm and deliberate. One is the need to master the overall son, the other is the seniority daughter.

According to Zheng Xiukang's statement, Zheng Laili is "very smart and very real". He is deeply aware of the "family interest" and offered to propose to him that his younger brother will take over the general manager and be responsible for the investment company (the main business is the newly developed commercial real estate) and the preparation of Kangnai's listing. "Let me just say sorry," she said. Girls grow several years earlier than boys, and lailey is 3 years older than Laiyi. By the time she is 50, she is going downhill. " Zheng Laili's understanding was very gratifying to his father. My brother's share is certainly more than that of my sister. "Making money doesn't end with this," the daughter said to her father, "though your money is the foundation." This is the value that Zheng Xiukang admired, and the performance of his daughter surprised him. "Many families do not consider making money outside, but struggle for power and gain within themselves. Two sons and two daughters are no good. All fight, one child, one daughter. " He commented.

However, another form of "contention" is hard to avoid, even starting from the succession of enterprises. In 2001, Zheng Laili proposed to open a Kangnai brand store in Paris. This is also the first step of Kangnai's internationalization. At present, its number of overseas franchised stores (cabinets) has reached over 200. In 2002, Zheng Laili persuaded his father to invest in the ERP system, updating Kangnai's 20 year management model. Allowing such a large scale of innovation shows that Zheng Xiukang is not an old-fashioned person, but the following examples show his importance to control. During the period when Zheng Laiyi had already exercised the general manager's authority and had not yet announced his appointment, he had done something that later proved to be thoughtless. The resignation report of a middle-level cadre from the Ministry of human resources allowed Zheng Laiyi to approve: "your father is not here. You are the general manager and the shareholder." He signed without hesitation.

Soon, he heard his father's lesson. "When will this power be handed to you?" according to the regulations, the appointment and removal of the middle-level cadres shall be decided by the chairman, and the general manager's financial approval authority shall be less than 1 million yuan. Zheng Laiyi may feel frustrated: the general manager has no name. "This is not a big deal," Zheng Xiukang continued. "But you have gone beyond the system, and the standard of management has changed. The maintenance of this system is for you, and those below you will not be able to go beyond power. "

There is also a greater challenge for senior leaders. Two young people want to develop to the high end. Instead, they should change their trademarks and replace the old fashions with their fathers as models. "You want to attract young people, but when Kangnai started to do it, it was like this. When I was a child, I changed my name when I was a grandfather. Jiao Xiukang's succession is not a reform, but a transition. It's an adjustment, not a change. Zheng Xiukang did not simply suppress the opinions of his successors. His procedures were moving between "help" and "look". He allowed them to try small areas, but "not to change them." According to the founder, successors failed several times. At this time, he advises them to develop multiple brands and find a new way for high-end products. "We (fathers) certainly do not understand," Zheng Xiukang said, "but you say I do not understand, it is not necessarily that I really do not understand." What he means is that sometimes leaders need to be "muddle headed" in order to mobilize their enthusiasm.

The first generation does not always add trouble to the latecomers. When the successors encounter resistance from within the enterprise, it is still the first generation to beat them. Young successors recruited new people caused the old shake, and some of their jobs were taken over. The old chairman said to them, it is not to replace you, but to do the work of three people, but not to do it now. "If the work is not done, let them go. If enterprises want to develop, they can not obstruct the employment plan.

In the eyes of Zheng Laiyi and Zheng Laili, the chairman of the board of directors is "open-minded, prudent and risk minimized", and there is no conflict with them. They will still take shoemaking as their main business, but the determination to lead Kangnai to high-end and overseas development has not changed. Meanwhile, Kangnai is building a network sales platform. They announced that sales in 2011 will grow by 30% (15% in 2010). Zheng Xiukang is worried about whether this speed can be realized. "When a person reaches a certain age, his thoughts will be more or less conservative." Zheng Laiyi said.

Zheng Xiukang agreed to announce growth targets according to their figures. He may not have considered retirement yet. He said: "from the perspective of family businesses abroad, as long as they are physically capable, the older generation will quietly support them."