The most popular way of success for European and A

The way to success of European and American family enterprises: the business spirit inherited by blood

the development index of German family enterprises soared 206% in the past 10 years, while the development index of non family enterprises increased only 47%. What is the reason for the rapid and stable growth of family enterprises

in recent years, European economists have suddenly taken a keen interest in family businesses, and many well-known universities have set up special studios to deconstruct and study all aspects of them. In order to find out what makes economists so fascinated, the US weekly specially commissioned Thompson financial consulting company to conduct a comprehensive investigation and analysis of European family businesses

in the powerful database, Thompson analysts found the answer: what interests economists is the unexpected development and growth of large family businesses in recent years. From the comprehensive data, in the stock markets of France, Germany, Italy, Spain, Switzerland and England, the overall trend of the family business sector in recent 10 years is stronger than that of the business sector without blood transmission relationship

the vitality of European and American family businesses is far from ordinary people can imagine. What is the reason for the rapid development of family businesses

sense of mission gives birth to the driving force

believe it or not, people are born with a sense of mission. At least in the hearts of many heirs of European and American family businesses, this has become a truth

a while ago, Comcast company in the United States made headlines in American newspapers for threatening to maliciously acquire Disney. Brian Robert, the current CEO of the family business, is one of the five children of Ralph Robert, the founder, and the only child to inherit his father's mantle. Since he was a student, Brian has worked in his father's company. He not only has to learn to install TV receiving equipment, but also has to sell his father's TV programs door-to-door. Of course, Brian also has to learn how to give orders behind his desk. When talking about his relationship with his father, Brian said, "he is my closest friend and mentor."

in fact, like Brian Robert, the current heads of many European and American family businesses have worked part-time in family owned enterprises since their teens, learned about the history and culture of the enterprise from their elders, and gained experience that ordinary people can't match. Therefore, the successors of many family businesses have the most basic qualities to serve as senior managers before they grow up

today, I hired a better guy than me.

John ward of Kellogg School of management at Northwestern University pointed out that many family businesses regard employees as part of long-term resources, so they pay more attention to the survival state and psychological feelings of employees. Family businesses require employees to pay more enthusiasm and energy, and their feedback to employees is far more than many people imagine. Provide employees with a variety of generous benefits, including daily allowances, children's scholarships, and risk-free pension plans, to avoid a large number of layoffs in the economic downturn cycle. These economic efforts have made European and American family businesses gain an advantage in talent competition

villad Marriott opened the first a & W beer hotel in the United States in 1927. Now his family business has developed into a global hotel chain. Villad Marriott originally formulated a simple employment philosophy, which can be summed up as: "discovery, employment, cultivation, and kindness are like family." Old Mariotte's theory has been used until now, and his son took over the family business and brought this employment philosophy to the extreme. After the "9.11" terrorist attacks, the American hotel industry was in trouble. Mariotte Jr., the CEO at that time, still controlled the dismissal rate of employees in the North American division of the group below 1%, and retained medical and health benefits, even for employees who worked only 18 hours a week. In the environment of the overall decline of the hotel industry, the hotels run by the Mariotte family provided better services and created higher profits

another example is Cintas, a company specializing in the production of work uniforms in Cincinnati, USA. Richard farmer, chairman of the board of directors, took over the factory from his father 45 years ago. At the same time, it also inherited the care for employees. During his tenure, Richard farmer worked with his employees to transform sintas from a printing and dyeing factory to a garment factory. In the past 10 years, the net income of the company has increased all the way, and the annual income of the enterprise has reached 2.3 billion US dollars after a sixfold increase

no one wants to steal the family cheese

what kind of family business is the most successful? The US weekly believes that the most successful form should consist of two parts: first, listing and issuing stocks and publishing financial statements on time; Second, the family controls most of the equity, which is either managed by itself or hired professional managers to take care of everything. According to the analysis of the article in "weekly", this will not only put the real business situation of the enterprise under the effective supervision of the securities regulatory department in Fujian Province, which has fallen by 20 yuan/ton, but also the most appropriate distance between families and enterprises

Thompson listed 10 European family businesses with the best operating conditions for weekly, all of which are a mixture of the above two states

in the United States, many family businesses include family members in the board of directors or management departments, and invite friends who have maintained friendship with the family for many years to take shares

some experts pointed out that starting from the modern management system, companies should have independent boards of directors, supervisory boards and management organization systems, but many family businesses mix the three together. Many people criticize that this situation may harm the interests of minority shareholders and easily breed internal corruption. However, some people in the economic circles who play the role of e-commerce platforms and advantages believe that the absolute control of the family over the enterprise is not only harmless, but also beneficial to the long-term development of the enterprise. Milstein, a lawyer who specializes in management consulting for enterprises, believes that in those companies where family members hold seats on the board of directors and management, even if there are serious differences, family enterprises can finally reach a consensus quickly, because family enterprises have something that ordinary enterprises do not have: a common desire to maintain family unity and wealth

have you heard the story of BMW? In 1959, the wealthy Herbert quant invested to save BMW, which was in great danger, thus avoiding the embarrassing end of being merged by Daimler Benz. In February, 1997, BMW was in trouble again, and the quant family, which had been delegating power, held an emergency shareholders' meeting for this purpose. Eight hours later, CEO Beecher Schrade, who was directly responsible for the poor management, was kicked out, and BMW gradually recovered after a few months. In the following years, mergers prevailed in the global automotive industry, but the quant family rejected all tempting merger proposals. At present, BMW is one of the few independent automobile manufacturers in the world, and the quant family holds 47% of the company's shares. Stephan, 37, and Suzanne, 41, the sons and daughters of old quant, played important roles in the board of directors

take repeated investment as a daily habit

for family businesses, if they want to consolidate and increase family wealth, they must make their own businesses prosperous. Therefore, repeated additional investment has become an important means for American family businesses to accumulate wealth

statistics show that in 2002, among S & P 500 companies, only 61% of family businesses chose to pay dividends, while the ratio of non family businesses reached 77%. On the contrary, family businesses spent a total of $618 million on R & D investment last year, about $80million more than non family businesses. Many family businesses, including DuPont, gap and other well-known companies, have spared no expense to promote the development of enterprises in terms of territory expansion or research and development

the most typical example is the Walton family of Wal Mart group, a global retail giant

at present, the Wharton family owns 38% of the total shares of Wal Mart and holds two seats on the board of directors. The Wharton family plays the role of "patient capital" in the Wal Mart board of directors, and does not force the enterprise to pay much dividends. What they do is to ensure that the family business will continue to develop forever. Robert Wharton, the son of old Sam, is now the chairman of Wal Mart group. He always expresses such a view on important occasions: "we are still a growth enterprise." John Wharton, another member of the board of directors, said that Wal Mart was not so much a wealth to his family as a trust or an inheritance for which every family member would be responsible