Successful cases of family business

Private enterprises with family businesses as the main body have gradually grown into the mainstay of China's market economy development. The following is wha

Private enterprises with family businesses as the main body have gradually grown into the mainstay of China's market economy development. The following is what I arranged for you. Welcome to read!

1:

Galanz-the most successful and vivid case of family-owned enterprise restructuring and transformation

Let the managers do it freely.

Liang Qingde believes that "people are Galanz's first capital. Talents with a high sense of professionalism, responsibility, mission and identity, sharing weal and woe with enterprises and helping each other in the same boat are the mainstay of Galanz. "

Liang Qingde went to Shanghai for advice on the fifth day, and impressed the famous domestic microwave oven experts at that time with sincerity, so that they gave up the superior working and living conditions in Shanghai and came to Galanz to start a business. In the case of financial difficulties, support those who have just arrived in the enterprise to do publicity on how to guide consumers to use microwave ovens in the national media.

crisis management

Liang Qingde, the boss of Galanz, believes that the sharpest weapon to win market success is to implement crisis management within the enterprise. This sense of crisis is not prepared for danger in times of peace, but prepared for danger in times of peace. The crisis is not far from us. Our crisis will always exist. Galanz printed these epigrams on publicity materials as the world outlook of the enterprise. They think that yesterday's glory is not enough to resist tomorrow's crisis, and today we must try our best to eliminate tomorrow's crisis.

Everyone is Galanz.

One hero and three gangs, Liang Qingde said, Galanz belongs to everyone, and it is useless to rely on me alone. This sentence is translated into Galanz's corporate slogan: "Galanz is created by Galanz people and is the glory of every Galanz person."

Through the backbone shareholding, Liang Qingde successfully solved the problems such as the separation of interests between employees and enterprises in private enterprises and "who do employees work for", which gave Galanz people a sense of belonging. Now in Galanz, all the backbones have more than 20% shares. Because it is everyone's Galanz, Liang Qingde adheres to the principle of "horse racing" in the use and promotion of employees: "Give up if you can, and go down mediocre; Only recognize ability, not relationship. "

From "everyone" to "small family" and then from "small family" to "everyone", Galanz has gained new development momentum in this spiral rise.

2 :

Parent company-Lifan Group

Yin Mingshan, the boss of Lifan in his fifties, 1986 officially went to sea. As an editor, he first published books through two channels. 1992, Yin Mingshan started his motorcycle business regardless of the opposition of his relatives and friends, who all thought that he was too old to start at this time. But eight years later, Lifan's comprehensive economic benefits ranked second in the same industry in China. In 2000, it produced and sold 6.5438+0.5 million motorcycle engines, ranking first in China. Now it has entered the top 8 private enterprises in China. In 2006, it entered the automobile industry, and in 2009, its production and sales volume exceeded 50,000 vehicles. According to the group's net assets in 2009, its wealth exceeded $500 million.

3:

Husband and wife company-dyne group

1986 after graduating from college, they made their first money by operating second-hand printing equipment. Later, they also assembled computers and became distributors of Compaq computers in 199 1 year. After nine years of operation and management, Dyne Group has developed into a large-scale private high-tech joint-stock enterprise with diversified investment and professional operation, with health care products, software, building materials and real estate as its main industries. * * * The love between Junjie Yan and Zhang Can, who co-founded Dyne Group, may be the "most valuable love" in China, with assets as high as 1 1 billion yuan.

4:

Volkswagen-Zheng Tai Group

Wenzhou Zheng Tai Group is a well-known family business among private enterprises in China, and it ranks among the best in the national private enterprises in terms of enterprise scale and development speed. For the healthy and sustainable development of the enterprise, President Nan Cunhui's "self-cutting wings" continuously dilutes the family shares, which is a system reform and innovation with strategic vision. After the efforts of/kloc-0 in the 1980s, Zheng Tai Company was formally established in 199 1. Shares of Nan Cunhui brothers and other family relatives and friends account for 100% of the company's shares, of which Nan Cunhui personally accounts for 60%. Since then, Zheng Tai has started a period of rapid expansion. By the time Zheng Tai Group was founded in 1994, there were 38 member enterprises with nearly 40 shareholders. At this time, Nan Cunhui's personal shareholding in the group fell to 40%. 1998, the equity of Nan Cunhui was greatly diluted again. The shares of Nan Cunhui Brothers fell to 28%, and the other three family members' entrepreneurial shareholders were 7- 10% respectively. By diluting the equity, Zheng Tai has basically embarked on the road of healthy development. Now it has become a world-class enterprise in the industry.

5:

Brother Company-Liu Hope Group

Brothers are United, but strength is broken. In the past 26 years, Liu Yongxing and Liu Yonghao have successfully developed their own enterprises into Hope Group, one of the largest private enterprises in China, with annual sales reaching 8.3 billion. After 10 years' joint efforts, Liu four brothers divided the Hope Group into four parts, and formed the Continental Hope Group, east hope Group, Huaxi Hope Group and New Hope Group, which acted independently. Today, the Liu brothers have set foot in real estate, electronic products, banking and insurance industries. But Liu still left a family relationship: the original Hope Group still retains and continues its core feed business, and the four brothers still jointly manage this base camp.

Five strategies for successful transformation of family business

According to the research of Brooklyn Family Business School, about 70% of family businesses are not passed on to the next generation, and many family businesses are like a flash in the pan, which comes into being in a hurry and dies in a hurry. With the rapid development of family business in China, many enterprises have reached the time of transformation. How to successfully realize governance transition is of great significance.

Establish a modern enterprise system

The lack of system is the fatal wound of modern family business in China. In early China, most of the family businesses were owners and partnerships, and there was no perfect enterprise system. At this stage, many enterprises are often decided by family members, and the system is very casual. However, with the development of enterprises, it is necessary to change to the company system in the transitional period. Practice has proved that the company system is a scientific enterprise system that meets the requirements of socialized mass production and an important form of modern enterprise system. Establishing a governance structure with three layers separated from decision-making, management and operation can effectively improve the management efficiency and security of enterprises. At the same time, enterprises can expand diversified financing through corporate system, for example, through listing, become public companies, and get sufficient financial support and effective supervision from the capital market, thus creating external conditions for the development of enterprises. In addition, the implementation of corporate system has also created conditions for enterprises to restructure assets and merge. The direction of family business system modernization in China is to establish a scientific modern enterprise system and the corresponding corporate governance structure.

Implement scientific management

The important aspect of family business modernization is to apply modern management theories and methods to implement scientific management, which is a dynamic process. So far, the enterprise management mode has experienced four ways: paternalism, classical Taylor system and bureaucracy, behavioral science model and system model. With the development of knowledge economy, the management mode of enterprises has gradually changed from production management in traditional industrial society to innovative management and knowledge management in the era of knowledge economy, and the management mechanism of family enterprises is also facing the same problem. Facts have proved that the family business still has strong vitality by adopting modern management science. At present, the popular modern management science in the world mainly includes: learning organization, which enables enterprises to adapt to market changes flexibly; Agile manufacturing enterprise, that is, a management mode that can produce rapidly and dynamically according to market changes; Michael hammer, an American management scientist, described enterprise reengineering as "fundamentally rethinking and completely innovating the operation process, so as to achieve dramatic improvement in the key points of measuring performance today such as cost, quality, service and speed"; The core idea of lean production is to "cancel all unnecessary benefits and put an end to waste"; Management integration, its main contents are: overall optimization, reasonable collocation of various production factors according to the requirements of system theory, comprehensive coordination and overall effect; The basic idea of enterprise resource planning is to enable employees to obtain relevant information of internal and external departments related to production and operation; Flat network organization, that is, through the establishment of enterprise management information network system, change the traditional bureaucratic organization mode under strict professional and departmental division of labor, reduce unnecessary management links and improve management efficiency. Family businesses in China can learn from and adopt them selectively according to their own conditions, so as to avoid detours in the process of enterprise modernization.

Socialization of talent mechanism

The essence of socialization of talent mechanism is to make talents participate in the production and operation of enterprises in an open, competitive, incentive and restrictive environment. At present, there are many new methods, such as equity incentive, floating salary, skill salary and target management. The main way to socialize the talent mechanism of family enterprises in China is to establish a mechanism for selecting top managers through open competition, so that outstanding non-family members can give full play to their management talents; The second is to absorb the relevant methods of modern talent incentive theory, such as equity incentive and target management; Third, the implementation of team management, which is an important content of modern enterprise management, can improve production efficiency by enhancing the cohesion of team members; The fourth is to increase the proportion of scientific and technological talents and carry out knowledge management.

the international management

China's entry into WTO means that the market will open rapidly and the competition will be more intense. For China's family businesses, there are also opportunities for international development. Specifically, we should mainly improve the internationalization of family businesses through the following ways.

First, directly participate in overseas market competition, absorb international advanced production technology and management methods, and improve the level of enterprise modernization. The second is to establish a Sino-foreign joint venture and arm this enterprise with the experience of modern management and production of foreign-funded enterprises. Third, in the process of production and operation, we should follow the development of the market frontier and improve the innovation ability of enterprises. For example, we should choose a dynamic "sunrise industry" in industrial positioning, that is, give priority to the development of high-tech industries, knowledge-intensive industries and high value-added industries. In addition, product production and technological process are high-tech, so we should always keep cutting-edge and forward-looking.

Resource informatization

The development of information technology and information economy is an important symbol of knowledge economy and an important content of enterprise modernization in the era of knowledge economy. Specifically, the resource informatization transformation of family business is to improve the scientific and technological content of family business through high-tech with information technology as the core, and establish internal information management system, computer-aided manufacturing system and computer integrated manufacturing system. , and realize the connection with the external Internet network. Based on this, modern e-commerce and other information network modes are used for production and management. By applying information technology to R&D, product design, process flow, management mode, marketing, after-sales service, information feedback and other aspects of production and operation, the efficiency of production and operation can be improved.