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    Shoes Enterprises Get Rich Two Generations To Accept The "Three Robbery" Of Family Businesses

    2012/1/4 10:07:00 76

    Shoe Industry Wenzhou Shoe Industry

    Leaving home in the morning, driving to the car

    Wenzhou

    The factory in the two stage of shoes city toured the entire factory building, and then returned to its present job, the development department, at the grass-roots level.

    This is the 27 year old Wenzhou Audley.

    footwear industry

    Zhu Min's successor, everyday life.


    In the eyes of Zhu Min's friends, he is often labeled as "young and promising".

    In front of factory executives, he is an open-minded student.

    In the eyes of ordinary workers, he is a small boss without a shelf.

    Only he knew the pressure on himself.


    The father of overseas Chinese who has been doing business in Italy has left Zhu Min with the exception of a family of two hundred people.

    Shoe enterprises

    And rich life, more is a "take over" responsibility.


    First robbery: the incompetent person in the good industry


    Zhu Min's shoe business started in a small workshop in 1992.

    "At that time, making leather shoes made money quickly, and the father and aunt set up this shoe factory together, with only a few dozen employees.

    At that time, we positioned ourselves to export, mainly to do the red dragon market in Romania.


    Like most of the small businesses in Wenzhou, Zhu Min, who was the father of his son, entered the business as a successor in 2005. He began to become familiar with the industry that his parents had worked hard after starting from an ordinary clerical post.

    Zhu Min's father put more time abroad to expand overseas markets.


    "I chose to take the baton, but many of my friends did not like their parents' cause.

    For the introduction of professional managers to manage, many small businesses do not have the strength, nor do they have the courage to hand over the business to outsiders.

    Zhu Min believes that how to train good successors will become a big "robbery" for Wenzhou enterprises in the future.

    "Don't look at the big family now, and meet the incompetent successors. The family business is falling fast.

    It's harder to start a business than to keep it. "


    I don't know if I'm in charge.

    During the succession, I think the most difficult thing is to master the craft of shoemaking.

    As a manager, you have to be knowledgeable.

    On the one hand, Zhu Min began to seek advice from the old man with an open mind, while he paid attention to overseas information at any time.


    Second robbery: overseas economic recession affects enterprises


    The prophet of warm spring duck.

    Zhu Min, who is in it, is also more clearly aware of the opportunities and "disaster" that Wenzhou shoe enterprises are facing.

    "The best time I remember was from 2009 to early 2010.

    At that time, the exchange rate of the euro against the RMB was relatively high, and our order was so large that we could not finish it at all.

    The scale of workers has reached more than 500 people, and the production line has reached nine.


    However, from the second half of 2010, the situation suddenly reversed.


    "With the recession of the euro, our orders are decreasing, and our customers are getting fewer and fewer.

    Compared with the same period in 2009, it was reduced by 20%.

    Finally, we can only lay off workers, reduce the size of workers to two hundred people, and reduce production lines to 4.

    Most of the enterprises in Wenzhou are facing the same problem. What makes Zhu Min headache is the tension of capital chain.

    "With the advent of the subprime mortgage crisis in Europe, overseas Chinese, who are the biggest customers of shoe companies, are also beginning to default on their loans due to tight funding chains."


    Third robbery: harder to recruit workers


    For the shoe industry of traditional manufacturing industry, the difficulty of recruitment and the increase of labor cost also make Zhu Min difficult.

    "After a year's return, only less than half of the workers will come back. Most of them will have to re recruit, retraining, and virtually increase their expenses."


    After drawing lessons from colleagues' practices, Zhu Min set out his own preferential conditions: wages increased by one hundred, providing air-conditioned accommodation, and buying home train tickets for old staff.

    For the old employees who can go home to recruit workers, each recruit a person, give certain material reward.


    "These measures have been implemented since last year, and indeed received immediate results."

    However, Zhu Min's worry is not the only thing.

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