84岁双星名人创始人和儿子公开决裂，百年老鞋企缘何衰落？

Core Viewpoint - The ongoing family feud within the long-established shoe company, Dousheng Mingren, has resurfaced in public attention following the founder's declaration of severing ties with his son, highlighting deep-rooted conflicts over control and ownership of the brand [1][2]. Group 1: Company Background and Ownership Structure - Dousheng Mingren was founded in 1995 by Wang Hai, who held 21.8834% of the company's shares until May 2025, when a public conflict with his son, Wang Jun, began [2][3]. - The largest shareholder of Dousheng Mingren is Qingdao Xingmaida Industrial Co., Ltd., which holds 69.4821% of the shares, with Wang Jun's wife, Xu Ying, being the major stakeholder [2][3]. - The company's management control has shifted significantly, with Xu Ying increasing her stake from 56.96% to 69.48% by May 2024, while Wang Hai's share decreased [3][4]. Group 2: Family Conflict and Legal Implications - The conflict escalated in January 2026 when Wang Hai publicly accused his son and daughter-in-law of various misdeeds, including forging stock rights and seizing company seals [1][2]. - Legal experts suggest that Wang Hai's public statements may have limited legal impact, as control is determined by shareholding rather than familial relationships [2][6]. - The feud has revealed complex issues surrounding company control, brand ownership, and family ethics, with both parties making public accusations against each other [2][4]. Group 3: Historical Context and Impact on Business - The company has a history of internal strife, with a significant conflict occurring 18 years prior, which negatively impacted its market position and brand development [8][10]. - Dousheng Mingren, once a leading shoe brand in China, has seen a decline in its market presence, with a reduction of approximately 2,000 stores from its peak, now focusing on lower-tier markets and elder footwear [10][11]. - The current internal conflict mirrors past disputes that have historically hindered the company's growth and adaptation to modern market dynamics [10][11].