A Comprehensive Analysis Of The General Nature Of Business Models And Management Issues From Adidas To Puma

You are not mistaken. The four companies in the title are built by three families. They have similarities, such as good business models. brand The value is very high; it is the independent operation of family members after their joint venture. They are different, some brothers are united in heart, have maintained the honor of the family; some have turned a blind eye to their enemies, and have destroyed the family's future for the enterprise.

Business models bring benefits to enterprises, and management brings stability to enterprises. If there is no stability in management, good business models will also give opportunities to rivals. Management has a wide range of meaning. The management here is more inclined to the governance of family businesses and the continuation of family spirit. It is always true that the wisdom of the Chinese people is always proven. Only by relying on family ties to maintain the family business body, there is no clear solution to equity or structural governance. In the end, there is no internal stability circle.

Hardi (ALDI), a powerful supply chain, has the ability to control and market development, so that the supermarket chain, known as "poor shop", has gained high recognition from customers and even pushed WAL-MART out of the German market. The competitive advantage of its business model is very clear, but Hardi's success is not only the success of the pattern, but also the success of management and family decision-making.

Actually, Al di It is the abbreviation of the Confederation of South and North commercial groups. It belongs to Albrecht family's Theo and Carle brothers two people. Eldi comes from the abbreviation of the German word "Albrecht" Albrecht (Surname) and disconde Discount (discount) the first two letters, meaning the cheap discount store operated by the Albrecht family. It was originally a snack bar called aunt Elmar's shop founded by their mother in 1913.

In 1948, the Albrecht brothers took over the store from their mother. After two brothers' efforts, in 1962, Theo and Carle already had 300 stores, and the annual turnover was 90 million West Germany Mark. At the time of Aldi's promising future, the two brothers decided to separate their businesses and divided their businesses. The market in northern Germany went to Theo Albrecht, and the southern market in Germany belonged to Karl Albrecht. In the international market, the same division has been done. Among them, the North store has gradually extended to Denmark, France, Holland, Belgium and Luxemburg, and South stores have entered the UK, Ireland, Austria, Australia and the United States.

In March this year, Tmall entered the Australian headquarters of Al Di, belonging to the Al Dian shop. The two North and South enterprises completed their financial and legal divisions in 1966 and operated independently, but they used the same commodity brands and suppliers.

From the perspective of the development and speed of opening up, Albrecht brothers is a typical pioneering founder. The separate operation not only clarifies the property rights but also improves the management efficiency. Although there is little literature, it can be proved that independent management does not affect the feelings of brothers.

It's easy to think of a Chinese family business, hope group. In 1983, four brothers (Liu Yongyan, Liu Yonghang, Li Yongmei and Liu Yonghao) sold and sold watches and bicycles, and raised 1000 yuan. As the initial investment, they started from planting and breeding, and spent six years in all kinds of trials and accumulated 10 million yuan.

In 1991, four brothers set up hope group, and according to their personal strengths division of work. As the first private enterprise group approved by the State Administration of industry and commerce, in 1995, Liu brothers chose to divide their families. Liu Yonghang was first raised by his second brother, who was surprised when Liu Yonghao found out his fourth brother and asked him to separate the company. That evening, the four brothers opened a family meeting to discuss the matter. Liu Yonghang argued that the reason for separation is that the brothers are very capable and have different ideas in the development of the company. They have separate operation and clear property rights, and are more conducive to their respective development and family unity.

On the second day of the family meeting, the hope group officially separated and the company was divided into two parts. Basically, the Yangtze River was divided into two regions: Northeast and southwest. Liu Yonghao chose the southwest region, and Liu Yonghang got the northeast area. And the relevant provisions have been formulated, such as the prohibition of cross regional development in the two regions. After the distribution of cadres, regional mobility must be recognized by both sides; all expenses of board members will not be reimbursed in the future. In many people's view, the reorganization of the large family business is a complicated affair. Moreover, the definition of the property rights of Liu's brother is indistinct, but it is hoped that the assets of the group will be clearly divided in the hands of the four brothers. Liu Yongyan, the founder of the mainland, founded the mainland hope company, the second Liu Yonghang set up the Oriental hope company, the third Liu Yongmei set up Huaxi hope company, and the old four Liu Yonghao set up the South hope company (later renamed the new hope). A company built by a few brothers belongs to the hope group, and they can use the brand of hope together.

Now, the decision of Liu brothers to separate their businesses is correct. Everyone has found their own field of expertise, and has helped each other in establishing their own commercial empire, maintaining the honor of the family. In last year's event, five brothers appeared together, and the most talked about was family cohesion.

Independent management not only keeps the clarity of ownership structure, but also facilitates the implementation and implementation of management and the implementation of strategic thinking. Of course, not all families are suitable for independent operation, and not all independent businesses will win. In the absence of family spirit and belief, independent management has little support for each other.

As you know, Adidas (Adidas) and Adolf and Rudolf, the founder of Puma (Puma), are brothers of their families. They are from the Darth family in the town of heto, Bavaria, Germany. The two father is a cobbler, and the two brothers are very keen on shoemaking. In 1924, the Dassler brothers sports shoe factory was established. Brother Adolf is skilled in art and responsible for the design and improvement of shoes. Brother Rudolf is an excellent eloquent salesperson. In the 1936 Berlin Olympic Games, Darth's running shoes produced a great sensation all over the world.

Because of the reasons for World War II, Rudolf firmly believed that his brother Adolf betrayed him, so that the two brothers turned their heads. In 1948, brother Rudolf set up Puma company, and his brother Adolf set up Adidas company. The two companies have long been caught up in fierce and hostile commercial competition. The town of hekosenara is called "the city of bending neck", because when two strangers meet, they always have to look at the shoes on each other's feet, and even the two football teams in the town represent two brands.

Not only in Germany, but also in the international market, the two companies are fighting against each other. Many years later, the two brothers passed away with their hatred for each other. Their descendants also inherited the struggle. The endless internal friction caused great damage to the two pulse of the same family. Although they are all internationally renowned brands in sports, they have not had a decisive impact on the global market.

The story of Rudolf and Adolf was made into a movie called "brother struggle". Recently, it is reported that Adidas and Puma are hopeful to cooperate, but at that time, the two companies' shares have already been sold to others, and the impact of the Dassler family has disappeared.

With a common saying, "Hardi is not fighting alone," and behind the other side is the shadow of the other party. Whether it is entering the US market or the future Chinese layout, this is Hardi's advantage, and Albrecht brothers are Germany's richest men.

Hope is a representative of China's emerging agricultural industry. In recent years, it has begun to lay out the financial sector. There are also data showing that the assets of Liu's brothers are the richest in China.

Adidas, Puma In addition, Adolf, son of Khost, founded the international swimsuit brand arena, and the Dassler family can be described as a "three heroes". But the struggle has made the family suffer serious losses, not only the market share but also the more valuable family ties. Assuming that Rudolf and Adolf hadn't been born in the same year and developed together, then the current global sports shoes market basically had nothing to do with Nike.

History can not be assumed, nor will it be repeated. For enterprises, the spirit of continuing the entrepreneurial family is more important than the continuation of corporate brand.

For more information, please pay attention to the world clothing shoe and hat net information report.