Gao Tianle: The Story of Stripping the Family System and Taking Dad's Operation Gao Tianle: The Story of Stripping the Family System and Taking Dad's Operation.

The first time I met Gao Tianle was at the general meeting of Wenzhou Chamber of Commerce in Shanghai. He and several other Wenzhou entrepreneurs talked about enterprise innovation on the rostrum. There are nearly a thousand Wenzhou entrepreneurs in the audience.

The second time I met Gao Tianle was at the career development forum of Fudan University School of Management. He talked about his entrepreneurial history on the podium alone, but there were nearly 100 MBAs under the stage.

This businessman and math teacher from Wenzhou is different among many private entrepreneurs in Wenzhou. He is the only person who has a college degree before starting a business, and he is also the only CPPCC member.

Differentiated management wins the first pot of gold

Gao Tianle was born in Liushi Town, Wenzhou, which is not easy to find on the map, but it is the birthplace of Wenzhou model. In this tiny place, there are nearly 10 entrepreneurs on Forbes China Rich List. What is even more surprising is that there are more than 2,000 low-voltage electrical appliances enterprises here, accounting for half of China's market share. Both Delixi and Zheng Tai were born here.

Interestingly, the founders of Delixi and Zheng Tai are both about the same age as Gao Tianle. Hu Chengzhong in Delixi is two years older than Gao Tianle, and Nan Cunhui in Zheng Tai is the same age as Gao Tianle. However, Hu Chengzhong and Nan Cunhui's career was much earlier than Gao Tianle's. Both of them started their businesses in the late 1970s and early 1980s, when Gao Tianle just graduated from Wenzhou Normal University and worked as a math teacher at Liushi Middle School in Yueqing.

From 65438 to 0989, Gao Tianle, who had been a teacher for seven years, was persuaded by his friends to quit his job as a teacher. At first, Gao Tianle didn't know how to do e-commerce business, and he also had differences with his partners in business views. In the end, he didn't make much money.

1September, 1990, Gao Tianle borrowed 50,000 yuan, hired six workers, and opened the Liushi Great Wall Transformer Factory in Yueqing, taking the first step of starting his own business.

But at that time, the low-voltage electrical appliance industry in Liushi had formed a scale, with more than 200 family workshops alone, and Delixi and Zheng Tai had also developed to a certain scale. Family and friends all think that Gao Tianle started too late.

Gao Tianle produces a single-control transformer product, which is the simplest product among low-voltage electrical components and has a simple process. Gao Tianle bought an electrician's manual, bought products from other companies, dismantled them again and again, analyzed the appearance and performance of each product, and finally "drummed" the product he thought was the most cost-effective.

Having a product doesn't mean you can sell it. Gao Tianle, who studied mathematics, thought of "differentiation". Shortly after starting his business, he began to advertise his products.

Gao Tianle's advertisement is not done in the media, but in houses in various rural areas. Gao Tianle painted advertisements of products on the walls of rural houses, and each village painted an advertisement to select those rural houses that can be seen on the expressway. The most expensive one was only 200 yuan, but in the end it cost less than 1000, and dozens of nearby villages were advertised.

He also asked all the workers in the factory to wear white coats and white hats. He himself stood in front of the counter. Most other people's products are packaged with horse manure paper, but Gao Tianle added a layer of coated paper; When others began to use coated paper, Gao Tianle began to set red printing; When others started two-color printing, Gao Tianle had already started four-color printing. "The appearance of our products must be more beautiful than other products," said Gao Tianle.

In this way, small differentiation laid the foundation for Gao Tianle's great development in the future. The sales income in the first year is more than 300,000 yuan; The sales income in the second year is more than 5 million yuan; By 1994, the sales revenue of Great Wall Transformer Factory had exceeded 1 100 million yuan.

Recalling the secret of success in the early stage of starting a business, Gao Tianle said: "Only with characteristics can we have vitality. In the fierce market competition, I learned to find a new way out. "

The restructuring of the shareholding system has achieved qualitative change.

With the original accumulation of funds, 1994, Gao Tianle established Zhejiang Tianzheng Group Company with Great Wall Transformer Factory as the core and became the chairman himself. Enterprises entered the stage of joint-stock cooperative system, which broke the traditional family system model of Wenzhou enterprises for the first time. He also entered the second stage of entrepreneurship.

19961kloc-0/0 On October 3rd, Tianzheng Group openly recruited the general manager with an annual salary of 300,000 yuan, which caused a sensation in Wenzhou.

At the end of 1996, Gao Tianle realized the advantages and disadvantages of joint-stock cooperative enterprises in practice and realized that the original joint-stock system of his own enterprise must be changed.

Another thing that happened at that time also touched Gao Tianle. A vice president of the company offered to leave Tianzheng. Gao Tianle thought it was because of the low salary, but the vice president clearly said to him, "I don't want to be a boss because the salary is low." [Page]

Vice President's understatement made Gao Made Tianle suddenly realize that the only way to retain talents and reassure employees is to reform enterprise ownership, dilute shares, attract employees to become shareholders, and share prosperity with * * *.

As a result, Gao Tianle presided over the "Liushi" which was praised by the media and Wenzhou people at 1997: firstly, Tianzheng was appraised, and the ways of employees' investment and shareholding were announced. Therefore, employees' enthusiasm for stocks is very high. Some people even took a sack of money, put it in the accounting room, turned around and left, and said that they had already invested.

Gao Tianle decided, on the one hand, to develop nearly 100 middle and senior managers and college graduates internally and absorb more than 20 million yuan of shares; At the same time, we will develop some foreign shareholders with considerable strength to buy shares. Employees who are required to participate in shares actively participate in the financial budget and development decisions of the enterprise.

It is this equity reform that has enabled Tianzheng to establish a socialized, professional and knowledgeable modern board system. For a time, Tianzheng became a typical example of modern enterprise system innovation in Wenzhou.

Stripping the family system and taking dad to "operate"

Stripping the important position of family members in the enterprise, ending the history of shareholders' participation in politics and realizing the separation of enterprise ownership and management rights is another major change in the enterprise management system that Gao Tianle is promoting in Tianzheng.

At the beginning of Tianzheng's birth, there was also a strong brand of family system, and all family members held important positions in the enterprise.

"With the development of enterprises, the talent team is gradually lagging behind. In particular, some family members are arrogant in enterprises and don't like young people. It's no use calling them bookworms. Family members have gradually become obstacles to the further development and growth of enterprises. " Gao Tianle realized that enterprises should work hard when they are small, but they must work skillfully when they develop to a certain stage. Without the injection of fresh blood, the future of your own business will be very slim.

At that time, Tian was facing a great industrial shift, from labor-intensive to capital-intensive and knowledge-intensive, and Gao Tianle also focused on strategic human resource management. As a result, he waved the "three axes" of reform and eliminated all employees who did not adapt to the enterprise, especially family members who were unable to participate in enterprise management and shareholders over 50 years old. The human resources department is in a "long-term employment state" and is ready to recruit capable talents.

What makes Gao Tianle most embarrassed is how to persuade his father to resign as secretary of the company's party branch. At first, Gao Tianle's father couldn't figure it out. He personally did his father's ideological work, talked for two or three hours and finally persuaded his father. His father was the first to resign, and other shareholders over the age of 50 also left the company.

For some employees who don't want to work or study, Gao Tianle also has a set of methods. "I will pay them, but I won't give them the actual position. In this way, they will feel that they have not been reused and will look for new places. "

"200 1~2003 is a period of great changes within the company, and it is also the most painful and difficult period of reform. In the end, I learned the pain of being decisive and daring to try to break my arm from the family system reform. " Gao Tianle said.

Gao Tianle's methods of digging and retaining people are equally ingenious. In Wenzhou, a place where talents are scarce, Tianzheng has a large number of MBAs, masters and doctors. Since 1997, Gao Tianle has developed more than 100 middle and senior managers and outstanding employees to become shareholders, and Tianzheng distributes shares to outstanding employees every year. Gao Tianle claimed that on the basis of the group's creation of 65,438+000 millionaires, it is necessary to rebuild at least 20 multimillionaires within five years through equity restructuring.

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