When Will The Two Generation Of Shoes And Clothing Industry Grow Up?

According to the past experience of developed countries, the replacement of family business rights often brings great risks. A large number of family businesses will eventually fall into an irredemable dilemma due to bad "replacement", thus providing a "power" for reform and opening up for nearly thirty years for the industry's integration and centralization. For those first generation of clothing entrepreneurs who started their business at the early stage of opening up, the factors such as age and age change have constituted the necessary conditions for their pfer of corporate control to the second generation of young players.

Such as Qipai, red beans and many other enterprises that started in that period, the alternation of corporate control is happening or has been completed.

According to the estimation of some experts in the industry, a group of family businesses starting in the early 80s of last century, when the entrepreneurs were about thirty years old, will probably set off the climax of the pfer of control rights in the industry in the next 5 to 10 years.

In response, some analysts have pointed out that the wave of the pfer of business management rights that will be visible in the future will bring not only the emergence of a large number of "second generation" new faces, but also the "speed up" of the integration of industries.

The combination of horses and horses is not the only way to avoid relatives.

When it comes to the way to solve the successor problem of red beans, Zhou Haijiang is very proud: "this model is not only a private enterprise, but also a reference for other enterprises."

In 1993, Zhou Yaoting divided the early red bean group into 8 pieces, each of which was held by 8 elders.

"After 10 years of work, we can see who develops well, and this person will take over."

This is Zhou Yaoting's original intention.

Among the 8, Zhou family members accounted for 3.

Over the past 10 years, this part of Zhou Haijiang's assets has developed into a listed company.

The achievements are obvious to all, and Zhou Haijiang took the lead in the red bean group.

The fact is not so simple.

In those 8 entrepreneurs who have won their own business, Dai Kexin, as a doer, led the Southern Rubber Company's achievements, even Zhou Haijiang can not deny: "better than mine."

According to Zhou Yaoting's principle of "who will do well and who will come up", Zhou Haijiang has no obvious reason to make Dai Xin Xin himself.

Perhaps because Dai Kexin's personality is too strong, he can not get the affirmation of Zhou Yao ting.

Another professional manager named Chen Zhong also posed a threat to Zhou Haijiang's successor.

In 1996, Zhou Yaoting decided to face the global recruitment of general managers with millions of salary to improve the management level of relatively backward companies.

Canadian Chen Zhong emerged from more than 100 professional managers who came to apply for the job. He became the general manager of red bean.

Later, when Chen Zhong's term of office arrived, he left the red bean.

In September 13, 2004, Zhou Yaoting, who served as president for four years, suddenly announced that he wanted to be the general manager of the general election in the group.

Hearing this news, Zhou Haijiang, who has been trained for more than ten years, is already confident.

Zhou Yaoting provided a fair competition environment for the candidates: "shareholders will not make fun of their money. They will only choose the most suitable person without being affected by other external factors."

In the end, Zhou Haijiang stood out from the 20 candidates and won the high vote.

Ten years of grinding a sword, Zhou Haijiang's election is very happy for the whole family. Zhou Yaoting is most gratified: "Hai Jiang can come out, I feel very happy, he finally grew up."

The collision of the two generation of concepts is a normal phenomenon. Nowadays, in the clothing industry, the common "succession" mode is the so-called "look at a paragraph, take a paragraph", that is, when the second generation of young athletes graduated from University, they were arranged by their parents to the grass-roots of the enterprise, and constantly adjusted their jobs, then let them enter the management level.

For example, Zheng Xiukang, the founder of Kangnai group, has gone through this process. In July 1998, Zheng Laili returned to Wenzhou for second days after graduating from University, and was arranged by his father to be a workshop worker, and he made shoes in the Wenzhou.

She spent half a year learning the process of making shoes.

At the end of that year, Zheng Laili first came into contact with the management of the company and worked part-time as Kangnai's ISO9002 certification.

Then she held several positions, including assistant general manager, advertising manager, marketing manager, etc.

At present, Zheng Laili is a vice president and participates in the operation of the company.

Because most of the second generation were well educated, many of them were sent to study abroad by their parents. Their vision was more internationalized, and they also had their own independent views and views on the development of enterprises after coming back.

In the actual operation of enterprises, the "second generation" often put forward some unrealistic practices for their parents because of their lack of experience.

And because of these proposals, fathers will think that the "second generation" is not mature enough to refuse, and the communication between the two sides is not smooth, resulting in contradictions.

Experts say that the "two generation" has many ideas, strong autonomy, sometimes a little stronger, and is unwilling to accept the proposal of "one generation".

The "generation" wants the two generation to grow as soon as possible, mature as soon as possible, and take a detour without any sense of trust in the "two generation". They always regard the two generation as children and do not value their proposals.

The conflict between the two generations is easy to happen and escalate.

"Generation" decentralization needs great courage, and the "second generation" young people often have the impulse to start an undertaking, with a mindset beyond their parents, and think that something wrong should be changed, thus causing the internal or internal vibration of the family.

A successor of a service company once said this to his parents: "the work that fathers have done is often done by unimaginable hardships that are hard to imagine, making them successful, and making it difficult for them to accept the idea that others are meant to change."

In addition, the "second generation" is also easy to clash with the management team of the parents.

As the first generation of private entrepreneurs in the process of entrepreneurship, there are many financial problems, such as financial chaos, cronyism, ambiguous ownership and self willed.

This has a "conflict" with the "second generation" university education.

After retirement, he studied the development of family businesses and set up a professional school for the successors of private enterprises in Ningbo. Mao Lixiang summed up the four major contradictions between father and son: father thinks that children are immature, and their children think that their fathers are too conservative; on the issue of employment, children like to be independent of talents; fathers only trust the elders; on the way of development, children are eager to grow bigger, and fathers are seeking stability.

The strong twist of the melon may not be sweet, and the unwillingness to inherit the family's offspring is just like knocking the death knell of the enterprise. There is no lack of such examples in the inheritance of Chinese and foreign enterprises.

First of all, the "second generation" without the talent of the operation enterprise, or the "second generation" who are not interested in the enterprise operation, can not play any role.

For the "second generation" that meets the requirements, entrepreneurs are indispensable to their long-term training.

Lv Fuxin, Dean of the school of Business Administration of Zhejiang Gongshang University, said that inheritance is a big project. Without systematic planning and long-term practice, it is difficult to smoothly pfer the class. "I think there are few enterprises that really put inheritance on the agenda.

The success of the first generation of founders led to the formation of thinking patterns and behavior patterns.

This mentality will encounter great obstacles in the process of enterprise inheritance. Inheritance requires new thinking.

The good thing is that when the father and son are preparing for the shift, they can invite a father and son to trust and participate in a fair position.

Most enterprises with more assets want their successor to inherit the industry, while a part of small and medium-sized family businesses face the fault of inheritance.

It is understood that a considerable number of owners themselves do not want their children to take over, and more hope that they will go to civil service examination.

At present, most of the private entrepreneurs in small and medium-sized enterprises are between 40-50 years old. Due to historical reasons, they have not received much education, but they attach great importance to their children's education.

Most private entrepreneurs have 1-2 children, usually between 15-25 years of age, and most of the children over 18 years of age receive higher education.

However, 90% of entrepreneurs do not want their children to go home to inherit business.

"The vast majority of people still feel that they are too hard to start their own business, do not want their children to go the old way; in addition, in their current economic situation, they are fully capable of buying and buying cars for their children in Shanghai, Hangzhou and other places. They do not need children to earn more money. Instead, they want their children to be simple and plain people and receive fixed wages on a monthly basis."

Mr. Hou, who specializes in targeted research, said, "for example, his father, Tang Yuan song, who was the owner of the printing industry in Wenling, Zhejiang, was admitted to the Chinese philosophy graduate student of Peking University in 2004. He lived in the buming community in Beijing, where his father bought his house. He was still hesitant about whether he would continue his studies in the future, go abroad for further study or go to foreign enterprises to exercise, but one thing was certain: he would not go back to his father's family.

His ideas were supported by his father.

Chen Chunhua, a professor of South China University of Technology, believes that the key to the handover of enterprises and the training of the second generation is the complete withdrawal of their parents.

Usually, fathers will be limited by the lack of confidence in the "second generation" and the typical "one word" and "personal experience" style of the first generation of entrepreneurs, which limit the practice of the second generation, which is not conducive to the cultivation of the "second generation" independent operation enterprises and the prestige of the "second generation" in the enterprise.

Therefore, when the basic qualities of the second generation meet the requirements, parents should let them operate independently, even if the "second generation" still has deficiencies in the management of enterprises.

More importantly, the smooth handover of enterprises is inseparable from the protection of the enterprise system. When the enterprises rely on a sound system and system to operate, the operational risks of the pfer of business rights will be greatly reduced.

Analysts pointed out that the first generation of entrepreneurs had absolute authority, and the following people were used to the boss's temper. The boss knew what he wanted and knew what his temper was like when he frowned.

It is not easy for children or professional managers to inherit the industry. It is not easy to inherit this authority. This requires institutional innovation.

No successor can always live in the shadow of the old generation, otherwise the successor will never grow up.