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Now in the packaging industry, family packaging and printing enterprises account for the vast majority. Since the reform and opening up, a large number of family packaging enterprises have developed vigorously. Many enterprises are entering a stage of new and old alternation. However, how to hand over the baton to the next generation and whether the next generation is willing to take over is also a problem to be considered...
Now in the packaging industry, the family type packaging printing enterprises account for the vast majority. In the next 10 years, these family packaging and printing enterprises will usher in the peak of inheritance. Over the past 40 years of China's reform and opening up, with the rapid development of society and economy, a large number of "bag generation" who live on soft bags have been cultivated, and a large number of family style packaging enterprises have also developed vigorously.
Most of these "Bao generation" are "self-made". They have created their own enterprises with painstaking efforts and hard work. However, with the passage of time, "Bao generation", after years of hard entrepreneurship, is close to the node of quitting the business stage. Many enterprises are entering a stage of new and old alternation, which is the real situation faced by the industry!
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A large number of "bao'er generation" are reluctant to take over their own enterprises / / the packaging industry is facing a heritage crisis, and a large number of "bao'er generation" are unwilling to take over their own enterprises!
"It is more difficult to fight against rivers and mountains than to defend them." What is more challenging than creating enterprises is how to inherit them. In China, family enterprises account for the vast majority. How to hand over the baton to the next generation to maintain the sustainable development of enterprises is the key problem faced by these enterprises. For large-scale soft packaging enterprises, with the development of social economy, many of them have achieved popularization to a certain extent through listing financing or equity distribution, introducing new investors, etc., and have established or are establishing modern enterprise system in operation and management, moving towards the direction of normalization.
However, for a large number of small and medium-sized soft packaging printing enterprises, although many of them have established modern enterprise systems on the surface, most of them still have a very deep brand of family business management, and many of the founders still hope to be able to run the enterprise by their own children. However, the next generation of operators of such printing enterprises, especially the one with better education, grew up in a favorable environment and witnessed the hard picture of their parents starting printing enterprises when they were young. In addition, there are big differences between their interests and hobbies and the previous generation. They are not very satisfied with the management style and service style of the previous generation, and they are often unwilling or do not have enough. The role of "successor".
Most of the entrepreneurs of Chinese family type packaging and printing enterprises are 50-60 years old. They are hardworking, frugal, adventurous and hardworking, but what bothers them is that their children are not interested in the packaging and printing enterprises they founded and worked hard for, and they are unwilling to take over the company and engage in printing.
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What are the reasons why the second generation won't take over? //According to some investigations, the reasons are as follows:
Unwilling to go into business
China has only experienced the reform and opening up for more than 40 years, and many family printing enterprises have grown up by taking advantage of the market trend of reform and opening up.
For the first generation of leaders of these packaging and printing enterprises, i.e. "Baoji generation", it may not be because of their own entrepreneurial ideals or personal interests that they founded this factory, but because they were forced out by the times and environment at that time, and with the continuous development and expansion of reform and opening up to today.
But the times are changing. The "package generation 2" of these packaging enterprises has grown up in a very different environment from "package generation 1". Their ideas and ideas are changing. Their ideals and interests may not be in harmony with their own family businesses. They may not be interested in running businesses, are unwilling to engage in business activities, and are unwilling to take over the management of family printing enterprises.
Don't want to make hard money
Relatively speaking, the overall development level of China's packaging industry is still low, which belongs to the labor-intensive industry with low scientific and technological content. At present, most of the family small and medium-sized packaging and printing enterprises entering the inheritance period in China, regardless of scale or competitive strength, are mostly at the low end of the industry and earn hard money.
While the market is fully open and facing international competition, the enterprise is also at the point of transformation and upgrading. Facing the real economy with weak profits and the declining industrial development, it is not just such a simple and easy thing to run a packaging and printing enterprise as "sitting in the office, looking at the workshop and walking in the customer's place".
Many of the "two generation" children grew up in the wind and water, living conditions were superior, and did not experience any hardships. They did not want to be the same as their parents. At the beginning of their business, they had a hard life like "boss in the daytime and sleep in the floor at night". They were unwilling to take over the more difficult entity printing enterprises. They preferred to go to famous enterprises to work and live nine to five times.
Reluctant to enter traditional industries
Some "bao'er generation" have entrepreneurial spirit, but they are more keen to go to the first tier central cities such as beishangguangshen to realize their dreams. Packaging and printing belong to traditional industries, and environmental protection requirements lead to more and more printing enterprises moving to non core cities or non urban central areas for development.
In addition, after entering the platform period of economic development, facing the pressure of internal and external economic environment, the profit margin of printing industry has been far lower than that of Finance and emerging industries, while most of the "second generation of Bao" have the background of higher education or studying abroad. Their own learning experience, social experience and resource accumulation all make them tend to devote themselves to the "fast money, high rate of return, bright" finance or Emerging industries.
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After bao'er generation took over, there were many problems, and they couldn't smoothly and smoothly deliver the baton / / compared with foreign countries, the formation cycle of China's printing industry is relatively short, and the industry system is not complete, resulting in the lack of its inheritance system. So when it comes to the problem of successors, even if bao'er generation is willing to take over, there are often some situations and problems, which lead to the printing enterprises being unable to smoothly and smoothly deliver their products.
The main causes of these situations or problems are as follows:
"Bao generation" didn't really delegate power
Foreign family businesses respect ownership, governance and management rights by different people. As for China's packaging and printing enterprises, the traditional solidification mode is that the owners, controllers and managers are concentrated on one person. The "Baoji generation" devotes its whole life energy to the enterprise construction from the emotion, regards the enterprise as life, does not want to retire or give up "hanging the curtain and listening to the government", and has no real decentralization.
The feelings of "bao'er generation" are not completely attached to the enterprise. They prefer higher-level spiritual pursuit in the pursuit of life. They are disgusted with the authority orientation of the generation, so it is difficult to quickly integrate into the enterprise to establish a new authority.
Many "bao'er generation" often joked that they were just a "decoration" in the enterprise after taking over the shift.
"My father never respected my idea and still treated me as a child. He felt that I didn't have the ability to manage the business, so in fact, all I did was follow his instructions."
"My mother nominally asked me to be the general manager, but in fact she didn't delegate power at all. I couldn't make any decisions at all."
Lack of experience and ability of "bao'er generation"
As the founders of family printing enterprises, "Bao generation" mostly experienced great waves of life, which can be said to be extremely rich in life experience, which also cast their extraordinary personal ability and courage.
Many of them are self-made, from scratch, step by step to make the enterprise bigger and stronger. The growth of the enterprise also witnessed the casting process of their personal ability and courage. This process is an extremely valuable experience and accumulation process of life experience for entrepreneurs.
However, as the second generation of Baoji family business, most of them grow up smoothly, have excellent living conditions and have not experienced any hardships. Their personal ability and courage are far from nature.
If you want to take over at a young age, you obviously haven't accumulated enough experience in life growth, so it's difficult to make quick and accurate decisions. For every business operator, every major decision may determine the success or failure of the enterprise.
For the young generation of bao'er, taking over the shift means that they have to face the cruel competitive environment of the market, and they have to be responsible for the success or failure of the business operation, which can be described as a great pressure.
Thinking differences between the two generations
The development of China's soft packaging enterprises benefits from the reform and opening up, mostly from a small family or family, small workshops, small companies to develop into a scale.
China has experienced more than 40 years of economic growth cycle. In the past, the rapid development of packaging industry, now the development advantages are no longer exist. The intergenerational inheritance of family printing enterprises is facing both the first transfer of power and the dual challenges of enterprises in urgent need of transformation.
Due to the differences in growth environment, education background, opportunities and challenges of the times, the two generations are not the same in the cognition of thinking, values and world outlook. In addition to the dual challenges of inheritance and transformation, the way of inheritance and succession is more difficult.
Most of the "Bao generation" entrepreneurs are born in the era of lack of resources, benefiting from the historical opportunity of market blank everywhere. They have experienced poverty in the process of entrepreneurship, paid attention to the accumulation of materials, and had profound traditional concepts. Their experience, experience and leadership ability, more sources of business practice, rely on experience accumulation in enterprise management, which is a typical "experiential school".
Born in the era of rich resources and stable society, bao'er generation grew up in a rich family environment with good material conditions, many of them have overseas study background, have a broader vision and are easy to accept new things, are more susceptible to the influence of western culture and management thinking in value orientation, have differences with the previous generation in enterprise management, and tend to be modern enterprises. The way of business management makes it difficult for them to achieve mutual appreciation and common innovation in the process of inheritance and transition.
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"Bao'er generation" will become the pillar of the industry! //Inheritance is a dynamic process. The Father also has the identity of a son, and the son will eventually become a father. The inheritance of family printing enterprises is not only the simple reception and transfer out, but also the enrichment and reconstruction after the refinement and sublimation of ideas.
Compared with "Bao generation 1", the "Bao generation 2" who is ready to take over has some deficiencies in social culture and national conditions cognition, but they generally have a better education, international vision and know more scientific management knowledge. The future development of printing enterprises, whether it is new business, new model, new brand and new market, "Bao generation 2" will be the main force.
Compared with "Baoji generation", "Baoji generation 2" does not have much burden and fetter, but can face the future with an open mind. They are the main body and protagonist of innovation and should be entrusted to the future. I believe that in the near future, they will become the top beam of our packaging industry