Family Business As Family

< p > a family business wants to keep its foundation and become an enterprise family. What do we need to do? Let's listen to Professor Randall Carlock, a family business expert.

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< p > family business has created most of the wealth on this planet. < a href= "http://www.91se91.com/news/index_x.asp" > Fortune 500 > /a > 1/3 is family business, including Cargill Inc, Michelin, LVMH, BMW, WAL-MART, etc.

The performance of family businesses in S & P 500 is much better than that of non family businesses.

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< p > all family businesses have brilliant first generation. However, it is a common phenomenon that "three generations are rich."

Although Japan has a family business that has been in operation for thousands of years, if it's just a small hot spring hotel, it may not be so useful. In this era of globalization and interconnection, both the rising Chinese family businesses and the family businesses in Europe and the United States must accept the test of the times.

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< p > then, how to make family business become an enterprise family and realize the Evergreen Foundation? How to maintain family harmony while managing the enterprise?

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< p > < strong > family harmony vs enterprise success < /strong > /p >

< p > the growth of a person will go through childhood, youth, adulthood, and old age. A company also has initial, high-speed growth, maturity and decline.

We think this contrast perspective is particularly important for family businesses. Non family businesses will regularly replace CEO. Family businesses are often controlled by a family member, and the three interrelated businesses, family members and family members.

If the two economies are superimposed, such as enterprises and industries entering recession, family controllers will enter the recession of physical and intellectual strength. This is undoubtedly a disaster.

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< p > June 2007, the Bancrofts family holding a href= "http://pop.sjfzxm.com/popimg/fz/index.aspx" > Dow Jones /a > discussed the sale of the Wall Street journal with the news group of Murdoch.

The shareholding and management takeover war is full of controversy and drama. What's interesting is that in addition to the Wall Street journal's ideal, there are still 2 big families fighting.

News group is the founder of Keith Rupert Murdoch's power. He always overclaims property rights over commercial interests and is called the Dark Lord of the news industry.

As a founder, his career is unmatched by the Bancrofts family who only cares about the gains of Dow Jones.

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< p > for the family members, the older generation generally pays more attention to the inheritance of wealth and family honor, while the younger generation lacks a solid emotional foundation for their surnames, stocks and family businesses. They have never even worked in family businesses. They may also want to try out other interpersonal relationships and other businesses outside the family because of their rebellious or wild ambition.

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< p > in the acquisition of Wall Street journal, the elderly of the Bancrofts family clearly indicated that they had no interest in Murdoch's offer. However, more and more young people are doubtful about the future of the paper media industry. Murdoch's offer is more attractive than that of the competitors in the market at that time. It is a very reasonable business.

It's just that without Dow Jones's Bancrofts, it can only be called the old nobility. Apart from the figures in the accounts, they no longer have any special influence.

As a member of the Wall Street journal, they are the guardians of the accuracy and fairness of financial information, which makes their families more sense of mission and honor.

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< p > in family business, if you are passionate about your family's business and regard it as a lifelong career and devote all your energies to it, then this company will have more advantages than other companies.

The German Volkswagen is under the leadership of its founder, Ferdinand Porsche's grandson Ferdinand Pich, resolutely headed to the leading position of the industry today, and maintained steady growth in the era of the global automobile industry in the great depression, and finally became the leader of the global automotive industry.

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< p > but the main risk of family business is that the demands of family and enterprise are different. In many cases, they even differ greatly. How to coordinate their goals and make family businesses eventually become family businesses that can be passed down from generation to generation, which requires a great deal of effort from several generations.

Of course, we also have a set of tools that can help Governance: The Parallel Planning Process for Family Harmony and Business Success, through planning, communication and education to coordinate the two steps, so that it can be as far as possible in the direction of family expectations.

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< p > this method first requires the family to have a < a href= "http://fz.sjfzxm.com/" > family Committee < /a > (Family Council). If you have only two generations now, it doesn't matter, but if you are the fifth generation and have fifty or sixty family members, you'd better have a good family communication system, so that a few people will represent the family members on a large scale, and discuss how we will work together, how to reach a tacit agreement and prevent possible differences, including how we do charity, or whether the family should invest in certain areas.

Only when everything is discussed in the board of family members can family harmony be maximally maintained.

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The most important thing in the P family committee is to have a written family contract. This is the rule for everyone to talk.

With this contract, it is possible for family members to discuss all the problems encountered by the company.

Then the family must establish its own values and vision, establish a company's culture on the basis of values, and then consider the resources for strategic formulation and input, including family resources and enterprise resources.

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< p > if you do not plan, you will just discuss at will, it is very difficult to get real results, communication is the most difficult.

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< p > < strong > the best practice of family business < /strong > < /p >

< p > Japan has a Mogi family. This is a family with a history of more than 400 years. They have undergone numerous inheritance and dynastic changes. In this regard, they have introduced nephew, nephew and so on, and have made every effort to make the company have good leadership.

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< p > but indeed, in the long run, families need to maintain a good attitude.

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< p > family business Cargill is one of the largest food groups in the world, which has been controlled by a family in the past 150 years.

But now the family members no longer undertake corporate management duties. They are all on the board.

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< p > with the growth of enterprises, you may not be able to insist on managing enterprises only by family members, because we can not guarantee that family members are the best leaders, but you can allow family members to hold shares in the company and serve as directors in the board of directors to supervise the operation of enterprises.

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< p > no matter what kind of situation, elders can do and must do is to give children good education, let them have good work experience, and let them study in the company.

If they are not good leaders, they should be considered to be pferred from the company's operations.

The fourth generation successor of Hongkong Lifeng group, Feng {page_break} < /p >

< p > Yu Jun, when he was 30 years old, he had worked in 12 jobs of the company and got a lot of training. Murdoch of news group wanted his son James Murdoch to become CEO of the company. This is one of his vision. So James worked with his father from the very beginning and accepted various formal informal training. The public's Ferdinand Pich also played with her grandfather, Ferdinand Porsche. His grandfather first created Volkswagen, later wanted his own sports car company, and founded Porsche.

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< p > informal education seems more important to family businesses. What are the most effective informal education? < /p >

< p > first is to inherit family values.

Peugeot (Peugeot) is a landmark business in France. Once we asked the Peugeot chairman, what made him a successful entrepreneur? He said he was an engineer, worked in South America, worked in another company in the United States, and had a lot of work experience.

But from childhood to age, the most important thing he learned was when he was young, those Sunday, they were going to Grandpa's house for Sunday lunch.

After lunch, they go for a walk in the factory because grandpa lives next to the factory.

"When we walked in the factory, I was six or seven years old until I was 11 years old. When I took a walk every day, my grandfather told me what he was doing and what he wanted to tell me," what is a really good car company? "

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To talk with children about all the details of a company's P may be just how to put the key or how to treat a person, no matter how much they know.

But expose them in the business and let them experience the atmosphere and atmosphere, so your values will slowly affect children and eventually become their values.

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< p > if you want your child to inherit your career, then you have to work hard, take time to eat with them, take a walk with them instead of waiting for them to grow up, a href= "http://www.91se91.com/news/index_f.asp" > MBA /a > graduation, and drop directly to the company.

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Besides P, you can also give them internship training and send them to all parts of the world, but in summer or other holidays, it is better for them to practice in the company and contact different people in different departments, so that he can learn to respect others.

Then, after graduating from University, it is best to work for other companies for 3~5 years, so that they will not only gain experience, but also gain self-confidence, and know how other companies operate. These companies can be in the same industry, or not. When they return to the company, they will have considerable knowledge and discrimination, rather than only their surnames.

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< p > board members are very important positions, especially the board of directors of listed companies. They represent not only family members but also non family members, which makes them more intelligent and persistent in balancing their family and career. You must be very professional.

Second, find a reliable management team to achieve a good team of boards and family dreams.

Third, protect company assets.

Fourth, no matter what we do, we must be sustainable.

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< p > besides, there are some things that they'd better not think of, that is, to use the position of board of directors for their own interests.

The reason why many family businesses in China are complex is that many family members of the board try to profit from their own shares rather than making profits for enterprises.

Business is business. Everything goes wrong when it goes bankrupt.

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< p > I found a common value in all successful a href= "http://www.91se91.com/news/index_c.asp" > family business < /a > and family: care.

It means that I will run my family business better in my lifetime. When I give it to my children, it will be better than the one just arrived in my hands.

Successful family businesses regard this as the core values of family, investment and management of family businesses, and all other things to do. From this point of view, we consider whether this will make our family businesses healthier and healthier in the future. They are not greedy, but are always doing better because they are steady and persistent.

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