In the eyes of the 16-year-old Ermenegildo Zegna Gildo, the Alps itself is far more attractive than the family-owned LanificioZegna, which was born in the mountain town of Trivero. A ski instructor seems to be a more interesting profession. In the eyes of the 16-year-old Ermenegildo Zegna Gildo, the Alps itself is far more attractive than the family-owned LanificioZegna, which was born in the mountain town of Trivero. A ski instructor seems to be a more interesting profession.
"However, this idea did not last long." Giving up this flash of the ideal career, Gildo shrugged his shoulders. "I think even if I don't join the family business, I will eventually become an entrepreneur, maybe Other industries. I am curious and ambitious to the outside world."
This year is the 19th year of Gildo's family business. The family business that started from the grandfather's era has also become a century-old luxury brand with 525 stores worldwide.
“It’s not easy to make everyone agree, but you have to work hard and find the right way to communicate and make some compromises.†When accepting an exclusive interview with China Business News, Jill To be more frank, as families grow larger and larger, it is becoming more and more difficult to reach an agreement, but it is not without a solution. The key is to actively explore the problems faced and understand each person's ideas with an open mind.
This Italian family business has been inherited for four generations. It has not been listed for financing yet, but it has been continuously developed. The model of the Zegna family may be worthy of reference for Chinese entrepreneurs who have passed the problem.
Starting from four loom machines, the four generations of the Zegna family's wealth are still prosperous and worthy of Chinese entrepreneurs' thinking.
Board decision
In 1910, Gildo's grandfather Ermenegildo started with four looms left by his father and started his textile career in Trivero.
"In that era, the best fabrics were in the UK, so my grandfather had such an idea, embroidering his name on the edge of the fabric, as a guarantee of quality, this is the embodiment of the early brand logo." Gildo recalled that this The principle of quality as life has continued to this day.
Grandfather gradually passed the secret of the company's success to two sons, Angelo and Aldo. In the 1960s, the two gradually inherited the management of Zegna and began to enter the retail clothing market. In 1972, Launched a tailor-made service, Zegna's business began to internationalize.
Gildo's uncle, Aldo, likes to tell the children stories about grandfathers and family businesses, and pass on the family's code of conduct and the roots of Zegna to the next generation. Aldo will also learn about family business from his father.
“Our relationship is very close, because the family at that time was still relatively small. There are 8 people in my generation, and there are already 13 people in the next generation. The family business cannot provide jobs for all family members.†Gildo admits that everyone Can have their own interests, join the family business without any compulsion.
In the generation of Aldo, six people entered the family business, with the exception of Aldo, cousin Paolo as the chairman of the Zegna group, Aldo's sister Anna as the image director, Paolo's two sisters Laura and Renata, and Gildo's sister Benedetta. Also perform their duties.
“We have a strict management structure. Although it is a family business, the board members are independent of the family. The whole company faces strict requirements. Even if family members want to join, they must first ensure that they have the corresponding qualifications. Otherwise it is a disaster.†Gildo admits that the decision to enter the Chinese market in the past, including the future development of the BRICS countries such as India, was decided by the board of directors.
In 1978, Gildo graduated from the University of London with a degree in economics. He first joined the high-end department store Bloomingdale's and then went to Harvard Business School for further study. Prior to becoming CEO, Gildo was responsible for the distribution of the Zegna Group's North America and Spain.
This year, Gildo’s son joined Zegna in a coincidence. “There is just one opportunity. We need to find a qualified candidate to help Zegna to do business in a new way in the future. Fortunately, he is just right. Gildo said, but before joining, the son also gave himself a requirement that must be met - stay in London instead of returning to Milan. "Every generation has different ideas, but now, he It’s right, it’s better in London.â€
Gildo has high hopes for his son, who will bring the so-called "cultural change" to Zegna. The first change to the existing business model is to make the old project more dynamic and make the product different, such as more details and stories behind the product; the second step is to create a new shopping experience, no matter online. Or offline purchase, can provide the best service, in the process to achieve the effect of optimizing inventory.
“This is a very complicated plan. It requires a lot of technology, speed and cultural support. I think more about cultural change. Now we are experimenting with these measures in Australia. We have already seen some very interesting results. Going to the United States, then to Asia. This requires a lot of investment in time and energy, and I think this will definitely change the way we do business and the way we interact with our customers," Gildo said.
Family relationship determines business success or failure
Thirty years ago, Gildo and his father Angelo came to Inner Mongolia from Italy to find high-quality Kashmir wool. This trip to China impressed them with the strange Mongolian milk tea and the enthusiasm that could not be rejected, as well as China. This huge market.
In the late 1980s, Angelo followed the World Manufacturing Association to China again, which led to the decision to enter China. In 1991, Zegna became the first international luxury brand to enter the Chinese market. Today, the Greater China market, including the Mainland, Hong Kong and Macau, contributes one-third of the Group's revenue.
Gildo believes that the success of the family business is inseparable from the Italian old saying that the whole family believes in. The close family makes the business prosperous, and the business is booming, making the family closer. This has become an important principle of the Zegna family. Despite the ever-expanding family size, family gatherings in Italy twice a year are an important event that everyone will try to participate in.
"I am not the kind of person who is easy to get along with, but I value this team very much. Although sometimes I may make the team difficult, we will have disputes, but the resources are limited. You have to decide where to go. This is really difficult. Gildo said bluntly. In Zegna, people describe Gildo's orders as short as a gunshot.
Although more than one family member is in Zegna, the division of labor is clear. As the CEO, Gildo is the last person to make a decision on corporate affairs, and the brother Paolo, who is the chairman, plays a more important role in coordinating and uniting family members. The role.
Over the past 10 years, Zegna has made new attempts in a number of areas, including the launch of perfumes in collaboration with the Estée Lauder Group and the launch of Zegna lingerie with the Italian manufacturer Perofil. In 2013, Zegna and Maserati established a long-term relationship, and in the spring of the next year, a limited edition car was launched with great success.
These new elements are based on the principle of the whole family's belief that Gildo's interpretation of the development of the family business - roots and wings, not only forget the present, but also put a long-term vision. Although some development decisions may prove to be a mistake in the future, as an entrepreneur must go through the mistakes, "it is important to correct these mistakes and know how to deal with them."
Not forgetting this, not only insisting on two family gatherings per year, but also in the operation of the Zegna Group. In the 1980s, Angelo and Aldo established a vertical supply chain system, inherited Ermenegildo's pursuit of high-quality fabrics, from the sheep to the store to ensure the quality of each link. Now, Zegna still retains this expensive system.
“It's really costly, but if you ask me about Zeria's two most important competitive advantages, one is fabric and the other is the vertical supply chain system.†Gildo believes that this not only ensures fabric quality and innovation, but also makes Zegna Customized suits can be delivered around Europe and five weeks around the world.
Today, the wealth of the Zegna family is passing on to the fifth generation. Six months ago, Gildo's son officially joined the world's largest men's luxury goods group, responsible for bringing new changes to the group's business model.
Http://news.chinawj.com.cn Editor: (Hardware Business Network Information Center) http://news.chinawj.com.cn
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