The second generation of drugs appeared: Xu Haoyu took over Yang Zijiang Pharmaceutical.

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The second generation of drugs appeared: Xu Haoyu took over Yang Zijiang Pharmaceutical.

Figure /IC

Edit | Wang Xiao

Half a month after Xu, the 77-year-old soul of the pharmaceutical industry, died, his son became the successor.

On July 29th, 20021,official website, a Yang Zijiang pharmaceutical company, announced that Xu Haoyu was elected as the chairman and legal representative of the company and appointed as the general manager of the company according to the resolution of the seventh meeting of the fifth board of directors held that day.

With the fading out of the founders of the older generation of pharmaceutical companies in China, there are at least hundreds of children who have taken over or are preparing to take over the family business. The scale of their pharmaceutical companies, in terms of the total market value of listed companies, has exceeded 30% of the total market value of listed pharmaceutical companies in China.

Among them, some people have worked in pharmaceutical companies with their parents for many years and are familiar with the handover; Some people choose to start from their own areas of expertise and gradually move closer to the direction of family business.

No matter which word is used, the private pharmaceutical companies in China have reached the moment when the founder generation handed over power.

Finish a son's work in half a month.

It has been 50 years since the establishment of the pharmaceutical industry, and Xu's career has been condensed here. Until the evening of July 20021,20265438+2, he suddenly fell ill at work and the rescue was ineffective.

At 8: 00 am on July 17, the farewell ceremony of Xu's body was held in the auditorium of Pharmaceutical Group. Elegy hangs high, the atmosphere is dignified, sadness and joy are low.

"Heroes of the times, pioneers in the industry, and kind elders." People from the pharmaceutical industry association wrote at the farewell ceremony, "Farewell to the Chairman".

For the heads of many pharmaceutical companies, Xu, born in 1944, is indeed an elder. His life has been ups and downs. At the beginning of his business, he experienced a crisis moment of bankruptcy. By 20 17, the company's sales revenue has reached about 70 billion yuan.

Closely tied with Changjiang Pharmaceutical, who will take over has become the biggest suspense for half a month after Xu's death.

At his father's farewell ceremony, Xu Haoyu made a speech as a representative of relatives, thanking leaders and people from all walks of life for their concern before and after his father's death, and said that he would turn grief into strength and inherit his father's legacy.

Xu was not only in control of the pharmaceutical industry before his death, but also a famous figure in Taizhou City, Jiangsu Province, where the company is headquartered. After the obituary was issued, tens of thousands of local people in Taizhou went to pay their respects every day, including locals, employees and retirees, and others came from other places to see off the local richest man.

Children depend on their father. 202 1, Xu He ranked 3 13 with wealth1500 million yuan.

Xu Haoyu, born in 1972, is 49 years old. He spent more than half his time in the pharmaceutical industry in Yang Zijiang. 1994 Up to now, I have worked in Yang Zijiang Pharmaceutical Co., Ltd., and worked as a sales clerk, manager of provincial companies and director of the first sales bureau. In September 2005, he was promoted to vice chairman of Yang Zijiang Pharmaceutical Co., Ltd.

My father died while on a business trip in Xinjiang. For Xu Haoyu, everything happened suddenly and the handover was not hasty. It is precisely because of his working experience in Yang Zijiang Pharmaceutical Co., Ltd. that Xu Haoyu successfully completed the power transfer of this large pharmaceutical enterprise with more than16,000 employees within half a month after his father died.

Handover needs to be paved in advance.

It's rare that the head of a company like Yang Zijiang Pharmaceutical suddenly gets bad news and the children jump into battle. In fact, it is more of a long stream: children have been tempered in the industry for many years, while parents have gradually faded out. Under their gaze, the children took on the main business of the enterprise.

Yan Xijun, the founder of Tasly, resigned as the chairman of the listed company Tasly (600535). SH)20 14 March 12 years. His son Yan took over because he wanted to realize a smooth and orderly transition from old to new, considering the company's long-term development strategy. After that, his father continued to serve as a director for four years.

The handover of Yan Xijun's father and son is gradual.

Yan Xijun has been the chairman of the board of directors of Tasly Holding Group. It was not until April 20021year that this position was handed over to my son. Tasly official website shows that this marks the completion of Tasly's intergenerational inheritance and responsibility handover as scheduled.

Yan, 42, is the successor of an enterprise that started with Chinese medicine. I have studied international securities, investment and banking, and have a background in pharmaceutical affairs management and Chinese medicine. Up to now, his resume is not only around medicine, but also interspersed with many investment backgrounds, and he has presided over a series of mergers and acquisitions and capital operations of Tasly. He is also the chairman of private equity fund Huajin (Tianjin) Investment Management Co., Ltd..

In Yan's eyes, his father belongs to the pioneer of the industry, while he belongs to the scientific management type, and he is more inclined to internal logical thinking.

"A generation has a generation's mission." The above-mentioned practitioners said that the environment faced by the first generation of founders at that time was that everything was lacking and medicines could be done. When an enterprise reaches the second generation, its mission becomes to inherit this foundation, so it needs to be forward-looking, because the layout of a pharmaceutical industry often takes three to five years to see the effect.

In recent years, the pharmaceutical industry often faces the problem of how to safely hand over the equity and corresponding power and wealth in the hands of founders to their children and successors.

After the reform and opening up, this group of private entrepreneurs, the so-called "generation creation", is now 50 years old. For them, family fortune management is by no means a simple financial transaction and transfer, but a comprehensive solution including asset allocation, right reconstruction and family management in family fortune. Therefore, the preliminary layout is particularly important.

Transition to children is the most common practice. For example, Guan, former chairman of Sunflower Pharmaceutical (002737). SZ), was convicted of intentional homicide. In July 2020, the People's Court of ranghulu district, Daqing City made a first-instance judgment and sentenced him to fixed-term imprisonment of 1 1 year. The second instance upheld the original judgment.

The above incidents have caused a storm in the city, but the actual control right of Sunflower Pharmaceutical has not changed. At present, Guan is still the actual controller of sunflower pharmaceutical industry. He himself served as the chairman and general manager of the company from 2009 to the end of 20 18, and resigned on February 28, 20 18. His daughter took over as chairman at the beginning of the following year, and the other daughter has been a director of the company since 20 17.

"family fortune Management" found that among well-known large enterprises, the founders of family businesses mostly consider or complete the inheritance of family businesses after the age of 60. In private pharmaceutical companies, this law still does not fall. Guan resigned as the chairman of Sunflower Pharmaceutical at the age of 64; At the age of 6 1, Yan xijun put his son in the position of chairman of Tasly.

Pass on the family line, pass on the sages?

Private pharmaceutical companies often adopt two ways, one is to transfer power to their children, that is, "carry on the family line"; The other is to hire professional managers, that is, "pass on sages."

Family fortune Management has selected 4 1 well-known large enterprises in the Forbes rich list. Most of these enterprises with clear inheritance methods still choose to pass them on to family members. Similarly, there are not many cases handed over by private pharmaceutical companies to professional managers, and the most typical case is Hengrui Pharma (600276. Shh).

After 30 years in charge of Hengrui Pharma, the founder of the company completed the power transfer of listed companies in June 5438 +2020 10, and Zhou took over as the chairman.

Zhou is not from a pharmaceutical company. 1995 After graduating from China Pharmaceutical University, I came to work in Hengrui Pharma. Since 2003, he has been the general manager of Hengrui Pharma.

According to insiders of the above-mentioned pharmaceutical companies, Zhou's initial job in Hengrui Pharma was to help collect foreign research and development academic papers. Over the years, he has rich experience in many positions at Hengrui, such as managing sales, several years of research and development, and even managing personnel. He has served as deputy minister, deputy general manager, general manager and director of development department, and basically holds important positions.

However, Zhou served as chairman for only one and a half years. In July this year, he submitted his resignation, and Sun Piaoyang returned to perform the duties of chairman.

Industry speculation about Zhou's sudden resignation is that during his helm, Hengrui Pharma lost a contrast agent product "Iodixol Injection" with a market share of more than half in the national drug collection, and the company's market value has dropped by 40% compared with the peak at the beginning of the year. Now the future is not clear. Hengrui's loss is not small.

Of the 4 1 cases of well-known large enterprises in Forbes Rich List selected by family fortune, 28 chose "carrying on the family line" and 13 chose "passing on talents" by professional managers.

"Giving the business to the children is actually very risky." According to the analysis of the above-mentioned pharmaceutical companies, although the thoughts of two generations can be passed down well, the growth environment of children is completely different from the state of "creating a generation" from scratch. Whether it can withstand the cruelty of shopping malls is actually unknown.

According to "20021China Private Wealth Report", with the increase of the age of the first generation, some people began to carry out inheritance planning and step into retirement, China enterprises gradually began to hand over, and the second generation group entered the inheritance period.

Whether it can hold up or not, the era of "successors" has objectively arrived.