abstract

Guo Fansheng, Chairman of the Board of Directors of HC Network, graduated from the Department of Industrial Economics of Renmin University of China with a bachelor's degree in economics. Highly respected and respected by entrepreneurs and academic circles, he is known as the management master and godfather of China family business.

[Edit this paragraph] Character information

Name: Guo Fansheng Gender: Male

Nationality: China Date of birth: 1955.

Native place: Changfeng Town, Renqiu City, Hebei Province Education: Master's degree

Graduate school: Department of Industrial Economics, China Renmin University; Employment Agency: HC Group.

Title: English name of the chairman:

[Edit this paragraph] Introduction

Chairman of the board of directors of HC Network. Born in Beijing in 1950s, he went to Inner Mongolia with his parents since childhood. 65438-0978 studied in the Department of Industrial Economics of Renmin University of China, belonging to the elite generation who went to the countryside, became a soldier and went to college. 1982 to 1990 worked in the Research Office of the Party Committee of Inner Mongolia Autonomous Region and China Institute of Economic System Reform of the State Commission for Economic Restructuring, engaged in western development and enterprise system research. 1990, forced to go to sea for various reasons. After 18 years of hard work, he led HC Network to become a leading enterprise in the industry, from dozens of people to more than 3,000 people, and went public overseas in 2003, creating 126 millionaires overnight. He [2]? [3]? [4]? I have become an advocate and forerunner of domestic knowledge economy. He has been conducting rigorous academic research on China family business. His thought comes from practice, with smooth logic and rigorous system, which embodies the concern for the country and the people. His speech is magnificent, sharp in language, full of passion, and has a rare shock. Highly respected and respected by entrepreneurs and academic circles, he is known as the management master and godfather of China family business.

location

Chairman of HC Group

1982, graduated from the Department of Industrial Economics of China Renmin University with a bachelor's degree in economics.

1982- 1987, worked in the research office of Inner Mongolia Construction Committee after graduation, and later served as the head of the strategy group (section) of the policy research office of Inner Mongolia Party Committee, and concurrently served as the head of the research group on the development of the western region.

1987- 1990, China Institute of System Reform serves as the director of the liaison office and office, and as the executive deputy director of China Western Development Research Center jointly organized by Institute of System Reform, Development Research Institute and CITIC International.

Guo Fansheng was born in 1955. He went to the countryside, became a soldier and re-entered the university. In 1980s, there were many achievements in China's economics and reform theory. In 8 years, he published 5 monographs and more than 0/00 papers/kloc, accounting for more than 2 million words. He was a young scholar with outstanding scientific research achievements recognized by domestic theoretical circles at that time. 1984 put forward the "anti-gradient theory" in May, the analysis report on the widening gap between the east and the west of China, and the "western school" formed on this basis, which had an important impact on the theoretical circles at that time. 1985 published in June, the important paper "shareholding system-the only way for enterprise reform in China", which formed a theoretical confrontation in domestic academic circles, was reprinted by 10 and other domestic and foreign media, and was included in the collection of important theories. A solid study of economics and institutional policies has become an important foundation for him to establish HC business system and company system in the future. From/kloc-0 to "Shang" in March, 1990 to 10 in June, 1992, he co-founded HC with others. He is the founder of HC labor joint-stock system.

[Edit this paragraph] Works:

Guo Fansheng's speech on the management system of family business.

Press: Beijing Higher Education Audio and Video

Release date: February 2009 16.

Boss MBA, the classic course of business leaders' business lecture hall, is a set of characteristic courses that the boss tells his boss. The China model-the growth outline of family business is another pioneering work of human running enterprises after the European, American and Japanese models. Since the reform and opening up 30 years ago, family businesses have become very common in China. However, in the course of operation, they encountered many problems and puzzles, which seriously restricted the development of these enterprises and even led to the demise of some enterprises. Why do family businesses in many developed countries and regions in the world often develop well, while our family businesses have many problems? For example, the growth and sustainable development of family business, the inheritance and handover of family business, etc. -These are undoubtedly the major problems faced by all family businesses in China. So, where is the way out for family-owned enterprises? This course will answer your puzzles one by one. Lecturer: Master of Management, godfather of Guo Fansheng China family business, chairman of HC Network. Born in Beijing in 1950s, he went to Inner Mongolia with his parents since childhood. 65438-0978 studied in the Department of Industrial Economics of Renmin University of China, belonging to the elite generation who went to the countryside, became a soldier and went to college. 1982 to 1990 worked in the Research Office of the Party Committee of Inner Mongolia Autonomous Region and China Institute of Economic System Reform of the State Commission for Economic Restructuring, engaged in western development and enterprise system research. 1990, forced to go to sea for various reasons. After 18 years of hard work, he led HC Network to become a leading enterprise in the industry, from dozens of people to more than 3,000 people, and went public overseas in 2003, creating 126 millionaires overnight. He himself became an advocate and forerunner of domestic knowledge economy. He has been conducting rigorous academic research on China family business. His thought comes from practice, with smooth logic and rigorous system, which embodies the concern for the country and the people. His speech is magnificent, sharp in language, full of passion, and has a rare shock. Highly respected and respected by entrepreneurs and academic circles, he is known as the management master and godfather of China family business.

How Family Business Leaders Dance with Capital

Scientific means of management upgrading

Corporate governance structure of family business

Emotion and scientific management of family business

Law of quality inheritance

Family inheritance and non-family inheritance

The main contents of the family business management system are as follows:

Introduction to the first lecture

The second lecture on the definition and evaluation of family business

The Third Lecture on Great China Management (1)

The Fourth Lecture on China's Great Management (Part Two)

The Fifth Lecture on Great China Management (Part Two)

Lecture 6: Family Business and Entrepreneurs (1)

Lecture 7 Family Enterprises and Entrepreneurs (Part Two)

Lecture 8 Family Business and Entrepreneurs (Part Two)

Lecture 9 Rationality and Logic of Managing Family Business

Lecture 10 Introduction to Management System (1)

Lecture 11 Introduction to Management System (2)

Lecture 12 Introduction to Management System (3)

Lecture 13 Introduction to Management System (4)

Lecture 14 Introduction to Management System (5)

Lecture 15 Corporate Governance Structure of Family Enterprises (I)

Lecture 16 Corporate Governance Structure of Family Business (Part Two)

Lecture 17 Tangible Management of Family Business (1)

Lecture 18 Tangible Management of Family Business (Part Two)

The first lecture 19 on the tangible management of family business (part two)

Lecture 20 Strategic Management of Small and Medium-sized Family Enterprises (1)

Lecture 21 Strategic Management of Small and Medium-sized Family Enterprises (Part Two)

Lecture 22 Culture and Emotion of Family Business (1)

Lecture 23 Culture and Emotion of Family Business (Part Two)

Lecture 24 Culture and Emotion of Family Business (Part Two)

Lecture 25 How to Choose Leaders of Family Enterprises (1)

Lecture 26 Employment of Family Business Leaders (Part Two)

Lecture 27 Family Business Inheritance Theory (1)

Lecture 28 Inheritance Theory of Family Business (Part Two)

Lecture 29 Inheritance Practice of Family Business (1)

Lecture 30 Inheritance Practice of Family Business (Part Two)

Lecture 31 Self-management of Entrepreneurs (1)

Chapter 32 Self-management of Entrepreneurs (Part Two) ...

[Edit this paragraph] Incentive system of family business

The problem of distribution is a difficult problem from the whole society to an organization. This problem is even more difficult for operators in private enterprises with unique property rights relations. As the fundamental problem of enterprise operation, if it is not done well, it will be difficult for enterprises to survive, let alone develop. Facts have proved that the incentive system is almost the reason why a large number of family businesses in China can't do well, can't do well, or even die. Under the background of China, how to properly design the most sensitive incentive system related to the survival and development of family businesses? Mr. Guo Fansheng, President of HC International, will discuss with you.

Human capital reform: from labor shareholding system to knowledge economy

[1] Watch "Qiao Family Courtyard" and be a "knowledge-based" boss

The Art and Details of Equity Reform

Capital Revolution of Family Business

Great changes in knowledge economy

Self-management of entrepreneurs

A summary of incentive mechanism of family business;

The first lesson is guidance.

The second lecture on the definition and evaluation of family business

The Third Lecture on Great China Management (1)

The Fourth Lecture on China's Great Management (Part Two)

The Fifth Lecture on Great China Management (Part Two)

Lecture 6: Family Business and Entrepreneurs (1)

Lecture 7 Family Enterprises and Entrepreneurs (Part Two)

Lecture 8 Family Business and Entrepreneurs (Part Two)

Lecture 9 Rationality and Logic of Managing Family Business

Lecture 10 Great changes in knowledge economy

Eleventh lecture on the separation mode of "three powers" of family enterprises

Lecture 12 on human capital reform: from labor shareholding system to knowledge economy (1)

Lecture 13 Human Capital Reform: From Labor Stock System to Knowledge Economy (2)

Lecture 14 on human capital reform: from labor shareholding system to knowledge economy (3)

Lecture 15 on human capital reform: from labor shareholding system to knowledge economy (4)

Lecture 16 "Qiao Family Courtyard" as a "knowledge-based" boss (1)

The 17th lecture "jstars courtyard" to be a "knowledge" boss (2)

The eighteenth lecture "jstars courtyard" to be a "knowledgeable" boss (3)

The 19th lecture "jstars courtyard" to be a "knowledgeable" boss (4)

Lecture 20 "Qiao Family Courtyard" as a "knowledge-based" boss (5)

The 21st lecture "jstars courtyard" as a "knowledge" boss (6)

Lecture 22 The Art and Details of Equity Reform (I)

Article 23 The Art and Details of Equity Reform (Part Two)

Lecture 24 Capital Revolution of Family Business (1)

Lecture 25 Capital Revolution of Family Business (Part Two)

Lecture 26 Capital Revolution of Family Business (Part Two)

Lecture 27 Self-management of Entrepreneurs (1)

Lecture 28 Self-management of Entrepreneurs (Part Two)

President of Beijing HC International Information Co., Ltd. (HK8292) and CEO of HC Network, advocate and pioneer of domestic knowledge economy. 1992 10 Mr. Guo invested 74,000 yuan to establish HC Company, and gradually realized the quotation system with the lowest quotation as the core and the investigation and analysis system with the market evaluation index as the core, and continued to develop. At the same time, pay attention to the scale effect, so that the company organization extends to major cities across the country; Make HC a leading information service provider in China. In June 5438+February 65438+July 2003, HC International Information was successfully listed in Hong Kong.

[Edit this paragraph] "Managing our family business"

Family business has become an important force in the economic field of China. More than 95% of enterprises in China belong to family businesses. In the past decade, 90% of the new jobs in China were created by family businesses. But why can't many family businesses in China do well? Facing the same problems of many family-run private enterprises in China, the Frontier Lecture invited Mr. Guo Fansheng, the chief business information service provider in China and the president of HC Group, the best high-tech family enterprise in China, to tell you how to manage the family business with personal experience! Lecturer: CEO of Guo Fansheng HC Network went to the countryside, became a soldier, and then entered the university, with rich experience! In 1980s, Guo Fansheng was recognized as a young scholar with outstanding scientific research achievements in economics and reform theory research. Mr. Guo Fansheng has successively served as the head of the strategy group of the Policy Research Office of Inner Mongolia Party Committee, the director of the liaison office of China Institute of System Reform, and the executive deputy director of the Western Development Research Center. 1992, Guo Fansheng founded HC Group. In 2003, HC became the first information service enterprise in China to be successfully listed on the Hong Kong Growth Enterprise Market. At present, HC Group, as a high-tech family business, has been recognized as the chief business information service provider in China!

1, family business, to solve the three problems of people's enthusiasm, enterprise development strategy and scientific management system.

2. The management of modern family business no longer depends on the cleverness of the boss, but needs scientific management and scientific means to support it.

3. Without the development of socialization and single specialization, the family business has almost no hope of success.

4. If the family business wants to achieve long-term development, it is necessary to deal with the relationship between enterprise ownership, enjoyment and management.

5. The secret of HC Network's success is to socialize the beneficial right.

6. Let employees change from working for the boss to working for themselves.

7, money scattered people gather, money gathered people scattered. Whether you will distribute the money you earn to more people is the key to the success of the enterprise.

8, the development of private enterprises in China, often three years is a threshold, lies in the stage from direct management to indirect management, it is difficult to cross. The vast majority of enterprises in China cannot leapfrog.

9. The key to the success of family businesses is that each family business has an entrepreneur and a commander-in-chief, while many state-owned enterprises have no entrepreneurs but professional managers with entrepreneurial spirit.

10, entrepreneurs must take good care of the interests of shareholders, employees and users in order to maximize the interests of enterprises.

1 1. When an enterprise grows bigger and has more money, the boss has to manage the money through an after-the-fact audit.

12. If we want to solve the contradiction between airborne troops and corporate heroes, we must turn corporate heroes into competent ministers.

13, only the power of the manager, without the power of the managed, management will be corrupt. Absolute power inevitably leads to absolute corruption. 14. The bigger the company, the simpler the system, and the more it depends on people's initiative and consciousness to improve management. Small companies rely on systems, while large companies rely on culture. 15, a good system and good management will definitely make bad people unable to do bad things in the end, and finally, because they can't do bad things for a long time, they have to do good things and become good people. ……

[Edit this paragraph] "China model-the growth outline of family business"

Executive summary:

Definition and evaluation of family business

Great Chinese Family Business and Entrepreneur Management

Rationality and Logic of Managing Family Business and Great Changes of Knowledge Economy

The separation mode of "three powers" in family business: HC reform;

On the art and details of the equity reform of "Qiao Family Courtyard" as a "knowledge-based" boss from the perspective of labor joint-stock system to knowledge economy

Introduction to the management products of family business capital revolution

Corporate governance structure of family business

Material management of family business strategic management of small and medium-sized family businesses

Culture and Emotion of Family Business

Family business leaders' ways of employing people.

Theory and Practice of Family Business Inheritance

Self-management of entrepreneurs …