In the future, Formosa Plastics Group will enter a "tongzhi era" jointly managed by professional managers and Wang Erdai. But Wang Yongqing and Wang Yongzai are still the spiritual leaders of Formosa Plastics Group.
From rice shop owner to plastic king
1917 65438+1October 18 A poor farmer in a new store in Taipei County was happy to add a new farmer, that is, Wang Yongqing, who was later honored as the "God of Management".
At that time, my ancestral home was in the Wang family in Anxi County, Fujian Province, and life was very difficult. For generations, they have grown tea for a living and can barely make ends meet. Wang Yongqing's father, Wang Changgeng, looks after the tea garden all day, and his meager income barely supports the normal expenses of his family. At the age of 9, Wang Changgeng was unfortunately ill and had to stay in bed. Wang Yongqing began to help her mother share the burden of life with her thin shoulders.
15 years old, graduated from primary school in Wang Yongqing, first worked as a handyman in a tea garden, and then worked as an apprentice in a small rice shop in Chiayi County, Tainan. In the second year, Wang Yongqing made the first important decision in his life, and started his own rice shop with 200 yuan borrowed by his father.
The problem followed. After the opening of the small shop in Wang Yongqing, the Japanese rice shop next door has a competitive advantage, and other rice shops in the city are bundling old customers, so there is not much business. However, Wang Yongqing, who is 16 years old, has shown super marketing ability, not only selling her own rice door to door, but also handing over old rice and washing rice jars for residents free of charge. According to the current situation, Wang Yongqing has provided highly targeted personalized services for the people of Chiayi County, and gradually gained the upper hand in maintaining customer relations. In addition, the rice processing technology at that time was relatively backward, and the rice sold was mixed with rice bran, sand grains and pebbles, which was not surprising to both buyers and sellers. Every time Wang Yongqing sells rice, it will clean up the sundries inside, which will benefit the buyers and make them repeat customers in the long run. An article said that at first, rice shops in Wang Yongqing could not sell 12 barrels of rice a day, but later they could sell more than 100 barrels a day.
A few years later, the business of the rice shop became more and more prosperous. Wang Yongqing organized a rice mill and completed the primitive accumulation of individual capital. Since then, Wang Yongqing's fate has changed.
After the victory of War of Resistance against Japanese Aggression, the economy of Taiwan Province Province began to develop, and the construction industry had the best development momentum. Wang Yongqing was keenly aware of this, so he seized the opportunity to run the timber business and made a lot of profits. The son of an ordinary farmer turned out to be a small local businessman. At this time, there are more and more merchants operating in the timber industry, and the competition is becoming more and more fierce. Seeing this situation, Wang Yongqing resolutely decided to quit the timber industry.
In the early 1950s, the "Industry Bureau" of Taiwan Province Province launched a series of industrial development plans, including the use of American aid to build PVC, the basic raw material of petrochemical industry. 38-year-old Wang Yongqing boldly took over this unpopular project at that time, and established Taisheng Plastic Industry Co., Ltd. Later, Wang Yongqing, which achieved great success in the plastic field, successively established a large number of enterprises such as South Asia Plastic Factory and Taisheng Chemical Fiber Industrial Company.
At present, Formosa Plastics Group has a wide range of business, including oil refining, petrochemical raw materials, plastic processing, fiber, textile, electronic materials, semiconductors, automobiles, power generation, machinery, transportation, biotechnology, education and medical treatment. Especially in the petrochemical industry, it has established a complete industrial chain integrating crude oil import, transportation, smelting, cracking, processing and manufacturing, and refined oil retail, and is a unique enterprise group in Taiwan Province Province. Formosa Plastics Group has 9 companies with over 70,000 employees and total assets of NT$/kloc-0.5 trillion.
According to the investigation of the strength of 2,000 large enterprises in Taiwan Province Province in recent years, Formosa Plastics Group has become the leading enterprise group in Taiwan Province Province. Wang Yongqing also made the Forbes list of the world's richest people with a value of $5.4 billion.
In 2002, although Wang Yongqing announced his retirement and stopped asking about the specific business of the group, he was still the chairman of the group and major enterprises, and was the helmsman and spiritual leader behind the scenes of Formosa Plastics Group.
The God of Management advocates a simple outlook on life.
For decades, the global chemical industry has always regarded Wang Yongqing as the "God of Management", and his management methods are highly respected. Many entrepreneurs in Taiwan Province regard Wang Yongqing's management experience as the most practical textbook.
A writer named Guo Tai studied Wang Yongqing for more than 20 years, collected Wang Yongqing's speeches, newspapers, magazines, television and other related reports in the past 40 years, and wrote a book called Eight Lessons for Young People in Wang Yongqing. This book summarizes Wang Yongqing's basic attitude and minimum principles in doing things. A book review wrote, "Wang Yongqing's eight lessons to young people, though easy to understand, are valuable experiences he has accumulated from constant setbacks for decades, which can be described as thoughtful and thought-provoking."
The first lesson: get to the bottom of it, that is, you must get to the bottom of it, or it will be endless.
The second lesson: the spirit of service first, seeking the root of everything, not asking the result; Everything pursues rationalization bit by bit.
Lesson 3: The Theory of Thin Goose, which is Wang Yongqing's philosophy of life struggle, talks about learning from thin geese, starving, facing difficulties with the spirit of struggle, and waiting for opportunities with perseverance.
Lesson 4: Starting from the grassroots, we must be down-to-earth, step by step, and start from the grassroots. Bite the target and go all out.
Lesson 5: Strength doctrine, education is not equal to strength, only from real experience can we cultivate convincing strength. The more practical experience, the greater the chance of success.
Lesson 6: Personal feelings. If the management system of an enterprise can make employees feel personally, then the potential of employees can only be fully exerted. Wang Yongqing often says to employees, "Although it is a penny, you should pick it up and use it. This is not stingy, but a spirit, a vigilance and a good habit. "
Lesson 7: Cheap and good quality, only on the basis of cheap and good quality can enterprises flourish. At this point, Wang Yongqing insists on providing cheap and high-quality raw materials to downstream customers.
Lesson 8: Customers are supreme, and buyers and sellers are as close as lips and teeth. Only by knowing how to safeguard the interests of customers can we get our own maximum interests.
At the same time, it is pointed out that Wang Yongqing has summed up a set of practical theories from years of management practice, among which the most incisive ones are "pressure management" and "reward management".
The so-called stress management is the way people manage under pressure. Specifically, it is to artificially create a sense of urgency for the whole enterprise and all employees. "Nothing is difficult in a diligent world", Wang Yongqing has always believed in it. He believes that bearing moderate pressure and even taking the initiative to meet challenges can fully reflect a person's vigorous vitality. Therefore, Wang Yongqing advocates strict demands on himself and himself.
It is said that the executives of Formosa Plastics Group are most afraid of the "lunch report". Wang Yongqing eats a box lunch in the company at noon every day. After dinner, he called the heads of various units to the conference room, listened to their reports first, and then asked many sharp and subtle questions. In order to cope with this "lunch report", executives have to work at least 70 hours a week. They must be very clear about the major issues of their own departments and do real analysis and research on the problems that arise in order to successfully "go to court". Wang Yongqing himself works more than 100 hours a week. Because of his meticulous working principle and habit of asking questions, the huge Formosa Plastics Group is completely under Wang Yongqing's control, and he knows every detail of the enterprise operation process like the back of his hand.
Of course, rewards and punishments are clearly the consistent practice of Formosa Plastics Group. Although Wang Yongqing is very strict with his employees, he also rewards his subordinates handsomely. According to reports, there are two kinds of incentives for Formosa Plastics: one is material, that is, monetary rewards; The other is spiritual. Year-end bonus and improvement bonus are the most famous financial rewards of Formosa Plastics. Wang Yongqing's private bonuses for managers are called "another package", that is, bonuses other than public bonuses. For ordinary employees, the practice of "creating profits and sharing them with employees" is adopted. Formosa Plastics employees know that their efforts will be rewarded accordingly, so they all work hard. Wang Yongqing's "reward management" system has resulted in the effect of "1+L = 3".
Wang Yongqing once said in summing up the successful experience that he thought the most effective and meaningful way was to choose "always pursuing greater contribution" as the enterprise's goal. He said: "I am not only competing with others, but also being strict with myself."
Brother Long and Brother Hu have many red flowers and green leaves.
Wang Yongzai is five years younger than his brother Wang Yongqing. He is the former vice chairman of Formosa Plastics Group and the longest business partner with Wang Yongqing. The media often use the words "perfect combination" and "complement each other" when evaluating the cooperation experience of two people for decades. According to a magazine article, Wang Yongqing and Wang Yongzai's brothers moved away quietly. Since his youth, Wang Yongqing has been responsible for planning career development direction, and his younger brother Wang Yongzai is responsible for implementation and execution.
In the eyes of the old employees of Formosa Plastics, my brother Wang Yongqing plays the role of "looking up", thinking and planning the next development direction of Formosa Plastics Group, while my brother Wang Yongzai is the "bowing head", pushing Formosa Plastics to a higher stage step by step. Wang Yongqing established the system and Wang Yongzai implemented the details. The tacit understanding and trust between them is even more valuable. Wang Yongqing made a decision and Wang Yongzai obeyed it 100%. Wang Yongzai has absolute autonomy in the implementation process, and his brother Wang Yongqing is fully authorized. A reporter once asked Wang Yongzai if they had ever quarreled. Wang Yongzai said gently, "When he talked about him, I turned and walked away."
In life, as a billionaire, Wang Yongqing is also very strict with himself and his family, always pursuing "frugality and simplicity" and stressing "rationalization" in everything. It is said that Wang Yongqing's diet principle is "simple", and his favorite food is home-cooked braised pork rice; The principle of wearing is "neatness", and a pair of sports shoes will always be worn for several years. My younger brother, Wang Yongzai, is a happy-go-lucky person. He takes everything in stride and advances and retreats freely.
In recent years, some European economists have suddenly become interested in family business, and many well-known universities have set up special studios to deconstruct and study all aspects of family business. In order to find out what fascinates economists so much, Newsweek specially commissioned Thompson Financial Consulting to conduct a comprehensive investigation and analysis of European family businesses. In a powerful database, Thompson's 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 the past 10 year was stronger than that of the enterprise sector without blood relationship.
Some experts pointed out that starting from the modern management system, the company should have an independent board of directors, a board of supervisors and a management organization system, but many family businesses rub the three together. Many people criticize that this situation may harm the interests of minority shareholders and easily breed internal corruption, while some people in the economic circles believe that the absolute control of the family over the enterprise is not only harmless, but also conducive 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 occupy the board of directors and management seats, even if there are serious differences, family businesses can quickly and finally reach an understanding, because family businesses have something that ordinary enterprises do not have: the common desire to safeguard family unity and wealth.
Perhaps this brotherhood and unity within the family are the driving force for Formosa Plastics Group's sustained and rapid development with the family business as its brand.
Who will open the post-Wang Yongqing era?
With Wang Yongqing and Wang Yongzai fading out of the decision-making level, Formosa Plastics Group will transition from the era of "two kings" to the era of collective leadership of the administrative center. In the future, all major decisions will be made by an administrative center composed of seven people, including Wang Yongzai's eldest son Wang Wenyuan and Wang Yongqing's Queen Ruihua. Wang Wenyuan and Wang Ruihua served as President and Vice President of the Group respectively. It is reported that Wang Yongzai spoke to the media on behalf of the two brothers, saying that he was in a good mood after retirement, and stressed that he was "very relieved and happy" with his successor.
The local media in Taiwan Province Province pointed out that at present, the seven members of the administrative center represent three forces respectively. Wang Ruihua and Wang Ruiyu were the spokesmen of Wang Yongqing, while Wang Wenyuan and Wang Wenchao continued Wang Yongzai's influence. Li Zhi Village, Wu Qinren and Yang are all veteran ministers who have followed the Wang brothers for many years. As a third-party force, they can make up for the lack of the second-generation decision-makers at the professional level and act as a lubricant between the second generation. Some people familiar with the corporate culture of Formosa Plastics Group pointed out that this personnel arrangement shows that none of Wang's second-generation successors can be independent, and it is impossible for the Wang brothers to safely hand over power to one person. In other words, although the four members of the second generation who entered the Executive Center have their own strengths, they still cannot convince the public, and they must continue to hone before they can choose a real successor.
Some foreign institutional investors believe that as long as Wang Yongqing is alive, there will be no family disputes. In order to balance the family power and avoid future quarrels, it is indeed a good move to arrange succession as soon as possible. At the same time, Wang Yongqing and Wang Yongzai brothers can also carefully observe the character and ability of successors.
Originally, according to the established deployment of the Wang brothers, the eldest son was the undisputed successor of Formosa Plastics Group. Wang Wenyang, born in 195 1, went to Britain to study for a doctorate in his early years. After returning to Taiwan Province Province, he promoted the layout of semiconductor industry and became the group convener of "Six Light Projects". However, in 1995, Wang Wenyang was expelled from Formosa Plastics because of the scandal, so he had to set up his own business temporarily.
At present, at the decision-making level, Wang Wenyuan, who has high hopes, has served as the chairman of Textile Promotion Association, Formosa Plastics Association and Taiwan Province Rayon Association. He is well-known on the island and has rich administrative experience. He is the leader of the second generation leading group of Formosa Plastics. Vice President Wang Ruihua has lived in the United States for many years and is regarded as the overseas body double of his father Wang Yongqing. He is calm and restrained, and his work ability and way of dealing with people are highly recognized by employees. Wang Wenchao works in a low-key and steady way, much like his father Wang Yongzai, and belongs to the second generation of moderates. Formosa Plastics Petrochemical, which he is in charge of, is the "locomotive" of Formosa Plastics Group. Some Taipei media believe that he will have a great chance to go up a storey still higher in the future. Wang Ruiyu has more contacts with all walks of life and may be a goodwill ambassador of Formosa Plastics Group in the future.
In addition, according to the current shareholding ratio of Wang Yongqing Department and Wang Yongzai Department, Wang Yongqing Department with more shares has a slight advantage. However, Formosa Plastics Group is so huge and complex that it cannot be completely controlled by one or two younger generations. Ownership of shares does not mean that groups can operate smoothly, which is the key for Wang Yongqing's system to accept collective leadership. It should be emphasized that among Formosa Plastics Enterprise Groups, Formosa Plastics Petrochemical and Taihua are the strongest, with Wang Wenyuan and Wang Wenchao as the general managers respectively. In the past three years, the profits of the two companies have hit record highs and achieved excellent business performance. If Wang Wenyuan and Wang Wenchao lose their dominant position in the two companies, not only will there be different voices within the group, but also other shareholders will be dissatisfied.
Some analysts pointed out that the brothers are quite appreciative of the Rockefeller family in the United States and hope to follow the Rockefeller family's practice of trusting property to ensure that the equity of the two brothers will never be separated and the Wang family will never be destroyed. In the future, the operation rights of Formosa Plastics Group's subsidiaries will be mainly entrusted to professional management teams, and the actual owners will be the foundations donated by Wang Yongqing's two brothers and family-related legal entities.
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