Emerald Emerging Markets Case Studies

Feixiang to FOTILE: growth of a family business

Jianchang Liu Kathryn Carlson Heler

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Feixiang to FOTILE: growth of a family

business

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Jianchang Liu and Kathryn Carlson Heler

Jianchang Liu is Associate

Dean and Associate
Professor at Youngor
Business School, Zhejiang
Textile & Fashion College,
Ningbo, Peoples Republic
of China.
Kathryn Carlson Heler is
MBA Program Director and
Professor in the Department
of Business Administration,
Springfield College,
Springfield,
Massachusetts, USA.

FOTILE, a family business in Zhejiang, China, has become the leading brand in the China
kitchen appliance industry and has successfully entered into the global market. It has
transitioned from a traditional family business in the 1980s to a modern enterprise due to the
successful transformation from the first generation (Father: Lixiang Mao) to the second
generation (Son: Zhongqun Mao) and to the merger of the ideals of family business with the
modern enterprise system. Both father and son have strong beliefs that family businesses
have advantages, but they have different ways and strategies of running a business.

Feixiang Group
When I was young, I was a teacher in a middle school in Cixi Town. Later I was invited to be an
accountant by some village-run enterprises, which later became township-owned. I also worked
as a salesperson for those enterprises. By doing this, I know their way of making money[1].

Through hard work, in the early 1980s[2], Lixiang Mao became the director of a local factory.
In 1985, at the age of 45 years, he established his first factory, No. 9 Radio Factory in Cixi, in
the town of Zhanghe, focused on the processing and production of TV parts. The local
administration put up the money for the purchase of the first six machines. The working
capital, hardly 2,000 Yuan (USD623 at exchange rate USD1: RMB 3.21 as of November
1985), was brought by Mao himself. He had a contract with the town to not only be the
director of the factory, but also the sales manager. He was so busy that he invited his wife, a
production manager in a knitting factory, to join him. His wife was good at management and
accounting, and became deputy director of the factory. Cixi No. 9 Radio Factory did well in
the first year.
Unfortunately, because of the national macroeconomic adjustments and control in the
second year, and overproduction, the market for television parts crashed. More than 20
similar factories stopped production. Maos factory was to close because he could not afford
to pay the workers for almost eight months. But, he did not give up.
The authors thank Gong Chen,
Fan Bin, Liu Xiaoya from
FOTILE, the MBA students at
Springfield College and to
Robert Lussier ScD for their
review of this case.
Disclaimer. This case is written
solely for educational purposes
and is not intended to represent
successful or unsuccessful
managerial decision making.
The author/s may have
disguised names; financial and
other recognizable information
to protect confidentiality.

DOI 10.1108/20450621211312910

When he saw a new automatic electronic ignition device that was not sold in the domestic
market, Mao turned for help from his friend in Beijing Electronic Techniques Research Institute.
In 1986, the company began to design, develop and make utility lighters (Figure 1). Setting-up
the new production lines took only 45 days. In 1989, he traveled to the Canton Fair[3] and
concluded his first foreign trade. In the early 1990s, he established the Feixiang Group and the
output value of the electronic ignition lighters reached 150 million Yuan (USD31.76 million at
exchange rate USD1: RMB 4.7221 as of November 1990). It once occupied 50 percent of
market share in the world. Lixiang Mao became the king of the igniting gun.
The strategy of the Feixiang Group, at this time, was to market the product internationally.
The focus was only on the lighter. No other products were designed or developed, typical of
Chinese companies at the time. Also, in 1992, suppliers to the Group refused to sell the

VOL. 2 NO. 8 2012, pp. 1-, Q Emerald Group Publishing Limited, ISSN 2045-0621

EMERALD EMERGING MARKETS CASE STUDIES

PAGE 1

Figure 1

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necessary parts for manufacturing[4]. In 1993, the profit in utility lighters decreased
dramatically due to competition and imitations. To change this, in the summer of 1994, he
invited his son, Zhongqun Mao, to come back to the company after he earned his Master in
Power Electronics Technology from Shanghai Jiao Tong University. He asked him to investigate
other products and/or industries for the company. In 1995, they registered Feixiang Kitchen
Ware Co. Ltd Lixiang Mao became the CEO and Zhongqun Mao became general manager.

FOTILE
For six months, Zhongqun Mao did nothing but read newspapers and collect data related to
electricity and automation. He investigated the market, looking for new products for the
newly formed Feixiang Group. He visited Japans largest market of electrical household
appliances and electrical enterprises and discovered that there was a great disparity
between Chinese and Japanese kitchen appliances. The Japanese kitchen appliances were
more advanced, not only in the manufacturing process, but in design. Was this disparity a
business opportunity for Feixiang? Zhongqun Mao and his father agreed to focus on range
hoods or microwaves after they did a market survey in the cities of Shenzhen and
Guangzhou in Guangdong, China. But which one? They disagreed with each other.
Lixiang Mao believed that:
[. . .] microwave ovens will become the necessities of Chinese families. There are more than 250
manufacturers producing range hoods which are highly concentrated in the Zhujiang River Delta
and the Jiangsu-Zhejiang region. Being involved in fierce competition in the industry has been
difficult; the construction of a new brand is easier said than done!

But Zhongqun Mao decided to focus on range hoods after the long-market investigation:
Chinese kitchens are very different from western ones because they are always full of fume and
smoke. The foreign brand enterprises have not done very well in China while domestic
enterprises are mostly committed in the low-end product development and marketing. There are
hundreds of competitors in the low-end products. Although the threshold is high for high-end
products, but once entered and seize the opportunity, the product will be a pioneer on the market.
As long as there are good products, I am not afraid that there will not be good markets.

He insisted on manufacturing range hoods (Figure 2). His three reasons were: microwave
ovens were not essential for the Chinese family while kitchen range hoods were necessary
family appliances; second, range hoods were connected to Chinese cooking habits while
microwave ovens were not and therefore, would be difficult to sell; third, Chinese consumers
were more concerned about the functions and design of the range hoods. There is a
demand for upgrading; it is a rare opportunity.

PAGE 2 EMERALD EMERGING MARKETS CASE STUDIES VOL. 2 NO. 8 2012

Figure 2

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FOTILE Chimney Hood

CXW-200-EH12S
Zhongqun Mao told his father not to take over his business if he did not agree with him on
starting the range hoods business. Lixiang Mao read his sons market research report and
after careful consideration and calm analysis, he finally agreed with his sons decision. But
looking back, he said:
It was not an easy decision for me at that time because he [the son] had no experience of running
a business. If he succeeded in upgrading the range hoods, everything will be good. But if he
failed, The Feixiang Group that I have devoted to for 10 years would go bankrupt and all the
money would never come back.

How to manage the new company was a challenge for Zhongqun Mao. For the second time,
he made an unexpected decision that really upset his father:
Three rules must be obeyed for the new company. First, a new brand must be used for the new
products. Second, no employees from Feixiang, especially the relatives, are allowed to join in
FOTILE unless I agree. Relatives cannot work in the managerial posts and new factories must be
set up. Third, I must have rights of making important decisions on new businesses.

Zhongqun Mao did not want to follow the traditional way of running the new business. He
believed that a family business must follow modern corporate ideas and organization
structure and design. Although Lixiang Mao was very unhappy, he compromised again with
his son.
When everything was almost ready for the new business, Zhongqun Mao refused to use
Feixiang as the brand even though his father had already registered kitchen ware for the
Feixiang Group. Instead, he decided to use FOTILE as the brand and name for the new
company. They even quarreled with each other over using the brand name FOTILE. Lixiang
Mao said angrily:
I have registered Feixiang for all categories and all products. Fei and Xiang are two characters
from my daughters name and my name. I have devoted to Feixiang for a long time. In spite of its
intangible assets, it takes half a year to get a new trademark. We should continue to use Feixiang
as the brand.

But Zhongqun Mao disagreed:

Feixiang conveys nothing and people cannot relate it to kitchen. It is not good for marketing. As a
new brand for range hoods in kitchen, we need a fashionable name that reflects family and love.

The stalemate continued for three months. How did Zhongqun Mao finally convince his
father to use FOTILE? One reason is that he got support from his mother. Another reason is
that the name was also put forward by the plan written by Zhejiang University. According to
Zhongqun Mao, FOTILE means convenient and safe in Chinese. When he was a university
student, Madam Fang, a TV host in Hong Kong Asian TV was popular with her cooking

VOL. 2 NO. 8 2012 EMERALD EMERGING MARKETS CASE STUDIES PAGE 3

program and she was well known as FANG TAI (similar sound like FOTILE). The magazine on
food, FANGTAI WORLD, was very popular in Southeastern Asia and loved by housewives.
He came across the magazine and loved the word FOTILE at first sight while he was on
business. FOTILE can give an image of a clean and healthy housewife. It can enrich the
brand. For the third time, the father compromised. Ningbo Feixiang Kitchen Ware Co. Ltd
was changed to Ningbo FOTILE Kitchen Ware Co., Ltd on January 18, 1996 (Plate 1).
After deep thought, the father agreed and decided to make changes. He promised his son
that he would be the supporter of FOTILE and be ready to offer his advice and experience. In
his family business, Ningbo Feixiang Group Corporation, Lixiang Mao placed his son and
wife into the division of FOTILE. He placed his daughter into another division of Feixiang. For
those former employees who helped him, he put them in charge of new factories near
FOTILE (See Exhibit 1 for list of the current Ningbo Feixiang Group Corporation).

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The first thing Zhongqun Mao did was to spend ten months designing range hoods with the
students from Zhejiang University. The range hood became very successful as the first
product of FOTILE. Although he sold it at a price 20 percent higher than the average price of
other brands, sales reached 100 million Yuan (USD12.08 million at exchange rate USD1:
RMB 8.28 as of 1997) in 1997. In January 1998, FOTILE invited the famous Hong Kong TV
host FANGTAI (FOTILE) to be the brand spokesman of its range hoods on television. The
advertisement, Cooking dishes with Fotile and get rid of oil fume with FOTILE, spread all
over China. Annual sales were close to 200 million Yuan USD24.16 million at exchange rate
USD1: RMB 8.28 as of 1998), 193.4 percent higher than a year earlier.
However, in 1999, FOTILE experienced a slowdown in product sales. More household
electrical appliance enterprises entered the market. Sales managers began to tell Zhongqun
Mao to lower the price to increase sales. Almost every day, he received many calls in
opposition to higher prices. He even received calls from his father to lower the price:
It was the most stressful time since the start of FOTILE [. . .] I was not satisfied with what I saw in
Feixiang, especially the disadvantages of low price products. I just started high-end FOTILE for
several years and it was a great success. If I lower the price to compete with other brands, what I
have done before is equal to zero.

Once again, Zhongqun Mao decided to rely on having better and innovative quality
products:
I traveled abroad and I was attracted to some beautiful European models. So I started the
European appearance and Chinese core product research [. . .] Eventually in 2001, we
introduced a new European-style product, which soon became the leader in the whole industry.
At that time, I was still young. It was a pity that I didnt apply for a patent.

Plate 1

PAGE 4 EMERALD EMERGING MARKETS CASE STUDIES VOL. 2 NO. 8 2012

He resisted the price battle and maintained the high-end market leader position. In 2001,
FOTILE started to assemble integrated kitchens (Figure 3). In April 2003, Zhongqun Mao
changed the brand name of FOTILE kitchen ware to FOTILE kitchen expert. FOTILE
became one of the most valuable brands in 2003 and the integrity kitchen technology of
FOTILE was listed in the achievements of Chinese Construction ministry recommended to
lead the revolution in kitchen[5].
Culture innovation made ground work for FOTILEs steady growth. Since 1999, FOTILE has
brought in high-level professionals from different multinational enterprises and built a
management team characterized by a combination of Chinese and westerners. The director
of human resources is from Minolta Japan, business director is from Fuji Xerox Japan,
director of sales is from the Coca Cola USA, and the water heater business director is from
Siemens Germany. More than 20 rules and regulations were based on Western management
models.

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FOTILE first established the Confucius Hall in Chinese enterprises[6]. All the top
managers gave lectures to the employees according to their understanding of Confucius. All
the employees were encouraged to read Confucius, recommended by the lecturers
including Zhongqun Mao and his father, Lixiang Mao, who have devoted time to study
Confucian culture.
In 2002, Lixiang Mao turned the running of the company over to his son. He remains
Chairman of the Board. Both the father and son, Zhongqun Mao, have a lot in common on the
establishment of corporate culture and the role of responsible enterprise. FOTILE takes care
of its employees and has invested in a series of cultural and recreational facilities. It took the
lead in drawing up the 2006 enterprise social responsibility report in the industry and issued
research in Chinese citizens kitchen life (www.fotile.com/english/service/video/1/2.html).
A sophisticated scientific management system and heavy investment in research and
development created a solid foundation for FOTILEs development:
With the rapid development of FOTILE, I realized that I had to set up the management system,
especially the quality control system and the marketing system, to help me out. I spent a lot of
money cooperating with three consulting companies in IPD [Integrated Product Development),
TQM and DPR, and so on.

FOTILE was the first enterprise in the kitchen industry to introduce ISO9001 in its first
managerial year and gained the ISO9001, ISO14001 and OHSA18001 integrated
certifications. FOTILE was the first company in China that applied integrated product
development procedure. FOTILE invests not less than 5 percent of its profit into R&D every
year. By establishing an extraordinary R&D organization, cooperating with several Chinese

Figure 3

VOL. 2 NO. 8 2012 EMERALD EMERGING MARKETS CASE STUDIES PAGE 5

famous universities and research institutes, and top-notch global design consultancy, such
as IDEO, Fotile had possessed more than 300 patents for intellectual property, leading
appearance design, kitchen integration technology and ergonomic studies by 2009 (See
Exhibit 2 for a list of patents held by FOTILE):
We have clear goals. The Mission of FOTILE is to make homes better. The vision of FOTILE is to be
a respectable world- class company. The core value of FOTILE is the integration of people
character, corporation character and product quality.

Zhongqun Mao said. Nowadays, culture innovation, product innovation and management
innovation are driving FOTILE to develop steadily. In 2008, both range hoods and cook tops of
FOTILE were the first choice of Chinese consumers. FOTILE reached a sales income of 300 million
RMB Yuan (USD48.15 million at exchange rate USD1: RMB 6.23 as of 2011) in 2011. It has
sales offices in every province of China. It has successfully entered more than 40 countries and
regions.

Father and son

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After he gave the running of the company to his son in 2002, Lixiang Mao spent one third of
his time presenting lectures in different places such as universities, government, enterprises,
TV stations and international forums. He spent an additional third of his time writing books on
family business and other third meeting friends.
During his time of making lectures and writing books, he found that:
The inheritance of the family business had been a problem. Because of the failure in the process
of transformation, many family enterprises declined. There were more than 25,000 private
enterprises in Cixi and the majorities were family enterprises. More than 95 percent of the family
business cannot get away from the reality that third generations seldom do well. It is reported that
more than 90 percent of the family businesses in Asia declined in the third generation[7]. More
than 85 percent of the Chinese private businesses are family business. That is why I set up a
school in 2007 to share and spread the thoughts on the inheritance of a family business and to
conclude some systematic theories that can benefit other family business.

In his opinion, the long-lived enterprises are those who have strong brands and develop
steadily and healthily.
FOTILE showed little interest in cross-industry development and entering the stock market.
Both father and son agree that the firm should remain in the family. Lixiang Mao, his wife, and
his son hold 80 percent of the shares of FOTILE. His daughters family hold 14 percent of the
shares and a limited number of shares are for the top managers of the company.
According to Zhongqun Mao:
Looking ahead, FOTILE will continue to develop high quality products and services in order to
make peoples lives better, to maintain the No. 1 position in the China kitchen appliance industry
as well as be a respectable world class enterprise. If we work towards these goals, we must have
a solid belief. An enterprise without faith will never become a world-class enterprise. I have been
successful, in accordance with my ideals and planning, changing FOTILE from a small family
business to an enterprise with modern management methods [. . .] It is very clear that to be a
respectable world class enterprise is related to sales target, profit goal, brand objectives,
management goal and so on. But I think the most important thing is to take social responsibility
actively. According to my understanding, it mainly contains three aspects: legal responsibility,
moral responsibility, and responsibility of development.

Zhongqun Mao spends his time reading books and learning:

My greatest concern is strategy. What we have done is a three-year rolling strategy. From the
beginning of each year to September, I think strategies. In September, we write the strategic plan.
Then we divide it into the annual business plan and then into the budget plan. As soon as I finished
them, I can relax. At the start of a new year, I mainly focused on strategy implementation to avoid
deviation. Our strategy is not to put profit and being in first place, but the development of the
enterprise.

PAGE 6 EMERALD EMERGING MARKETS CASE STUDIES VOL. 2 NO. 8 2012

Notes
1. All quotes attributed to Lixiang Mao and Zhongqun Mao are taken from interviews given to Chinese
media and found on the internet. They have been translated by author Jian Chang Liu and approved
by FOTILE (Lixiang Mao: Lao Mao and his three entrepreneurial successes: www.cnnb.com.cn/
xwzxzt/system/2008/12/16/005920201.shtml, rebellious and creative vs sophisticated and
experienced: a wise and brave young man who made the legend of FOTILE: http://info.xjd.
hc360.com/2012/05/051610107722.shtml, CEO of FOTILE: open a Confucius school in the
company: http://wenku.baidu.com/view/004066186bd97f192279e948.html).
2. At the so-called Third Plenum of the 11th Central Committee Meeting of the Chinese Communist
Party in late 1978, Deng Xiaoping grasped the urgency of Chinas post-Mao transitional imperatives
and forged a dramatic new course with four simple words reform and opening up. In the years to
follow, that mantra was translated into action by an unparalleled 30-year development miracle (www.
nytimes.com/2012/11/09/opinion/china-should-reform-and-open-up.html). Most of the family
businesses in Zhejiang, as well as in other regions of China, started in the late 1980s. Getihu
(sole proprietorship) began to have their growth in Zhejiang when private enterprises were
encouraged by the local policy (although it was not clearly stated in China). In the early 1990s,
private enterprises that were mostly the origin of family business increased in number in Eastern
China, i.e. Zhejiang, Guangdong, and Fujian provinces.

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3. The Canton Fair is a trade fair held in the spring and autumn seasons each year since the spring of
1957 in Canton (Guangzhou), China. The fair is co-hosted by the Ministry of Commerce of China and
Peoples Government of Guangdong Province, and organized by China Foreign Trade Centre (www.
cantonfair.org.cn/en/).
4. Lixiang Maos daughter and son-in-law built a factory to supply the necessary parts needed for
manufacturing; therefore solving this crisis for the Group.
5. FOTILE brand series products repeatedly earn honors in China, including: one of the most ten
potential brands in 2002, the first-choice in luxurious family, China Top Brand by the State
Industrial and Commercial Administration in 2005, one of the most valued brands in China in 2005,
IF Design Award China, top 500 Most Valuable Brand China, and China Well-known Trademark.
6. FOTILE introduced traditional Chinese culture into its corporate culture and organizational
management. The system combined the concepts of benevolence, righteousness, courtesy,
wisdom and royalty promoted by Chinese culture with modern enterprise management methods. . .
FOTILE was well known for being an honest organization and following applicable law. Even in this
situation the company committed to increasing its transparency in terms of management operations
as well as respecting intellectual property rights, fair trade and competition (www.chinacsrproject.
org/Uploads/%7B599CCFA0-3F78-42D1-8025-22928516EE3C%7D_Case_Study_Zhejiang_Fotile_CSR.pdf).
7. About 40 percent of US family-owned businesses turn into second-generation businesses, but far
fewer approximately 13 percent are passed down successfully to a third generation, family
business experts say (Klein, When the third-generation runs the family biz, BusinessWeek.com,
4 December 2010, p. 9).
8. FOTILE Video: www.fotile.com/english/service/video/1/2.html

Keywords:
Strategy,
Family business,
China,
Corporate strategy,
Family firms,
National cultures,
Globalization

9. The core of Confucianism is humanism, the belief that human beings are teachable, improvable and
perfectible through personal and communal endeavor especially including self-cultivation and
self-creation. Confucianism focuses on the cultivation of virtue and maintenance of ethics, the most
basic of which are Ren, Yi, and Li. Ren is an obligation of altruism and humaneness for other
individuals within a community, Yi is the upholding of righteousness and the moral disposition to do
good, and Li is a system of norms and propriety that determines how a person should properly act
within a community (http://en.wikipedia.org/wiki/Confucianism).
10. Unwillingness to respond to change. This has been identified as the single most common cause of
failure for family firms. Resistance to change is exacerbated by diminishing vitality as founders grow
old. The second or third generation, who are usually educated abroad, have been exposed to new
technology and fresh, innovative ideas. Once the young ones try to take over, they are restricted with
controls and the philosophy of sticking to the tried and the tested scheme (www.asianjournal.com/
consumer/eric-soriano/10026-why-most-family-businesses-fail.html).

VOL. 2 NO. 8 2012 EMERALD EMERGING MARKETS CASE STUDIES PAGE 7

Exhibit 1

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Figure E1

Exhibit 2
Table EI Patents held by FOTILE

Rangehood
Stove
Gas water heater
Sterilizing cupboard
Others
Total

Invention

Practical

Appearance

26
13
8
0
4
51

95
42
10
15
13
175

64
51
8
32
17
172

Source: http://test.fotile.com/english/about/RD/Patent.html

About the authors

Jianchang Liu, Associate Dean and Asociate Professor of Business School, Zhejiang Textile
& Fashion College, China, is currently a visiting scholar supported by China Scholarship
Council at Springfield College, Massachusetts, USA. He does research in the areas of
strategic management, marketing and the strategy for the fashion industry. He is a member
and expert consultant of the Ningbo Private Entrepreneurs Association. Jianchang Liu is the
corresponding author and can be contacted at: sanyi128@163.com
Kathryn Carlson Heler, MBA Program Director and Professor, does research in the areas of
strategic management and nonprofit management. She has published in various nonprofit
journals and presented at management conferences. Presently she is working on a book on
strategic management for NGOs. Dr Heler teaches MBA courses in strategic management,
organizational behaviour, and fund development for NGOs.

PAGE 8 EMERALD EMERGING MARKETS CASE STUDIES VOL. 2 NO. 8 2012