Zheng Xiukang: Flexible Handover Of AOKANG Founder

It can be asserted that the founder of 64 years old

5 years ago, in the face of the media, Zheng Xiukang's older daughter, Zheng Laili, was more popular.

She has almost answered all the questions. Privately, the media reporter's questioning among the group insiders has never stopped: who will take over the daughter and son?

There is no answer.

Most of the respondents were silent or vague.

Zheng Xiukang's layout was so clear that few people could read it clearly.

Daughter's "mount the horse"

12 years ago, I just graduated from Tianjin Institute of Finance and economics.

In 1998, in Shenzhen, where the average monthly salary was around 1500 yuan, Zheng Laili proved himself by his own ability, and the young graduates had a sense of accomplishment.

Zheng Xiukang could not sit still. He went to Shenzhen to talk with her daughter, hoping that she would return to Wenzhou and work in the family business.

Zheng Laili's first reaction was to refuse. She showed her attitude to her father. "I can't see the future in the factory. I've seen it here."

Zheng Xiukang had planned for this. He told his daughter: "here, you have a future, and you are just an employee.

Zheng Laili, who studied finance and accounting, was very direct. Then she asked her father a more acute question. "How much do you give?"

In the final analysis, it is still a matter of "general situation" and "family problem".

But now these problems make Zheng Xiukang understand that the road to shift is a long journey.

The summer vacation of daughter junior high school is a long memory for Zheng Xiukang.

Like ordinary women workers, Zheng Laili always sits on the roadside and learns all kinds of shoemaking links. Zheng Laili said in a public speech that she learned one by one from the 280 processes of shoes making.

The little girl with the baby face, even the staff of the local labor bureau who came to inspect it, called it "child labor".

"Let her know how money is made."

Zheng Xiukang insisted on letting his daughter "work more". His communication with his daughter was the "labor" that seemed to be done.

Years later, Zheng Xiukang succeeded in returning his daughter from Shenzhen to Wenzhou. In the first month, Zheng Laili's salary was 2000 yuan, which was the most basic production line.

Soon, Zheng Laili became deputy group leader, marketing manager, and later became an assistant to his father. "With the help of doing, helping and watching," Zheng Xiukang summed up his two child training process. At this time, Zheng Laili officially entered the stage of "being dry".

Later, Zheng Laili's role was successively group vice president, general manager of marketing and so on. Throughout the process, father's "invisible hand" has been behind her.

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Son's "dry"

Zheng Laiyi, who returned from overseas study, played a role in Kangnai group, which was responsible for product research and development, and later promoted to general manager of the group.

Zheng Xiukang is too clear about the management mode of Chinese family businesses. His son did not want to take over, and he could not choose to take over under his father's request.

In order to enable his son to succeed, his father often takes the way of sacrificing the original system of the enterprise, and gives up the economic power and personnel power too early, which seems to help his son win the prestige. In fact, because his son is not mature in running the enterprise, this method has planted dangerous seeds in the enterprise.

"I do not count, I am not dignified."

A lot of successors complain this way, making the founder's mess confused and making the wrong decision.

"It's easy for them to replace them, but for us, there are many factors to consider."

Zheng Xiukang, for example.

He and his son clearly pointed out that we should be clear about the way of power pfer, what things should be done and what things should not be done.

An executive asked Zheng Xiukang for instructions. Zheng Xiukang happened to be out of the office. He turned into Zheng Laiyi's office and asked Zheng Laiyi to sign. "You are a shareholder. If your father is away, you can give it to me."

Zheng Xiukang took the name signed by Zheng Laiyi, and criticized his son severely.

"The system should be set down, which is the general manager's approval, which is the chairman's approval, and it will do you good in the future."

Zheng Xiukang told his son.

Zheng Laiyi gradually realized his father's painstaking efforts.

The tacit understanding between father and son has also gradually formed. Now, the general manager's personnel and financial rights are very clear, and the annual income is also "business and business".

If the profit is less than five percent, the general manager will know where the problem is and he will sum up his experience.

Zheng Xiukang said.

In Zheng Laiyi, his father's address has always been "chairman". He can see father and son two people have a clear understanding of the limits of power.

"Succession is not a reform, succession is a pition."

Zheng Xiukang has repeatedly stressed the need to slow down and control risks.

He did not answer the question of when he was going to retire completely. After all, the company that sold more than 2 billion 600 million yuan was from his hard work. "From the perspective of foreign family businesses, as long as we have the ability and physical strength, we can slowly retreat to the back to support."

The logic of "pfer" of shift handover

Today, Zheng Xiukang's handover logic has been very clear 12 years ago.

But there is always a moment when Zheng Xiukang needs to put all the cards on the table and exercise his power as the founder and father of the enterprise.

In 2010, Zheng Laiyi accepted the post of general manager of the group, which means that the first step of the shift was formally completed.

Prior to this, Zheng Xiukang's communication with his daughter has been going on.

As a father, Zheng Xiukang has a delicate feeling like any ordinary person. In his early years, Zheng Laili had just returned to work in Wenzhou, and often worked overtime in the evening. He was unwilling to let his daughter drive alone and worried about danger. So he often called the office at night to let his daughter finish his work and wait for him to pick up the car.

But on the issue of the handover class, he still had his own idea - to his son.

"To run a family business in China, this is the way to do so," said Zheng Xiukang repeatedly.

Zheng Xiukang said frankly that if he asked him to solve his son's position in the family business, he might not be able to tell.

He adopted a circuitous strategy. "When female entrepreneurs reach 50, their strength and ability are going downhill, but male entrepreneurs are vigorous when they are more than 40 years old."

The considerate Zheng Laili "received" the meaning of her father. She took the initiative to withdraw and began to take charge of the listing work. After the financial crisis, the listing work was postponed.

She simply quit the shoe business and managed to invest.

Zheng Laili made a simple decision to let Zheng Xiukang admire him. This is something he is very proud of.

His later evaluation of his daughter was, "feel the pressure of your father, and do your duty."

The daughter is "very smart and real" and knows that "business is family oriented."

"Many families do not consider making money outside, and strive to fight for power and gain within themselves."

He was very fortunate that one child and one daughter formed a "good" word. "Now many families have two sons or two daughters. They will split the enterprise in half."