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Leaders Of Home Textile Enterprises Talk About Inheriting Values

2014/1/16 16:44:00 29

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a survey of the two generation of enterprises over the age of 18 shows that 46.4% of the two generation of enterprises choose to start their own businesses, while 23.9% of the two generation are unemployed or unemployed. At the same time, 37.7% of the two generation of enterprises are unwilling to take over the family business, while 39% of the two generations of the enterprises after succession took the view that there was a conflict with the management concept of their parents, and the reform was blocked, and 21% of the respondents felt challenged by the patriarch of the enterprise. Nowadays, home textile enterprises are gradually facing the problem of the two generation succession. To this end, we interviewed some of the older generation of home textile enterprises entrepreneurs and their successors, listening to their views and aspirations on this issue. 
 1. Yuhang < a href= "http://www.91se91.com/pioneer/ >" home textile industry < /a > association president, Yang Linshan, chairman of the public hope Holding Group Co., Ltd.: /p >
 "Yuhang home textile industry will be passed down from generation to generation, and it will do better from generation to generation." 
 2013, the theme film of the annual meeting of Yuhang textile industry association is "inheritance and Transcendence". The reason why this theme is chosen is that the first generation entrepreneurs of Yuhang textile industry are gradually getting old and the enterprises are facing the problem of how to inherit and continue. The topic of children's succession has been placed in front of the enterprise. 
"P > inheritance, many enterprises are already doing it. This year's annual meeting, as the theme of "two generation" how to inherit and how to surpass, is of great significance to our Yuhang home textile industry. If this problem is done well, we will be able to continue to carry forward the Yuhang textile industry. Each of us wants to see that the second generation can be better than we think. At the same time, we also firmly believe that Yuhang's home textile industry will be passed down from generation to generation and will do better from generation to generation. 
 2., general manager of the former Hangzhou textile decoration company and Chen Xichu, general manager of Hangzhou Silver Star Textile Decoration Co., Ltd.: 
 "successors should first understand every process of the industry, at least understand the production process." 
 because of the limitation of objective conditions, the entrepreneurs of the older generation of Yuhang decorative cloth have lower educational level, and the second generation successors are basically 80 generations. The new era has made new demands on these young people, and the industry form is totally different from that of the previous generation. It can not be careless. Simply thinking that selling cloth alone can solve the problem, and there are still many things to learn. 
 successors should first understand every process of the industry, at least understand the production process. At the same time, we should grasp and innovate the business mode, market trend and product design. Therefore, as the successor of the next generation of Yuhang home textiles, only by fully grasping the industry and technology can we carry on the business very well. I hope that the younger generation can cherish this opportunity to take over and really enjoy the industry from the bottom of the heart, so that we can make it better and stronger. 
 3. Chen Songfu, chairman of Hangzhou Hengsheng dyeing and Printing Co., Ltd.: 
 "for young generation two generation, the most important point of success is diligence." 
 If children fail to win or have limited ability, I think inheritance is not a good way. Under such circumstances, it is the best choice to give the enterprise to a good and responsible professional manager. 
 for young generation two generation, first, the most important point of success is diligence. I usually say that "diligent people are three points wise". A lot of people think of it, but if they don't do it, they will not be able to realize their dreams and ideals. The home textile industry is an industry, and it is not necessary to steal and cheat, so it requires two generations to be diligent, down-to-earth and step by step. Second, the two generation should learn to respect people when managing enterprises. In enterprises, there are often "old people" who are working together with the "generation generation", that is, the elders of enterprises. When working with them, we must be humble, learn to respect, and get the understanding and support of the elders in respect. Third, it is true that the knowledge of the two generation is more than that of the older generation. But they are more impetuous than the older generation who has been concentrating on doing one thing. Therefore, to create the two generation should be down-to-earth and do fine work. 
 4. Yu Hongsheng, general manager of Hangzhou Hongsheng Textile Co., Ltd.: 
 "I respect children's wishes more for the two generation of succession." 
 I personally believe that our generation has become a modern enterprise by some opportunities and national policies. In the right era, we did the right thing. But so far, it seems a little out of balance. Why do we say so? Nowadays, the market changes and competition are intensifying. As the older generation of entrepreneurs, our knowledge and energy have not been able to keep pace with the development of society and the progress of the times. The younger generation is different. They have the culture and the ability to accept quickly. Therefore, I have to let my children go on their own. I can not feel that my parents' savings can help me to relax and do nothing. Let them turn our current production enterprises into creative enterprises, make their own products, have their own brands, and become a hundred years' enterprises in the future. 
 I respect children's wishes more than two generations. Because they can do well only if they like to do it. If they don't like it, I don't have to get their children to take over. I can find other ways of management. 
 5. Cao Hongxiang, chairman of Hangzhou Biya cloth industry Co., Ltd. 
 "the next generation to take over must be interested in making cloth and willing to do it. It is not good to be interested in it." 
 the company's current professional managers are nurtured by our own businesses. When he first came to the company, he was only a senior high school graduate. I trained him for 10 years, and now I give him the management of the company's sales and production. I am very relieved. 
 I began to enter the cloth industry in 1975. From the initial township enterprises to the present cloth art company, unless I die, otherwise I will continue to do it. The professional managers I cultivate will get the corresponding treatment with their posts, which is better than his own small factory. I think we need to pick and choose successors. We must support him and trust him, otherwise he will be reluctant to do anything. 
 I didn't want to take over my daughter's own business. At first, I still had some ideas. But now, compared with my big investment and small income, she has a bright future in her career. So I began to support her. Now her factory has a much higher income than I do in a year. 
 I think we should let nature take its course. If he is not interested, he might as well support him in doing something he likes to do. The fabric industry is going to survive, and people who need to do it will work hard. The next generation to take over must be interested in making cloth, and willing to do it. 
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 < --EndFragment-- > 6. hope Holding Group Co., Ltd. manager a href= "http://www.91se91.com/pioneer/" > Yang Yingfan < /a > /strong > /p >
 "to continue to carry on the enterprise, I feel that we need some innovation, and innovation and inheritance are complementary." 
 as a successor, I feel that "inheritance" and "transcendence" are not contradictory. Now I am a learner's mindset. I know more about how my parents started their own business and how they manage their business. In the future, whether I continue to have a career in public expectation or myself, I think it is natural to follow suit. 
 I think there is still a certain gap between the quality of domestic managers and the western countries. Some models may work in the west, such as the management of family businesses to CEO, but it may take a while for them to be accepted in China. 
 when it comes to inheritance, I still have some shortcomings compared with my father's hardworking and industrious spirit. Father arrives at the office at 7:30 every morning, and basically goes to work every day. For me, I can't dedicate 7 days a week to the company. In this respect, I may not be able to surpass him in this life. 
 I think our generation belongs to the more active generation. In order to carry on the business, I feel certain innovation is needed, and innovation and inheritance are complementary. The spirit of an enterprise can not be changed and must be passed down, but you can innovate in different ways and methods, and carry on the spirit of enterprise in different ways. 
 7. Yu Pengfei, manager of Hangzhou Hongsheng Textile Co., Ltd. 
 "I think compared with the older generation, our deficiency or difference lies in the ability to bear pressure." 
 we have the wealth and connections accumulated by our fathers. This is our resource, and this resource must be truly understood and applied by you. I think compared with the older generation, our deficiency or gap lies in the ability to bear pressure. For example, the parents were built from scratch, so his resources were all created by himself, though compared with them, our starting point was higher, but the pressure was even greater. At this point of departure, what we create at this age level is still not up to standard, and at the same time, we have tremendous pressure to bear the huge capital advantage. 
 I think that the education that our fathers received in their time was limited, and most of our generation were "after 80", "after 90", or even "00 after", and the two generations had different things. We have received higher education and have studied abroad. Most of them are people with quality and knowledge. What we usually exchange and touch are fresh or avant-garde, which is actually our advantage. However, this is also very easy for us to be unrealistic and hard to concentrate on one career. As the two generation, the most important thing is to define the general direction and take the resources well, and use resources to create our own future. I think this is the most important thing. 
 8., deputy general manager of Hangzhou Philippine Moss Textile Co., Ltd. Cao Gang /p >
 "there are many things we need to savour in our fathers." 
 an idea that my parents had instilled into me from childhood was that after studying abroad, they would be engaged in the home textile industry and take over the family business. Fortunately, home textiles are also my favorite industry. Because I was living in a pile of clothes since I was young, and what I heard and saw every day is something in this respect, so I also think that I should use my advantage in this industry. At the same time, I would like to thank my parents for giving me this platform for development. For me, there are still many things to learn later. I want to better apply the knowledge I learned to business management, and make some supplement to the operation of the company. On them, there are many things worth our careful taste. 
 9., manager of Hangzhou Textile Co., Ltd., Jianguo /p >
 "all the founding fathers have the same entrepreneurial spirit as my father, which is worthy of our inheritance and learning from the new generation." 
Take P for example. In my father's case, for decades, he was the first to leave the factory in the morning and the last one in the evening. I believe, from my father, is the epitome of the previous generation of entrepreneurs. All the founding fathers have the same entrepreneurial spirit as my father, which is worthy of our inheritance and learning from the new generation. At the same time, my father is also a very democratic person. He will not let us follow his thinking completely. If he thinks my idea is right, he will accept it. Of course, I also respect my father's decision, and more often than not, we discuss and decide. 
 home textile industry is a traditional industry. In addition to facing difficulties in recruitment and expensive employment, it also suffers from international pressure, such as the depreciation of the US dollar and the subprime mortgage crisis. I think that if we want to break through these difficulties, we must first introduce advanced equipment and eliminate old machines, so that our enterprises can produce some quality products that other factories can not produce, so as to enhance the added value of products. 
 I don't think professional managers are suitable for small scale home textile enterprises like ours. Because for professional managers, first of all, he has to pay a high fee, and our company's annual output value is $8. 9 million. I think medium-sized enterprises and even large companies may be more suitable for professional managers. 
 10. Hangzhou Bu Yan Bu < a href= "http://www.91se91.com/news/index_c.asp > > textile > /a > General Manager Sheng Zeping /p >
 "compared with the times of my father, many opportunities or opportunities are no longer exist, so I must find some ways to differentiate them in the process." 
 I feel that the entrepreneurs of the previous generation are more hardworking than our generation, and the resources they are creating now are beyond our reach. From my point of view, compared with their times, many opportunities or opportunities are no longer exist, so I must find some ways to differentiate them in the process. I think it is very difficult to simply surpass or surpass our parents. They have some advantages that we can not copy or surpass. However, in the daily brand management, I can make some differential supplements, such as paying more attention to the follow-up brand service. I believe that only after the follow-up of brand service management is strengthened can I make up for my shortcomings.