1, Phase I: 1978- 1992.
1978,140,000 urban individual industrialists and businessmen took the first step in the development of family businesses in China. A group of urban self-employed and rural professional households who can't enter the enterprises and institutions within the system began to find their own way out and knock on the door of survival and prosperity.
2. Phase II: 1992- 1997.
1992, Deng Xiaoping southern talk published; In the same year, the 14th National Congress of China was held, and the family business entered a period of rapid development.
3. The third stage: 1997 till now.
1997 The 15th National Congress of the Communist Party of China determined that the private economy was an "important part" of the national economy, and the family business entered a period of rational development. The characteristics of family enterprises in this period are: first, they began to implement industrial diversification and internationalization. But began the innovation and exploration of property right system and management system. It was also during this period that China appeared: I hoped that the four brothers in the family would change their fate with knowledge, separate themselves with entrepreneurship and wisdom, and carefully design the bond of property rights and interests, so as to develop from a single family business into an enterprise family composed of four enterprise groups. Nan Cunhui initiated three equity changes, diluted and integrated more social resources with family shares, and took the lead in advocating "new collectivism" in Wenzhou, where family businesses gathered; Zhu Bao pays equal attention to national stability and innovation, replaces family management with professionalism, wins the trust of the capital market, and uses the capital market to "do more"; Yang Yi and Wu Zhi have a unique swordsmanship, and Wu Zhi is good at dancing with long sleeves. They took Yang Yi's brand to the extreme with proud capital, but they never got through the "capital chain".
These family businesses are just a drop in the ocean of China family businesses, but they are also quite representative.
Two.
Advantages and disadvantages of family business
A large number of cases and studies show that family is conducive to entrepreneurship and not to development.
1, advantages of family business
First of all, in the start-up period, with the unique consanguinity, similar consanguinity, kinship and related social network resources among family members, talents can be gathered quickly at low cost, and they can devote themselves wholeheartedly to unity and cooperation, even gain a competitive advantage in a short time, and quickly complete the accumulation of original capital.
Secondly, family businesses respond quickly. As far as the overall interests of the family are concerned, in general, the consistency of interests makes members naturally sensitive to changes in the external environment, and external information, especially market changes, can be quickly transmitted to every member of the enterprise; At the same time, paternalistic authoritative leadership can make the company's decision-making speed the fastest; In implementation, due to the smooth communication of internal information, it is easy for members to reach a * * * understanding, and in policy implementation, decisions are effectively implemented; The overall interests of the family make family members have higher motivation to work hard, which naturally helps to maximize the value of the company.
Third, the low cost of psychological contract can help enterprises reduce the cost of monitoring, so the general agency cost of family enterprises is lower than other types of enterprises. The degree of trust and understanding between family members is much higher than that of other non-family enterprises, and family enterprises may bear lower psychological contract costs. The unique consanguinity and kinship among members make the family business have strong cohesion, coupled with the low cost of psychological contract and the integration of management rights and ownership, the general agency cost of family business may be lower than that of non-family business.
2. Disadvantages of family business
First of all, it is difficult for family businesses to get the best talents. Specialization and standardization are important bottlenecks that enterprises need to break through in their great development, and family businesses are no exception. Absorbing a large number of professionals into the core of the company is the only way to specialization and standardization. The result of simply choosing talents among family members is that the choice will become narrower and narrower, and fewer and fewer people will be available; Long-term paternalistic management will make leaders become conceited and always feel that they are the most capable, which just excludes the participation of more outstanding talents in society; In addition, the internal trust based on family relationship will naturally lead to distrust of employees who have no similar relationship. Therefore, the disadvantage of family business lies in knowing that its own business will not grow up because of lack of talents, but it is difficult to create an environment for acquiring and retaining talents.
Secondly, the complex relationship between structure and interior. A business owner once said: When a private enterprise grows bigger, it becomes a state-owned enterprise. Due to the involvement of consanguinity and kinship, the internal structure and relationship of the company will be more complicated than that of pure state-owned enterprises. Generally speaking, it can be divided into ownership, family members and corporate stakeholders, such as employees and customers in the enterprise. This model was first proposed by John A. Davis and Lei Natuo Tajuri in 1982. From the overlapping part of these three relationship groups, it is not difficult to see the complicated relationship and potential conflicts of interest between family businesses, not to mention the blood-related emotions.
(5) The problem of successors is outstanding.
The successor problem is an unavoidable problem for any family business. There are only two kinds of successors in front of China family business: one is family descendants, and the other is professional managers.
It seems understandable for the former to inherit him, because most of China's traditional ideas of "inheriting his father's business" and "keeping the rich water from outsiders" are to let his family's descendants be successors. Many family businesses do not hesitate to start with dolls in order to make future generations successful. It is said that when Li Zeju and Li Zekai were eight or nine years old, Li Ka-shing set up a small chair for them to attend the company's board of directors, which is a bit like training princes in the palace in the past.
Many family business leaders in China send their children to famous universities in Europe, America or local areas for higher education. In addition to school study, entrepreneurs also attach great importance to children's "actual combat" training. After their children come back from school, some of them start at the grassroots level and go up step by step; Some arrange to work in other enterprises first, learn from others' strengths, and then come back to work; Others let children start a new stove and set up their own company, so that children can get exercise from it.
The latter concept of "professional manager" is relatively new in China, and has not yet formed a class, but the heads of family businesses in China are gradually accepting this concept. The Tiantong Group of Pan Shi and his son took the lead in hiring professional managers in the early 1990s. So far, among the nine directors of Tiantong Group, Pan Jiacai has occupied two, which has really played down the family color.
(6) Going to the society-the inevitable choice of family business.
Generally speaking, with the continuous expansion of the scale of family enterprises, the wisdom and ability of family members will be deeply inadequate, and it is necessary to recruit talents from the society for further development. Only the socialization of family business can meet the needs of modernization. Ford was founded in 1903. By the 1930s, Ford cars accounted for half of the world's production. Such a speed and scale of development is obviously impossible without socialization, specialization, regionalization and even globalization.
But I take the road of enterprise socialization, and I want to establish a modern enterprise system, clarify the ownership, straighten out the corporate governance structure, establish a shareholders' meeting and set up non-family directors. At the same time, drawing lessons from international experience, family members should set up family committees to regularly discuss the problems encountered in the current operation of the enterprise, keep abreast of the relevant situation, and submit them to the board of directors for resolution after reaching an agreement. He pointed out that this kind of formal family meeting can solve the contradiction between family and enterprise and maintain the normal relationship between them. In addition, an enterprise management committee can be set up, presided over by the general manager of the company, allowing non-family members to participate in making decisions on major issues of the company. "By doing so, we can consider the problem from the perspective of enterprise development, which is more objective," Liu Jiaoshou said. In addition, he also pointed out that the fewer family members in the management of family enterprises, the better, so as to avoid seniority. The best solution is to provide these family members with equity and options, requiring them to receive only dividends and not to interfere in the company's operation and management.