Businessmen cannot be lucky every day. Businessmen should have a sense of crisis, tread on thin ice, approach the abyss, face the enemy directly, and make psychological and practical preparations.

The sense of crisis makes Nan Cunhui.

Bill Gates, the richest man in the world, has a classic saying: "Microsoft is only six months away from bankruptcy forever." This is similar to China's old saying, "Born in sorrow, died in happiness", saying that people should have a sense of crisis! If a country has no sense of crisis; Sooner or later, there will be problems. If an enterprise does not have a sense of crisis, it will go bankrupt sooner or later, while if a businessman does not have a sense of crisis, it may not take half a year to go bankrupt.

Why do Wenzhou businessmen make so much money today? Nan Cunhui, who is known as "the biggest boss in Wenzhou", believes that it is the sense of hardship that has made Wenzhou people. Wenzhou is bordered by the East China Sea in the east and surrounded by mountains in the north, west and south. In the past, the traffic was inconvenient, and there was only one waterway to Shanghai. Disadvantages in environmental areas and a large population and a small number of people have created the survival crisis of Wenzhou people in the past. Now, the survival of the fittest and self-responsibility in the mechanism of private enterprises have also filled Wenzhou people with a sense of hardship.

Take Nan Cunhui's Zheng Tai Group as an example. Before 17, Zheng Tai was still a primitive small workshop with assets of only 50,000 yuan, but after 17, it became a large enterprise with assets of several billion yuan. One of the driving forces of its growth is Nan Cunhui's crisis consciousness of walking on thin ice. He experienced several major reforms in his career and formed a modern enterprise structure.

In the second reform of 199 1 year, Nan Cunhui already had 1 ten thousand yuan of funds. He founded Wenzhou Zheng Tai Electric Appliance Co., Ltd. and recruited nine family members to dilute its 100% equity to 40%. Using these capitals, Nan Cunhui began to formally embark on the road of "revitalizing the factory with science and technology and creating a brand with quality". Zheng Tai invested in the construction of standard chemical plants to attract talents from all sides, improve product quality and expand sales channels. By 1994, Zheng Tai's assets have reached 50 million yuan. Nan Cunhui's personal assets have increased by 20 times.

The second reform made the enterprise develop faster. When Zheng Tai has become the leading well-known enterprise in Wenzhou, Nan Cunhui clearly realized that it is not enough to rely on its own profit growth, but also needs a new "engine". He realized that he should make full use of Chint's "card" and expand Zhang Zhilu through mergers and acquisitions and joint ventures. Nan Cunhui's criteria for choosing enterprises are: relatively strong assets and good product prospects, which can "fill the gap" for Zheng Tai. At this time, the benefits of Zheng Tai brand came out, 38 enterprises joined Zheng Tai in various forms, and Nan Cunhui's personal equity was diluted to below 30%, so Zheng Tai Group was formally established.

By 1998, Zheng Tai Group had initially formed an industrial structure consisting of low-voltage electrical appliances, power transmission and transformation equipment, instruments and meters, communication electrical appliances, automobile electrical appliances and other products, with assets reaching 800 million yuan. Nan Cunhui's personal assets have exceeded 200 million yuan.

Nevertheless, Nan Cunhui carried out three share reforms with a sense of crisis, so as to make Zheng Tai have long-term competitiveness. He not only has a sense of crisis, but also carried out reforms, which made all employees and managers have a strong sense of crisis, and he expanded shares again. Nan Cunhui implements the equity distribution system within the group and distributes the best capital to the best talents in the enterprise. This is Chint's "factor sharing" system-management sharing, technology sharing and manager sharing.

Next, Nancun will reform the property right system and separate the ownership and management rights of enterprises: whether you are a major shareholder or a minor shareholder, if your ability is unqualified according to the system assessment, you will be "dismissed"; On the other hand, whether shareholders or not, as long as they have the ability to take power. After that, the group carried out the shareholding system reform, established and improved the "board of directors, shareholders' meeting and board of supervisors", formed a mechanism of checks and balances among the three associations and the coexistence of three powers, and initially formed a modern company management system with the company headquarters as the investment center, the professional head office as the profit center and the grass-roots production company as the cost center.

It is difficult to start a business, and it is even harder to keep it.

There are four business gangs in China: Jin Gang, Hui Gang Gang, Zhejiang Gang and Guangdong Gang. But today, the Golden Gang and the Micro Gang have disappeared without a trace, while the Zhejiang Gang and the Guangdong Gang are still full of vitality and growing. The reason is precisely because they have a strong sense of crisis.

Taking Zhejiang Gang as an example, Zhejiang's unique geographical environment, humanistic environment and Zhejiang businessmen's experience of going abroad have given Zhejiang businessmen keen market insight and strong sense of crisis, so they have also exercised their super survival and development ability to turn crises into opportunities.

Shopping malls are unpredictable, and businessmen are not lucky every day. Therefore, businessmen should have a sense of crisis in the face of the abyss and the enemy, and be prepared for sudden changes psychologically and actually. Even if you can't completely eliminate the crisis, you can minimize the harm, leave yourself a way out and lay the foundation for turning over in the future.

A Wenzhou businessman once said: "The bigger the enterprise, the greater the risk; The more you know, the more you feel ignorant; My career has given me a lot of happiness and made me feel heavy. Failure is the mother of success, and more importantly, success is also the father of failure. There is an old saying in China that it never rains but it pours. Over the years, this sense of crisis has never disappeared from me.

Wenzhou Hu Da Lighter Factory is not only the first enterprise in the national lighter industry to obtain self-operated import and export rights, but also the "China Quality Miles Honorary Enterprise" in the same industry in China, and also won the highest honor in the national lighter industry-"the strongest windproof lighter manufacturer in China".

In the face of honor, Dahu Zhou did not get carried away, and did not forget the motto set at the beginning of the factory, "Inferior products will make you and me unemployed". Many manufacturers used to want to link up with factories in Hu Da and sell their Tiger brand trademarks to foreigners. In this way, each lighter manufacturer can earn 1 ~ 2 yuan, and earn millions of dollars a month for nothing. Faced with great temptation, Dahu Zhou is very crisis-conscious, and he clearly realizes that he must never smash his hard-earned brand for immediate benefit. He neither sells trademarks, nor blindly expands scale and increases output, but honestly controls the quality of his products.

In addition, Dahu Zhou's sense of crisis is also reflected in his "successor training" for his son Zhou Xiaohu.

65438-0999 Zhou Xiaohu graduated from high school and entered the International College of Ningbo University to study business administration. After graduation, like many Wenzhou bosses, Dahu Zhou sent his son abroad to study business management at Duolun York University.

In the first year of studying abroad, Zhou Xiaohu started his work according to the prior agreement between father and son. While studying homework, receive systematic education; Earn social experience while working, because both father and son agree that mastering social viability is more important than good academic performance.

Zhou Xiaohu delivers takeout, washes cars and sells "tiger" lighters in restaurants. Zhou Xiaohu does car washing work from 8 am to 6 pm, and the reward is 6 Canadian dollars per hour. At one time, he spent three rest days a week washing cars.

In June 2004, when his son returned from studying abroad, Dahu Zhou arranged for him to join the company and began the real "successor training". The first step is to study in the workshop. Zhou Xiaohu has studied management in different workshops and is familiar with the production process, product quality requirements and product research and development. The second step into the administrative office, the third step into the business department. In addition to the first-line exercise in various departments, Zhou Xiaohu has to follow or take the place of his father to attend various meetings and social gatherings, which is another step for Dahu Zhou to broaden his contacts in order to let his son enter the business circle.

Dahu Zhou is so well-intentioned to train his son to take over, because he clearly realized that "it is difficult to start a business, and it is even more difficult to keep it". A son born with a golden spoon can really know how to run and develop an enterprise only if he has a sense of crisis.

Self-revolution, relieve the crisis

Today, Wenzhou businessmen are clearly aware of the crisis they are facing: the transformation of enterprise organization form, the transformation of enterprise management mode, the transformation of enterprise management field and many other tests.

China Economic Times once pointed out: "Family business is a very common enterprise system form in Wenzhou and Liushi Town. However, with the increasing competitive pressure, enterprises are aware of the difficulties in further development, and problems in operation are constantly emerging. For a time, business leaders always blamed imperfect institutions, poor quality of cadres, unscientific management and so on. Without realizing it, the reason is precisely that the family characteristics of enterprises limit the further development of enterprises. How to combine the relationship between group enterprises and member enterprises, group and sales companies more closely has become a serious problem. "

These phenomena also exist in Great Wall Group, but what is commendable is that Great Wall Group realized this crisis in 200 1, bravely carried out self-revolution, picked up a scalpel and performed "major surgery" on itself.

Great Wall Group is a very typical family-owned enterprise, and its owners are four brothers and two relatives: eldest brother Ye, second brother Ye Xiangyao, third child Ye and fourth child Ye Xiangcheng. The boss is responsible for production, the second is the chairman, the third is the general manager, and the fourth is responsible for finance. The two brothers and relatives have a clear division of labor and close cooperation, and everyone works hard. Therefore, the enterprise has achieved extraordinary development in just over ten years, and its output value, sales volume and number of employees have all increased by thousands of times compared with the initial stage.

However, at the beginning of the 200 1 new year, before everyone's office chairs got hot, the group company held a board meeting to discuss the issue of increasing capital and shares. This is due to the expanding market and the approach of China's accession to the WTO. The relationship between existing group enterprises and member enterprises, and between groups and sales companies is more obvious. All the problems have affected the development of enterprises and must be solved.

At that time, the board of directors held five meetings, but the plan of increasing capital and shares was never passed. Minority shareholders think that our enterprise is doing well, with a decent annual income, considerable annual profits and not too tight funds. What are we afraid of? Some people say that some enterprises in Liushi town can't expand their shares, and civil strife has led to the closure of enterprises. There are also examples in this regard. What they said is not unreasonable. Many people can easily lead to internal disunity. However, Ye Xiangyao believes that as long as we are fair, just, open and standardized, we can still do a good job of increasing capital and shares, and more importantly, introduce talents. Later, at several board meetings, relevant leaders, experts and Ye talked about the situation and future development of the enterprise, and finally explained to some shareholders that the reform was going smoothly. .

As a result of the self-revolution, in just over 20 days, 20 investors successively subscribed for shares and joined the Great Wall, while 2 of the original 6 directors were eliminated and 7 directors were added to the board of directors. At the same time, people with academic expertise are hired as non-shareholders to enter the board of directors and enjoy the same voting rights as shareholder directors. In addition, the company also hired 30 experts and scholars in financial management, online marketing and capital management to form a think tank, which greatly improved the company's decision-making level, management level and innovation ability.

At the same time, in order to further straighten out the internal relations and improve corporate governance, Great Wall Group began to reform the shareholders' meeting, the board of directors, the board of supervisors and the management to realize the complete separation of property rights and management rights. The Group consists of a capital operation center, a decision-making center and a sales center. At the same time, nine companies including contactor company, circuit breaker company, complete set company, power supply company, instrument company, high-tech joint-stock company and dealer joint-stock company have been established.

Due to the success of the reform, Great Wall and Siemens, the world's electrical giant, successfully formed a partnership, which made the company climb to a high base point. In the national urban and rural power grid transformation and the commercial negotiation and bidding of several key projects, they not only launched the Great Wall brand loudly, but also skillfully launched the hard brand of Siemens cooperative enterprises, which added a sense of trust and security to people.

Ye Xiangyao appreciates such a passage: "This is an era of advocating corporate heroes, and it is also a cruel and fickle era. Success is by no means the solidified goal of enterprises and entrepreneurs. In the next harbor, no one knows where we will be turned upside down or lost. " The most difficult thing for people to overcome is themselves. Enterprises carry out self-reform to overcome themselves. Without the pain of reform, they will not feel the happiness of development. If you don't dig out the lesion, you won't grow up healthily. Wenzhou people are brave in reform and innovation, which has brought them infinite vitality.