Succession
â–¡Choose/Reporter Lu Ben “After 18 years, I didn’t think I would be the marketing director of the company.†Wang Quanzhi, marketing director of Baohui Crystal Lighting, told reporters. But in any case, 18 years ago, Wang Quanzhi, a weak-minded teenager, has begun to start at the grassroots level in his brother's company. Since then, he has been well aware of the production technology of lighting products, and laid a solid foundation for his later development. Two years later, Wang Quanzhi left Baohui to start the successful role of “agentâ€, not only the Baohui company, which mainly exports business. Successfully promoted to some domestic markets, and successfully represented other companies' products. This seemingly unsettled 18-year homework can't help but let many insiders realize that Wang Quanzhi's "return" is a "deliberate" move by Bao Gui's chairman Wang Guizhi. At the same time, how the family business triggered by Wang Quanzhi should cultivate the backbone of the enterprise, and even the topic of how to train the successor in the enterprise is climax in the industry.
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Difficulties: The three generations of data show that the family-owned and operated enterprises account for 65%-80% of the total number of enterprises in the world, and more than 40% of the world's top 500 companies are family-owned enterprises. In East Asia and Southeast Asia, the proportion of family businesses is higher. In China's rapidly emerging private economy, more than 90% of enterprises are family businesses.
In the United States, family businesses create 78% of jobs and employ 60% of the workforce in the labor market, creating half of the country's total GDP. In Germany, the family business's development index soared 206% in 10 years, while the non-family business development index only rose 47%. The employment opportunities and economic output value created by family enterprises with more than 90% of the private economy in China are also rising.
However, according to research and analysis by JP Morgan Investment Bank, the average life expectancy of family businesses worldwide is only 24 years, of which only about 30% of family businesses can pass to the second generation, and the number of family businesses that can reach the third generation is insufficient. 13% of the total, only 5% of family businesses can continue to create value for shareholders after three generations. In the past 20 years, Forbes has ranked the top 400 in the world, and found that only 20% of the richest people can stand on the list for 20 years, and the remaining 80% are “removed outâ€. Another study shows that Chinese companies that are heavily influenced by Confucian culture are more likely to be among investors, partners and employees than European and American companies because of the cultural traditions and market development. Causes adverse consequences. The lack of succession planning is an important reason why many first-generation family businesses did not survive. About 70% of family businesses were sold to others or liquidated after their founders retired. This seems to confirm the claim that China is “rich for three generationsâ€: the first generation succeeded with hard work, and the second generation can still decline or even collapse from the third generation with the experience and prestige of the previous generation. .
Handover: Three major phenomena At present, the mainland family enterprises that have grown up with the reform and opening up have entered the alternating period of the next two generations. For mainland enterprises with relatively short development time, whether they are internal management or the external environment is relatively immature, the training of successors is still in the process of exploration. Compared with other domestic industries, the lighting industry started late and the market development is still not mature. However, as a sunrise industry with an annual output value of 180 billion yuan and nearly 10,000 enterprises, the proportion of family businesses is more than 90%. The family business plays an important role in the economic status of the lighting industry. As far as the current situation of family business in the industry is concerned, it seems that it is still too early for the succession plan of the old and the new, but from the training of the successors of domestic enterprises, the training plan for the new generation of successors in the lighting industry is not only put on the enterprises. On the agenda, some companies have even entered a gradual implementation phase.
Difficulties: The three generations of data show that the family-owned and operated enterprises account for 65%-80% of the total number of enterprises in the world, and more than 40% of the world's top 500 companies are family-owned enterprises. In East Asia and Southeast Asia, the proportion of family businesses is higher. In China's rapidly emerging private economy, more than 90% of enterprises are family businesses.
In the United States, family businesses create 78% of jobs and employ 60% of the workforce in the labor market, creating half of the country's total GDP. In Germany, the family business's development index soared 206% in 10 years, while the non-family business development index only rose 47%. The employment opportunities and economic output value created by family enterprises with more than 90% of the private economy in China are also rising.
However, according to research and analysis by JP Morgan Investment Bank, the average life expectancy of family businesses worldwide is only 24 years, of which only about 30% of family businesses can pass to the second generation, and the number of family businesses that can reach the third generation is insufficient. 13% of the total, only 5% of family businesses can continue to create value for shareholders after three generations. In the past 20 years, Forbes has ranked the top 400 in the world, and found that only 20% of the richest people can stand on the list for 20 years, and the remaining 80% are “removed outâ€. Another study shows that Chinese companies that are heavily influenced by Confucian culture are more likely to be among investors, partners and employees than European and American companies because of the cultural traditions and market development. Causes adverse consequences. The lack of succession planning is an important reason why many first-generation family businesses did not survive. About 70% of family businesses were sold to others or liquidated after their founders retired. This seems to confirm the claim that China is “rich for three generationsâ€: the first generation succeeded with hard work, and the second generation can still decline or even collapse from the third generation with the experience and prestige of the previous generation. .
Handover: Three major phenomena At present, the mainland family enterprises that have grown up with the reform and opening up have entered the alternating period of the next two generations. For mainland enterprises with relatively short development time, whether they are internal management or the external environment is relatively immature, the training of successors is still in the process of exploration. Compared with other domestic industries, the lighting industry started late and the market development is still not mature. However, as a sunrise industry with an annual output value of 180 billion yuan and nearly 10,000 enterprises, the proportion of family businesses is more than 90%. The family business plays an important role in the economic status of the lighting industry. As far as the current situation of family business in the industry is concerned, it seems that it is still too early for the succession plan of the old and the new, but from the training of the successors of domestic enterprises, the training plan for the new generation of successors in the lighting industry is not only put on the enterprises. On the agenda, some companies have even entered a gradual implementation phase.
Spring Operating Mechanism,Operation Mechanism,Load Switch Operation Mechanism
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