Entrepreneurs Are Not Only Bigger, But Also More Important. How To Ensure The Smooth Succession Of Enterprises And How To Arrange Their Successors?

At present, most of the most influential entrepreneurs in China are entrepreneurs who have started before and after the reform and opening up. They have built up huge commercial empire under the dual function of opportunities and individual struggles.

These entrepreneurs are Liu Chuanzhi, Ren Zhengfei,

Liu Yonghao, Zong Qinghou and so on, but with the growth of this generation of entrepreneurs, they are faced with an urgent problem - finding suitable successors.

Many entrepreneurs have successfully pferred their businesses to their children's hands, such as "

Li Zeju, "Zong Qing Zong Fu Li", "

"Liu Chang", "Cao Dewang Cao Hui" and other "father son / daughter" mode.

But Rome was not built in a day. The two generation of succession is an eternal topic, and this process is not easy.

Cao Dewang can't see his son too comfortable.

"Glass King" Cao Dewang finally decided to let his son Cao Hui take over.

But in order to train Cao Hui as a qualified successor, Cao Dewang did not "torture" him.

After graduating from college, Cao Hui worked in the workshop for six years. He was mainly responsible for helping Shifu run errands, working overtime for others, and later became director of the workshop.

After familiarity with the factory, he was pferred to Hongkong for six years.

But Cao Dewang could not see his son being too comfortable. At that time, the US branch had a crisis of control, and he was pferred to the United States for six years.

When he needed him, he was brought back.

Under such challenging working conditions, Cao Hui gradually showed management talent and leadership.

Even so, Cao Dewang set up a strong team to assist him early, so he actually passed the company's management right to the team headed by his son.

He also said to his assistant Bai Zhaohua for many years, "you can help me bring this child."

In this way, Cao Hui became the spiritual leader of the team.

Zong Fuli suffered the biggest setback in his father.

In 2005, Zong Fu Li returned from the United States and formally entered Wahaha.

Ren Wahaha Group assistant director of the Xiaoshan two base management committee, then served as deputy director of the Xiaoshan base management committee and President of Hangzhou Hongsheng beverage group.

During the working period, the revenue of Hongsheng beverage was 4 billion 100 million yuan.

Later, he was appointed general manager of import and Export Company Limited.

Compared with the public's impression or prejudice towards the "two generation rich", Zong Fu Li is the most diligent princess.

She is almost the company who comes to the earliest and the last person every day.

Her strong workaholic power is exactly the same as her father's.

Although his performance in the company is getting better and better, his differences with his father in business philosophy are slowly emerging.

For a long time, the contradiction between her father and her management style became the biggest frustration she encountered.

In an interview with Phoenix finance, they once said, "they are waiting for instructions from their boss every day (Zong Qinghou), and then suddenly they can't wait to say," what am I doing today? I don't know. "

The company has a system, but these systems are equivalent to the same thing. They are used to waiting for the boss to fax every night, then write 1, 2, 3, 4, 5, 6, 7, and then who will do and what to do.

In addition to the different management concepts, Zong Fu Li also has his own thoughts on the retail business of Wahaha's diversified strategy.

What she wants to do most is to link Wahaha brand with health and nutrition, so that Wahaha is more international and diversified, and develops around the main business to the upstream and downstream.

Lu Guanqiu: someone with ability over Lu Weiding can change him.

There is a legend that describes Lu Guanqiu and father and son: the naughty Lu Weiding from childhood is not a very good student in school.

One day, Lao Lu saw behind a big running truck a little Lu who was performing "speed of life".

In addition to frightening him, the scene prompted him to make a decision: to cultivate his son by himself.

Since then, Lu Weiding, who had not finished reading in high school, was sent to Singapore by his father.

When he left, he only said to Lu Weiding, "don't give me any shame."

There, Lu Wei Ding returned to China after half a year of business management.

After that, Lu Guanqiu took him to and from work every day to teach him how to deal with all kinds of affairs in the enterprise.

Lu Weiding, who was born in 1971, entered the Wanxiang Group early, from the mechanic to the team leader and then to other posts. In 1992, the 21 year old son was named vice president of the group in the name of Wei Ding.

During this period, the universal money market was successfully launched in 1994 and the United States company was founded in 1994.

In 1994, Lu Weiding, 23, was pushed to the front of his father's office as president of Wanxiang Group.

"Few masters" have successfully pformed, but Lu Guanqiu once said, "now that I choose my son, if I am able to exceed my son's outstanding personnel in the future, as long as we can make the enterprise better, and increase the income for the peasants and contribute to the rural affluence, I may have to change one. This can be changed."

On many occasions, Lao Lu talked about his son's satisfaction everywhere.

Liu Chang rebelled against Liu Yonghao's arrangement.

Fifteen at the age of six, Liu Chang arrived in the United States. A little girl had to face a completely different social system.

Especially when reading, Liu Chang suffered a lot, because learning at home and abroad is two different ways of thinking.

At home, every question must have a standard answer.

But in foreign countries, there is no standard answer and correct answer to every question.

Gradually, these differences made a big change for a child who was only in 14th Five-Year.

She later decided to go back to college.

But because of this decision, quarrelling with her family, father Liu Yonghao had a serious talk with her, and told her that he could come back, but he must not stay in Chengdu because Chengdu was too much fun to go to Beijing or to Shanghai.

Later, Liu Chang chose Beijing.

At the age of 18, Liu Chang took his luggage to school in Beijing and began to live alone.

Liu Chang, who came to Beijing in the first place, was not used to the language of taxi master. He thought he was scolding himself. So he threw down one hundred yuan in a very angry manner and left.

Liu Chang, who is very good at heart, swore in his heart and promised to speak well in Beijing. He must find something to eat in Beijing and friends who like it.

On these issues, Liu Chang and Liu Yonghao had repeated arguments and clashes.

Ren Zhengfei's internal letter denounced her daughter's team.

Last year, HUAWEI's management optimization newspaper published an article entitled "hard journey of one payment".

The main content of this article is that the internal financial approval process of HUAWEI is too complicated, and financial staff often set resistance.

It is this article that makes Ren Zhengfei mad, and directly sends internal letters to reprimand her daughter's financial team.

The email was signed by Ren Zhengfei directly to the board of directors, board of supervisors and staff of HUAWEI.

"As far as I know, this is not an accidental event. From time to time, it is forgotten that its own duty is to serve the business, to serve the war, and when to become an arrogant person.

We hope to see the original record of the financial management team's democratic life in the community of hearts, and how to understand the culture of customer centered.

I often feel that the salaries of the financial staff are low, and they call them hard. Is the call sign in order to form a resistance to combat? "