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Special Assets Of Family Businesses

2013/11/3 20:28:00 41

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The private enterprises in China P are still very young. In the past few years, they have just encountered the problem of the two generation inheritance, and will reach the peak in the next 5 to 10 years.

Therefore, for us, both theoretical knowledge and practical experience are not enough.

How to break the curse of "rich three generation", interpret the special assets of family businesses, and explore the "gene secret code" that enterprises can inherit and run for generations, which requires the joint efforts and exploration of academics, business circles and management consulting circles.

the more tangible it is, the more useless it is.

Intangible things are more important.

As for the more important question of family property inheritance assets, tangible assets and intangible assets, the entrepreneurs of family businesses interviewed are no exception.

But what are the "invisible" assets? They are benevolent and wise.

Some people think that the primary problem is to educate their children how to behave, to be responsible and to be successful. Some think that it is important to take good care of the enterprises, build a good corporate culture and sustainable operation mode, reduce the dependence of entrepreneurs on their personal prestige and ability, and improve their "automatic operation" ability; others think that their accumulated social relations and resources, the company's brand image and social influence that they are trying to create are of higher intangible value and greater difficulty of inheritance.

The carrier of these special assets is either the undertaking itself, or it exists within the organization, or exists outside the organization.

1. Cultivate family culture. What is better than saving /strong?

Yin Xidi, the son of Yin Mingshan, the richest man in Chongqing, has bought more than 30 valuable foreign cars. The total cost of buying a car is as high as about 50000000 yuan. P

"Yin Xi Di usually goes to work at 3 o'clock and goes off duty at 4 o'clock," a venture capitalist revealed. "We were ready to join the Lifan Group. During the process of contact, we found that there was a successor problem and chose to give up."

In China, "Laozi earning money and sons wasting" has become a common, rather lamentable and regrettable mode.

because of the arduous pioneering work, the enterprise, as "a href=" http://fz.sjfzxm.com/ "> entrepreneur" /a "and another" special child ", almost exhausted all the energy of the entrepreneur. Entrepreneurs often have no time to take care of their families, have no time to accompany and educate their children.

When they owe their children emotionally, they will unconsciously choose to compensate their children from material aspects, such as buying valuable toys to children when they are young, sending them to aristocratic schools after school, and sending them to foreign prestigious schools when they grow up.

Children who are superior in clothing and food but lack affection and care and instruction are easy to become "show off rich families" to make up for the emptiness of the mind.

"What I bought is not a famous car, but loneliness." Yin Xi's widely circulated "famous saying" confirms the emptiness and loneliness behind him.

teaching children how to behave is an important event for every family. For family businesses, it means the rise and fall of a family and even the rise and fall of an enterprise.

As Gao FA of Hongfa machinery taught the children, "you may be more fortunate than others in your family, but at the same time you have more responsibilities."

Similarly, educating children can not rely solely on schools, but also on parents' words and deeds.

To build a good "family culture", to a large extent, is related to the success or failure of family business inheritance.

For family businesses, an important lesson in family culture is how to treat the problem of "wealth and benefit distribution". As mentioned earlier, Gao always taught them that "money should be spent together".

Another example is Wang Yongqing, a Formosa king, who was simple in his life. Although he was sitting on hundreds of millions of assets, he never extravagant. He was "simple" for the principle of eating. Every morning's company meeting, Wang Yongqing would enjoy a hearty breakfast: milk, coffee and eggs.

In addition to the necessary entertainment of shopping malls, Wang Yongqing seldom touches the delicacies. He often eats the most common meat rice in Taiwan.

For the wearing aspect, Wang Yongqing has always been on the principle of "tidiness". He always wears shoes for running for several years in the morning, and he spent nearly 30 years in the towel for a sport. His driving car is a 1988 year old Cadillac and 20 years' {page_break} .

has been used.

Affected by his influence, his daughter Wang Xuehong was also very frugal. His Notepad was less than 5 yuan, and he drove a Toyoda Kami all the year round until he became the richest man in Taiwan.

LEE KEE Kee, who has been in the world for more than 120 years, is still well known all over the world. He has gone through the history of family division and family succession. He has further strengthened the family culture of "home and everything". Li Wenda, the third generation leader of Li Kun Kee, agreed with the fourth generation of family members that children should not marry too late, no divorce and no extramarital affairs.

If a foul is committed, it is necessary to withdraw from the board.

the enterprise's own words and deeds, family rules and regulations in clear terms, etc., to teach children to have the correct outlook on life, wealth and marriage, is not only conducive to training children to be responsible and sensible successors, but also helps to reduce conflicts of interests and conflicts between children.

two, build enterprise culture -- create the inheritance gene /p >

family culture is a value concept pursued by families. Family businesses need to carry out generations of inheritance, and they need to enrich and extend their family culture and create a good corporate culture within the enterprise.

The core of this corporate culture is the "common dream" that organizations must stick to.

The value of "dream" lies in the answer to the basic proposition of the existence of enterprises, the direction of future development, and the core values that should be adhered to in the development process.

For example, how do we view our business? What is our mission? What is our vision? What is our vision? What will it become in the future? (the future of the enterprise); how to view the development of the enterprise and the relationship between the employees (the relationship between the employees and the employees, and the relationship between employees and employees); how to view our customers? Why should we emphasize the customer centered service culture (the relationship between customers, enterprises and employees)?

Clarify these basic propositions, unify the common demands of the three stakeholders of enterprises, customers and employees, clarify the value and significance of enterprises' survival, and let employees and enterprises share a dream, so as to truly build a business community where employees and enterprises create common prosperity.

thinking based on stakeholders, focusing on employees' growth and continuing to create value for customers is the law of development summarized by many a href= "http://www.91se91.com/news/index_f.asp" > private entrepreneurs < /a > in the course of many years of entrepreneurship. It is obviously more stable than the opportunists to lead the organization to grow with the rule of law. This "rule" is the core value concept of corporate culture.

LEE KEE Kee has maintained a growth rate of 25% every year in the past 20 years, and has never suffered any losses.

From the family culture of "home and everything", the enterprise culture with the core values of "thinking and benefit" has made Lee Kun Kee a strong cohesive force and unique creativity.

Li Jinshang, the founder of Lee Kun Kee, used to have a lot of hard life fishermen on credit when he was in the south of Zhuhai. In the end of the year, there were always some credit bills that could not be collected. Li Jinshang always burned all the bills.

This story has been widely read in the family and enterprises, and has become the best footnote of "thinking and people", leading Li Keji to go forward steadily in the pursuit of win-win situation.

three, constructing organizational mode -- creating the cornerstone of organizational heritage /p >

Drucker said: "today's competition among enterprises is not the competition among products, but the competition among business models".

With the end of the low cost era, the pformation and upgrading of enterprises are imminent. In the process of relying on resource consumption, relying on opportunities to survive, and gaining profit space from the demographic dividend to the top of the value chain, business mode innovation and organizational management mode innovation are particularly important.

In the era of change, handover is not only a good opportunity to reorganize the mountains and rivers, but also a challenge that is full of challenges.

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The power of mode is really big and has a long history, but it is also easily ignored by bosses who are obsessed with daily management problems such as orders, quality and cost.

The "household contract responsibility system" has been used for more than 30 years in China's rural areas, which has greatly liberated the rural productive forces, mobilized the enthusiasm of the farmers, and created a record that China's agriculture has accounted for 22% of the world's population by 7% of the world's cultivated land.

"Household contract responsibility system" has been known in China, but the first history is unknown:

On the evening of November 24, 1978 P, at the evening of the evening of November 24, 1978, the 18 Yan Lihua farmers in the low broken hut of the Yan Lihua house in the west of Anhui County, pineapple commune, were holding a secret meeting on the fate of the whole village.

The conference formed a letter of guarantee for less than 100 words. There are three main contents: one is to divide the fields into households; the two is to stop asking the state for money and grain; three, if the cadres are in prison, the members guarantee that their children will be raised to 18 years old.

In October 1979, Xiaogangcun achieved a bumper harvest. The total grain output of that year was 66 tons, equivalent to the total grain output of the whole team from 1966 to 1970, 5 years.

This "life and death form" that pioneered the household contract responsibility system is now hidden in National Museum of China.

this contract mode of "the first country, the latter group and the rest belongs to itself" is different from the general reward Commission mode. It can stimulate the enthusiasm of the staff to the maximum extent, and also applies in the corporate body.

The problem of sluggish enterprises requires unified culture guidance and scientific control system. The model of Inamori Kazuo's "amoeba operation" is to maximize the size of small business units, and use lean management accounting to measure the "per capita hourly profit" of each business unit. This business model is guided by the business philosophy of Mr. Inamori Kazuo's philosophy of "pursuing two aspects of the material and spiritual well-being of all employees while contributing to the progress and development of mankind and society", striving to pursue the "sales maximization and cost minimization" business effect, creating two world top 500 enterprises, and helping JAL to revive in the past year, creating another business myth. The difference is that business operations are more complex than agricultural planting, which requires a large number of cooperation and collaboration among different units within the enterprise. A simple replication mode will lead to management confusion and collaboration due to short-term profit seeking behavior of contractors.

four, build excellent a href= "http://www.91se91.com/news/index_c.asp" > team < /a >

What is left behind in P years? What can be left for future generations? Apart from being a man and a business philosophy, leaving behind nothing is as good as leaving behind a good team. This is exactly another place that many private entrepreneurs can easily overlook.

There is a saying that "one year planting Valley, ten years of trees, a hundred years of people", the importance of talents to enterprises is naturally unnecessary, and there are not many people who write "people-oriented" into the family culture of enterprises. However, the real willingness to regard talent as a long-term investment, from deep to deep recognition and insisting on the practice is not many.

Shandong Dai Sheng installation is a private enterprise that provides engineering and installation services for petroleum and chemical enterprises. Due to the industry's mobile operation, long-term business trip and hard working conditions, there are few highly educated personnel in such companies before.

Dai Sheng was installed in the early days of 2003, and the staff were basically the ones who worked from the front line to the next level, and their educational level was generally low.

Entrepreneur Li realized that enterprises must develop a team of high quality in order to develop in a long-term way, so that they can shoulder the parallel with Sinopec's counterparts in terms of technical strength and service level. Therefore, the core values of "people-oriented" are established, and the mission of "let the Dai Sheng Sheng Fu Kang Le Ye" to build a career platform for aspiring people.

Every year, Li will go to the university to attend the campus recruitment meeting in person, and select the smart young man who is not afraid of hardships.

After recruiting these college students, Li was deeply impressed by {page_break} /p.

Apart from carrying out the planned training for them, P also promoted the old staff to become a warmhearted matchmaker for college students. They introduced their girlfriends, promoted their parents to meet, married, and bought houses.

Li always regards college students as their own sons, worrying about life events for them. Nowadays, the proportion of college students is 45%, the percentage of employees is 90%, the purchase rate is 85%, and the stability rate of personnel is 95%. More than a dozen college students have joined the management positions of project managers and office managers. When other peers are still worrying about talents, Dai Sheng has basically completed the storage and construction of talent echelons.

the construction of talent echelon is difficult for many enterprises to put into practice. A large part of the reason lies in the fact that enterprises have a "quick success and instant benefit" mentality in terms of employing people. They always want to introduce experienced "proficient" from society and do not want to spend their efforts on blood and cost.

From the perspective of loyalty, airborne "proficient" is like a halfway "* *" child. The older the child is, the richer his experience is, and the more difficult he is to integrate with your family.

Moreover, "proficient" is a group of enterprises and headhunters. They also rely on their own skills, "where to have food to eat", so the advantage is "bring it to use", but the drawback is "say go away."

Starting from college students, the fostering of talents is more likely to form a sense of identity and a sense of belonging from their cultural concepts and work styles.

in this changing era, the organization's innovation and exploration of patterns must keep pace with the times.

In recent years, with the advancement of urbanization, the pfer of rural labor force to the urban industry and the improvement of agricultural mechanization, a new type of "family farm" and "Manor Farm" have begun to appear. The household contract responsibility system, which has been implemented for more than 30 years, is quietly changing in the economic environment.

Family business holds the autonomy of "mode innovation", but it requires the efforts of two generations to make the organization go ahead and walk steadily.

"P > family business inheritance is not only a matter within the family, but also relates to the future of all the cadres and staff in the enterprise, and the interests of each family, the upstream and downstream partners behind the employees, and even the social stability and economic development of the party.

Although there are various uncertain factors in the process of intergenerational pmission, there are many family businesses that have successfully inherited one hundred years.

Deciphering the special assets of family businesses, consciously refining these special assets into family culture and corporate culture, precipitating the "genes" that family enterprises can inherit, will help to improve the success rate of family business inheritance.