At the end of May 2012, NVC announced that Wu Changjiang has resigned as chairman, executive director and chief executive officer of the company for personal reasons and resigned from all committee positions of the company's board of directors. The successor is the company's non-executive director and Saifu. Asia Foundation founding partner.
In the first few months of fighting, Wu Changjiang, Yan and the shareholder, Schneider Electric, finally recovered their lives. Later, under the business rules that shareholders determine the fate of the company, the fate of Wu Changjiang has also caused extensive discussions in the industry. It is embarrassing for founders to lose their passive control over corporate control after the introduction of capital.
At the beginning of July, Foshan Lighting also had a high-level change when the internal battle of NVC Lighting had not yet ended. The Guangdong Securities Regulatory Bureau issued the “Decision of Administrative Supervision Measures†to Foshan Lighting and Chairman Zhong Xincai respectively, stating that Foshan Lighting's 2009 annual report, 2010 interim report and annual report, 2011 interim report and annual report were not disclosed and Foshan Schnoich’s California Electric Co., Ltd. was not disclosed. Company, Foshan Slanber Enterprise Co., Ltd. and other companies' affiliations and related transactions.
Immediately afterwards, company director Joerg ThaELe and independent director Zhang Haixia successively resigned as directors and independent directors for reasons of personal work. According to media reports, there has been a conflict between Foshan Lighting's largest shareholder and management. Therefore, Foshan Lighting believes that it is a major shareholder to report the concealed related-party transaction, and the handling result of this incident is only responsible for the company's chairman Zhong Xincai. However, the outside world still doubts that the independent directors of the company also need to bear the corresponding responsibilities.
In just a few months, the two major lighting listed companies have experienced high-level turmoil in succession, and even shocked the regulatory authorities. Is it coincidence or industry-specific? Personally, this should only be an accidental phenomenon. It cannot be said to be a universal incident. In recent years, the rapid development of real estate has naturally driven the prosperity of the furniture industry, and the lighting industry has ushered in its first spring as a branch of the furniture industry. In this fast-growing spring, the lighting industry is also expanding rapidly. Like other industries, under the challenge of rapid expansion, the shortage of funds is becoming increasingly apparent. For this reason, financing is the best option. Who will look at? A good market without heart? However, how to carry out financing, how much capital to introduce, to whom to introduce, and how to carry out the introduction of post-capital movements? If this series of issues is not carefully considered and planned in detail, then it is possible to become a blind expansion to the enterprise. A bomb that buries capital rights disputes. Once this bomb is detonated, there will be internal shocks at the top of the company. NVC Lighting and Foshan Lighting are examples.
Then, when it comes to capital financing, what should entrepreneurs do to avoid equity disputes brought about by capital financing? Personally, there are three points to pay attention to. First, we must grasp the power of shareholders at all times and must not allow the power to be controlled by investors. Li Ka-shing is firmly in control of the Yangtze River Group, which he once created. Microsoft’s Bill Gates, who is well aware of this principle, has created a company that must own the power and is willing to slow down the expansion a little bit. Second, after the financing, the operation of capital should be standardized and transparent, and always keep a clear head. Third, we must have our own management team, a team that takes the company's long-term, healthy development as its core rather than its immediate interests as its core.
In the first few months of fighting, Wu Changjiang, Yan and the shareholder, Schneider Electric, finally recovered their lives. Later, under the business rules that shareholders determine the fate of the company, the fate of Wu Changjiang has also caused extensive discussions in the industry. It is embarrassing for founders to lose their passive control over corporate control after the introduction of capital.
At the beginning of July, Foshan Lighting also had a high-level change when the internal battle of NVC Lighting had not yet ended. The Guangdong Securities Regulatory Bureau issued the “Decision of Administrative Supervision Measures†to Foshan Lighting and Chairman Zhong Xincai respectively, stating that Foshan Lighting's 2009 annual report, 2010 interim report and annual report, 2011 interim report and annual report were not disclosed and Foshan Schnoich’s California Electric Co., Ltd. was not disclosed. Company, Foshan Slanber Enterprise Co., Ltd. and other companies' affiliations and related transactions.
Immediately afterwards, company director Joerg ThaELe and independent director Zhang Haixia successively resigned as directors and independent directors for reasons of personal work. According to media reports, there has been a conflict between Foshan Lighting's largest shareholder and management. Therefore, Foshan Lighting believes that it is a major shareholder to report the concealed related-party transaction, and the handling result of this incident is only responsible for the company's chairman Zhong Xincai. However, the outside world still doubts that the independent directors of the company also need to bear the corresponding responsibilities.
In just a few months, the two major lighting listed companies have experienced high-level turmoil in succession, and even shocked the regulatory authorities. Is it coincidence or industry-specific? Personally, this should only be an accidental phenomenon. It cannot be said to be a universal incident. In recent years, the rapid development of real estate has naturally driven the prosperity of the furniture industry, and the lighting industry has ushered in its first spring as a branch of the furniture industry. In this fast-growing spring, the lighting industry is also expanding rapidly. Like other industries, under the challenge of rapid expansion, the shortage of funds is becoming increasingly apparent. For this reason, financing is the best option. Who will look at? A good market without heart? However, how to carry out financing, how much capital to introduce, to whom to introduce, and how to carry out the introduction of post-capital movements? If this series of issues is not carefully considered and planned in detail, then it is possible to become a blind expansion to the enterprise. A bomb that buries capital rights disputes. Once this bomb is detonated, there will be internal shocks at the top of the company. NVC Lighting and Foshan Lighting are examples.
Then, when it comes to capital financing, what should entrepreneurs do to avoid equity disputes brought about by capital financing? Personally, there are three points to pay attention to. First, we must grasp the power of shareholders at all times and must not allow the power to be controlled by investors. Li Ka-shing is firmly in control of the Yangtze River Group, which he once created. Microsoft’s Bill Gates, who is well aware of this principle, has created a company that must own the power and is willing to slow down the expansion a little bit. Second, after the financing, the operation of capital should be standardized and transparent, and always keep a clear head. Third, we must have our own management team, a team that takes the company's long-term, healthy development as its core rather than its immediate interests as its core.
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