Why is the second generation of Chinese enterprises generally reluctant to take over?

The reasons are as follows:

1, most of the second generation of enterprises receive domestic higher education or Western education, and compared with the older generation, they have their own ideas and insights, they are more inclined to choose their own path, belong to their own favorite road, as for the father's parents paved the way for their own, only one of the choices for reference, and is not necessary.

New ideas and new concepts of the second generation of enterprises may not all like the "grow up and I became you" life path, so this choice, although it seems to be logical, but may not be the second generation of enterprises to prioritize.

2, the previous generation of entrepreneurs are mostly engaged in the traditional industry enterprises, and have more educational advantages of the second generation will largely believe that their own family business is at the lower end of the industry chain, for the future prospects are not optimistic, they are more willing to choose the financial, Internet and other emerging industries, and are more willing to use their own management model to run the business.

This is more typical of Wang Sicong, did not continue Wang Jianlin's old way to do real estate, but focus on e-sports, brokerage firms, etc., although not too successful, but at least he chose the field is still relatively emerging.

3, the old generation of entrepreneurs and the second generation of entrepreneurs because of the different educational background, social experience, etc., in the management of business concepts and methods are not exactly the same.

Parental authority system makes the second generation very rejected. And once and parents do not agree, the second generation will choose to prefer to give up, their own do go point something. In fact, many of the new generation is more important to the development of science and technology-enabled enterprises, for artificial intelligence, robotics and other emerging technologies is higher than the global average, but these in the older generation, perhaps just embellishment or the future direction of development.

Expanded:

Different family businesses have different situations, and the "inheritance" relationship between Wahaha Group's Zong Qinghou and his daughter, Zong Fuli, is relatively desirable.

In one of the interviews, Zong Fuli said that she entered Wahaha after studying abroad, and she couldn't accept her father's "relational" way of employing people, and then she was arranged by Zong Qinghou to do the management of Wahaha's branches. The company's management is not a "old staff", but a "relationship staff".

The implementation of the private ordering model that young people like in terms of products, etc., even though it can't be said to be very successful now, at least, Zong Qinghou gave Zong Fuli such an opportunity, which neither affects the development of the main business, but also gives Zong a chance to validate her own operation method, and as for whether it can be successful or not, the answer will be given by time.

And in the face of the two modes of operation, the two generations can also learn from each other in practice to complement each other's strengths.

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