In the dispute over the control of Gome, the reason why the Huang family became the final winner was because thousands of unlisted stores were firmly in the hands of the Huang family; although Wu Changjiang had influence on NVC’s channel system, it did not own Ownership of the operations center.
"It is impossible to drive me away!"
At the end of the Hong Kong luxury hotel corridor, Wu Changjiang, the former chairman of NVC Lighting, buried his body in the sofa. In the ten years since the creation of NVC, this is his rare downturn.
Wu Changjiang, who said that he wants to "personally attend" the NVC shareholder meeting, reneged on June 19th. Investors are just a notice of NVC Lighting, saying that the board is investigating the so-called rumors.
The rumor is that Wu Changjiang was in trouble because of a plot in Chongqing, he gambled hundreds of millions, suffered capital cleansing, and stayed abroad... The tipping point occurred on May 25, and NVC Lighting announced that Wu resigned as chairman and executive director of the company for personal reasons. And the CEO, as well as all the positions of NVC Lighting's subsidiaries. This means that he has lost control of his own company.
A month ago, his wife Wu Love chose this room for Wu Changjiang to avoid the public's sight. On June 22, Wu Changjiang accepted an exclusive interview in this room, which was the first time he met the media after he resigned. He emphasized that he was part of the ship of NVC. “Everyone has already got on the boat,†he said of “everyone†including Safran Asia, Schneider and Goldman Sachs. “Not to mention that I am still a founder. If I don’t want to leave this boat, no one can leave me.â€
Even if entrepreneurs do everything right, they may still lose Maicheng. Wu has made many mistakes at several key moments. Some people have repeatedly reminded him to avoid the risks brought by the dispersion of equity, but he does not agree that he The contradictions and conflicts between partners and capital are seen as the inevitable experience of the entrepreneurial stage, and those equity design schemes that avoid being cleaned up, "I never thought about it in the past."
In the past fifteen years, a large number of celebrity entrepreneurs have emerged in China. In the past five years, some of them have entered the “high incidence of accidentsâ€. Some people have lost money and gambling with capital. Some people have been trapped in political and business relations, some have been involved in partner disputes. Lost character defects. How can entrepreneurs jump out of the “near-failure†robbery after the success of the first stage, and grow a long-lasting vitality?
Wu Changjiang's story provides a mirror. Of course, he still believes that this is not the end. Before the interview, Wu Changjiang buried himself deeper in the sofa. He looked tired and his eyes were slightly swollen. He carefully considered the problem and encountered sensitive words. He either stared at you with incomprehensible eyes, or closed his eyes and eyes. The topic has already been transferred to the content he is interested in. When I asked him, "How likely is it that you will return to NVC?" His voice improved: "If you really want to ask, I will tell you that I am one of the major shareholders, I am one of the founders. I am going back when I am in a state of truth." This prophecy is like the classic line of Schwarzenegger in the Terminator series: "I will be back!"
People with heroic dreams will unconsciously enter the bridge in the movie. This time, can he make a comeback?
Chip
In the game surrounding NVC, Wu Changjiang's biggest chip is the NVC supply and marketing channel closely tied with him.
Wu Changjiang called the channel dealers "brothers." An executive who had worked at Philips told this magazine that NVC had a low profile in front of dealers and was humble in mind, not as high as foreign brands. Wu Changjiang’s commitment to the “brothers†was denied by the board of directors, but he often insisted, “How much bonus to give others, how much stock to give, the board disagrees, I give.â€
The return of the "brothers" is to help Wu Changjiang to calm down the "transmutation" at a critical moment.
Wu is not the only founder of NVC Lighting. In 1998, he and his high school classmates Du Gang and Hu Yonghong jointly started a business. Wu invested 450,000 yuan. Du and Hu both invested 275,000 yuan, accounting for 45%, 27.5%, and 27.5 respectively. %. In 2002, NVC conducted an equity adjustment, and the three shares were equal, all being 33.3%. It was revealed that this is because Wu Changjiang "good gambling", took too much money from the company, and had to dilute the equity.
Since 2004, Wu Changjiang has officially served as the general manager of NVC Lighting, responsible for production and channels. He shouted that the sales volume would double that of 2003. He said that NVC would go to the US to go public. At the end of the year, NVC lighting sales doubled, creating a sales miracle. Wu Changjiang was named one of the top ten figures in China's lighting industry. The first. At NVC, his reputation and prestige reached the peak and became the company's actual trader.
When Wu Changjiang once again announced that the sales of NVC in 2005 would double again and will be listed in the United States in July of that year, the contradiction between Wu Changjiang and Du and Hu was already open. A NVC dealer at the time recalled that they often openly disputed, and the people in the company began to stand on their own teams, and even the three shareholders of the company were separated in November.
There are two different versions of the reasons for separation. The official description of NVC is that the three shareholders have serious differences in the dealer relationship. Wu Changjiang insisted on channel reform, established more than 30 operation centers across the country, and supported the operators of the advantages, but Du and Hu both resolutely opposed them and they demanded stability. Wu Changjiang said that they "are afraid of the princes and then weaken the central government."
The core of another version is a "bet" word. A former employee who left in the equity crisis recalled that in 2004, the NVC factory was surrounded by lenders because Wu Changjiang owed gambling debts outside. He believes that Wu's channel change is not all for the company's interests, and Wu has been somewhat reserved for dealers. He often borrows money from the upstream and downstream. When NVC makes a payment to the supplier, Wu will make a loan to the supplier, borrow the money in his own name, or take the money directly from the channel. If the rumor is close to the truth, Wu Changjiang will certainly strive to return. He may have two ways to give back: one is to use channel reform to distribute more profits to the channel; the other is to set up factories together with dealers to produce lamps, then brand and use mines. Channel sales.
"It is impossible to drive me away!"
At the end of the Hong Kong luxury hotel corridor, Wu Changjiang, the former chairman of NVC Lighting, buried his body in the sofa. In the ten years since the creation of NVC, this is his rare downturn.
Wu Changjiang, who said that he wants to "personally attend" the NVC shareholder meeting, reneged on June 19th. Investors are just a notice of NVC Lighting, saying that the board is investigating the so-called rumors.
The rumor is that Wu Changjiang was in trouble because of a plot in Chongqing, he gambled hundreds of millions, suffered capital cleansing, and stayed abroad... The tipping point occurred on May 25, and NVC Lighting announced that Wu resigned as chairman and executive director of the company for personal reasons. And the CEO, as well as all the positions of NVC Lighting's subsidiaries. This means that he has lost control of his own company.
A month ago, his wife Wu Love chose this room for Wu Changjiang to avoid the public's sight. On June 22, Wu Changjiang accepted an exclusive interview in this room, which was the first time he met the media after he resigned. He emphasized that he was part of the ship of NVC. “Everyone has already got on the boat,†he said of “everyone†including Safran Asia, Schneider and Goldman Sachs. “Not to mention that I am still a founder. If I don’t want to leave this boat, no one can leave me.â€
Even if entrepreneurs do everything right, they may still lose Maicheng. Wu has made many mistakes at several key moments. Some people have repeatedly reminded him to avoid the risks brought by the dispersion of equity, but he does not agree that he The contradictions and conflicts between partners and capital are seen as the inevitable experience of the entrepreneurial stage, and those equity design schemes that avoid being cleaned up, "I never thought about it in the past."
In the past fifteen years, a large number of celebrity entrepreneurs have emerged in China. In the past five years, some of them have entered the “high incidence of accidentsâ€. Some people have lost money and gambling with capital. Some people have been trapped in political and business relations, some have been involved in partner disputes. Lost character defects. How can entrepreneurs jump out of the “near-failure†robbery after the success of the first stage, and grow a long-lasting vitality?
Wu Changjiang's story provides a mirror. Of course, he still believes that this is not the end. Before the interview, Wu Changjiang buried himself deeper in the sofa. He looked tired and his eyes were slightly swollen. He carefully considered the problem and encountered sensitive words. He either stared at you with incomprehensible eyes, or closed his eyes and eyes. The topic has already been transferred to the content he is interested in. When I asked him, "How likely is it that you will return to NVC?" His voice improved: "If you really want to ask, I will tell you that I am one of the major shareholders, I am one of the founders. I am going back when I am in a state of truth." This prophecy is like the classic line of Schwarzenegger in the Terminator series: "I will be back!"
People with heroic dreams will unconsciously enter the bridge in the movie. This time, can he make a comeback?
Chip
In the game surrounding NVC, Wu Changjiang's biggest chip is the NVC supply and marketing channel closely tied with him.
Wu Changjiang called the channel dealers "brothers." An executive who had worked at Philips told this magazine that NVC had a low profile in front of dealers and was humble in mind, not as high as foreign brands. Wu Changjiang’s commitment to the “brothers†was denied by the board of directors, but he often insisted, “How much bonus to give others, how much stock to give, the board disagrees, I give.â€
The return of the "brothers" is to help Wu Changjiang to calm down the "transmutation" at a critical moment.
Wu is not the only founder of NVC Lighting. In 1998, he and his high school classmates Du Gang and Hu Yonghong jointly started a business. Wu invested 450,000 yuan. Du and Hu both invested 275,000 yuan, accounting for 45%, 27.5%, and 27.5 respectively. %. In 2002, NVC conducted an equity adjustment, and the three shares were equal, all being 33.3%. It was revealed that this is because Wu Changjiang "good gambling", took too much money from the company, and had to dilute the equity.
Since 2004, Wu Changjiang has officially served as the general manager of NVC Lighting, responsible for production and channels. He shouted that the sales volume would double that of 2003. He said that NVC would go to the US to go public. At the end of the year, NVC lighting sales doubled, creating a sales miracle. Wu Changjiang was named one of the top ten figures in China's lighting industry. The first. At NVC, his reputation and prestige reached the peak and became the company's actual trader.
When Wu Changjiang once again announced that the sales of NVC in 2005 would double again and will be listed in the United States in July of that year, the contradiction between Wu Changjiang and Du and Hu was already open. A NVC dealer at the time recalled that they often openly disputed, and the people in the company began to stand on their own teams, and even the three shareholders of the company were separated in November.
There are two different versions of the reasons for separation. The official description of NVC is that the three shareholders have serious differences in the dealer relationship. Wu Changjiang insisted on channel reform, established more than 30 operation centers across the country, and supported the operators of the advantages, but Du and Hu both resolutely opposed them and they demanded stability. Wu Changjiang said that they "are afraid of the princes and then weaken the central government."
The core of another version is a "bet" word. A former employee who left in the equity crisis recalled that in 2004, the NVC factory was surrounded by lenders because Wu Changjiang owed gambling debts outside. He believes that Wu's channel change is not all for the company's interests, and Wu has been somewhat reserved for dealers. He often borrows money from the upstream and downstream. When NVC makes a payment to the supplier, Wu will make a loan to the supplier, borrow the money in his own name, or take the money directly from the channel. If the rumor is close to the truth, Wu Changjiang will certainly strive to return. He may have two ways to give back: one is to use channel reform to distribute more profits to the channel; the other is to set up factories together with dealers to produce lamps, then brand and use mines. Channel sales.
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