Viewing The Evolution Of Chinese Enterprises From The "Gome Case"

Bubbling with excitement

Gome may not be universal, but it is a typical case in the history of Chinese enterprise evolution.

Watching the fire from the shore is a reflection and reference.

After the pition to a modern company, does the direction of enterprise development follow the founders' vision or the board's wishes? Where is the bottom line that professional managers should abide by?

Wong Kwong Yu is regarded as a hero of the grass. Although Chen Xiao has made immortal deeds, he can not escape the suspicion of usurping power. If he is right or wrong, he will fail. This drama is still on the ups and downs.

In China, because of the restriction of concept, family business is equivalent to backward management mode for a long time, so it is called private enterprise more.

In fact, in the world, family business is a very important form of enterprise organization.

Especially for clothing and other fully market-oriented industries, it is the large and small family businesses that promote the healthy development of the industry.

The dispute between Wong Kwong Yu and Chen Xiao has also aroused heated debate among the industry.

This reporter interviewed representatives of industry associations, enterprises and managers for the first time, presenting the views of all parties one by one.

The Gome incident is full of disputes between major shareholders and minority shareholders, disputes between founding shareholders and financial investors, disputes between major shareholders and management, and many small shareholders and other institutional investors.

However, the most subtle and obvious point is that Wong Kwong Yu and Chen Xiaozhi contend.

Should sigh Wong Kwong Yu greedy lead to tragedy, or should we rebuke Chen Xiao to embarrass world managers?

Focus one

Does the dispute between the boss and the manager affect the brand? What is the value of the manager?

Liu Yunqiang, chairman of Hunan Qingzang dress and adornment limited company, believes that this event will affect the Gome brand more or less.

I personally believe that family businesses must remain in control no matter how they are pformed, otherwise they will be caught off guard if there is an accident.

Equity is too important to have no right to speak without holding shares.

The question of who should be subordinated to the founders and managers depends on the specific problems.

I think there is no absolute obedience. The standard of obedience depends on whether it can create benefits for the company.

If we can not create benefits for the company, what is the use of those who obey? Managers and enterprises can not be said to be simply a kind of employment relationship, but rather a relationship to enhance productivity. If we can not produce the effect of 1+1>2, what can we hire managers to do?

The value of professional managers is to create productive forces and expand productivity.

The goal of professional managers is to make the company develop better. This is a basic standard.

Jiang Guohao, vice president of the global brand franchise center (GBF), believes that the dispute between Wong Kwong Yu and Chen Xiao is just a game about rights. I don't think it will have much impact on the brand.

Professional managers should take morality as the first priority, and should respect the "once" boss with a tolerant heart.

After all, Wong Kwong Yu's ability to operate has been recognized by society. What he has met is just some setbacks.

Professional managers and bosses start with employment relationships and become partners after a long time.

Whether family business or not, the role of professional managers is the same, that is, using their own knowledge, experience and resources to make contributions to enterprises. This is also the position of professional managers in their own roles.

Expert weapon

Chen Xiaoyong, deputy director of Beijing Hai Chuan vision family business research center

Manager, leaving your business legacy.

Although clothing is a traditional industry, the degree of marketization is very high, and competition is fierce. The expansion of enterprises is the result of fighting in the market. It depends on the market operation ability and the potential of development.

The more you are in such an industry, the more timely you should absorb professional managers who are virtuous and competent.

The higher the degree of openness, the earlier the development of standardization, the greater the competitive advantage.

It is difficult to make an objective and accurate judgement under the condition of insufficient information. However, according to two open letters, we can draw the following conclusions:

First, Wong Kwong Yu does not advocate stock option incentives, but does not satisfy shareholders' interest demands and employees' future development demands. This is an important weight for Chen Xiao's shareholders to defer.

Second, Chen Xiao disagreed with Wong Kwong Yu's enterprise development strategy.

Wong Kwong Yu's emphasis on scale expansion is far ahead of Suning; Chen Xiao advocates fine management, and shoulders the interests of other shareholders, focusing on business performance and profit growth, which directly leads to the contention between the two party's right to governance and management.

Third, Wong Kwong Yu has problems in the management of professional managers, giving professional managers the right to speak beyond their functions and powers.

In fact, the game between bosses and managers will always exist. Only by understanding and communicating with each other can we avoid many unnecessary disputes.

The philosophy of getting along with bosses and managers may start with empathy.

What is the boss thinking? What should the boss do?

"How far the boss can go is not the most important thing. The most important thing is how far the enterprise can go."

The founders of enterprises have gone through a difficult process of entrepreneurship. When the founders of enterprises start to introduce professional managers, it means that they have the will and mind to make enterprises into public companies and have the consciousness of development and growth. They also recognize that business management needs further improvement.

In the process of upgrading family businesses to modern companies, there must be various contradictions and struggles. The most intense struggle is the adjustment and practice of the founders themselves.

The boss's demand for professional managers is: what can you do for me? However, in order to successfully achieve this demand, the boss should start from his own adjustment and practice.

First of all, the boss's way of leadership should be adjusted.

In the start-up stage, the founders of enterprises have the most adequate information and have the ability to make the right decisions on their own judgment. On the contrary, if they rely too much on the think tanks, they will lengthen the decision-making process and reduce the efficiency of decision-making.

But with the continuous development of enterprises, the founders are not able to grasp all the information, so managers need to participate in decision-making.

The boss should also have the consciousness and mind to ask the manager for decision.

On the one hand, this will enable managers to recognize that their ideas and ideas are respected by their bosses. On the other hand, the decisions made by the boss and the managers will be more effective.

After the airborne management, the founders of the company are also faced with the important task of appeasing the people.

For entrepreneurial elders of enterprises, they can not simply resettled in a general way. They should honor their material and material satisfaction according to their contributions. They can also invite the elders to cultivate new people by opening the enterprise training institute, so as to meet the psychological needs of the entrepreneurs and reduce the resistance in their work.

How to motivate your manager? For managers, material stimulation is the most basic. But when the enterprise develops to a certain scale, managers can be absorbed into the board of directors, so that managers' professional ideals and enterprise development will be integrated into one. This is a great encouragement to managers, and the result is managers do better and work longer.