盘和林 最近，黄仁勋的两个子女进入英伟达公司核心管理层。这标志着黄仁勋已开始将企业传承与战略布局深度绑定， 打破了硅谷"科技巨头子女不进家族企业"的潜规则。 黄仁勋一对子女都有酒水行业创业经历，都学习了管理，最终都进入了英伟达的关键部门担任管理职务。那么， 为什么黄仁勋要采取这种培养策略呢？个人认为原因如下： 其一，黄仁勋说到底是个具有东方观念的企业家。黄仁勋只是允许子女拥有一个"叛逆期"，比如从事酒水行业， 在东方企业家的观念中，酒水业是最容易接触到方方面面人物的行业，从事它可以顺带让子女建立属于自己的社 交圈，时间其实一点没浪费。 其二，黄仁勋对英伟达的控制力其实不强。黄仁勋只有4%的英伟达股权，可以作为参考的，是丰田家族只拥有丰 田1%—2%的股权。结果就是，无论是黄仁勋，还是丰田章男，他们自己的感觉就是：自己其实是一个职业经理 人。相比于一股独大的老板，黄仁勋在子女任用上，心理压力显然更小。因为这并不是控制权的继承，而是企业 内部社会关系的继承。英伟达内部的社会关系是无价之宝。 总之，很多富人，在面对二代继承的时候很迷茫，他们总是想要将企业"塞给"下一代，但实际上并不成功，相关 案例层出不穷。在东亚各 ...

黄仁勋一对子女都有酒水行业创业经历，都学习了管理，最终都进入了英伟达的关键部门担任管理职 务。那么，为什么黄仁勋要采取这种培养策略呢？个人认为原因如下： 盘和林 最近，黄仁勋的两个子女进入英伟达公司核心管理层。这标志着黄仁勋已开始将企业传承与战略布局深 度绑定，打破了硅谷"科技巨头子女不进家族企业"的潜规则。 通常来说，西方的富人更愿意将财富打包成信托，然后交给儿孙继承，比如伯克希尔·哈撒韦的接班人 是阿贝尔，和公司创始人巴菲特没有血缘关系，是个典型的职业经理人。而东方的富人，更愿意将企业 交接给下一代，比如泰国的谢家。很多人将这种举措看做文化差异，其实并非如此。 西方富人之所以将财富打包给职业经理人，一方面是西方富人财富继承面临天价遗产税。信托，本身就 是为遗产避税准备的，在很多国家属于第三次分配。第一次分配是工资收入，第二次分配是政府的转移 支付，第三次分配是慈善，而慈善的一个重要功能就是避税。另一方面是西方富人的企业中，存在大量 独立董事，且普遍股权分散。此时，若是想要子女继承企业，能不能在董事会和股东会获得足够多的支 持？事实上很难。 我们再来说回黄仁勋。黄仁勋对一对子女采取了"先放后收"的培养策略。 ...

转自：北京日报客户端 2025年中国食品饮料行业正处于深刻变革期，传统老牌企业面临渠道重构、产品升级、舆情风波的挑 战，新兴品牌凭借差异化定位、数字化营销和产业链布局快速崛起。变局之下，娃哈哈的传承危机、汇 源与资本博弈、三元重拾产品与服务，成为这一个年度乳饮企业摆脱困境、突破自我的缩影。回溯老品 牌娃哈哈、汇源和三元的2025年，亦是启迪行业大变局下的新思路。 娃哈哈的未了局 娃哈哈销量的提升并非仅靠热度。回顾2025年的渠道变革，当不少品牌还在为线上线下的渠道冲突焦头 烂额时，娃哈哈已启动并完成了"手术刀式"的渠道改革。如将西藏、青海经销商全部调整为与拉萨宏胜 销售公司合作，陕西、新疆、甘青宁等12个西北核心市场的经销商则转签至杭州宏胜销售公司。这一举 措直接改变了娃哈哈维持多年的渠道管理架构，通过将核心市场经销权收归"宏胜系"旗下，实现了销售 终端的垂直管控。 宗馥莉曾在接受采访时表示，一年多以来娃哈哈最重要的变化是启动了更加职业化、市场化的调整。无 论是组织架构升级，还是渠道体系优化，方向都非常明确：以机制替代惯性，让团队更贴近市场与消费 者。 但在这场效率革命的背后，还埋藏着更深的裂痕。宏胜集团申请 ...

专题：财经年会2026：预测与战略暨2025全球财富管理论坛 《财经》年会2026：预测与战略暨2025全球财富管理论坛于2025年12月18-20日在北京举行。富华国际 集团总裁赵紫红介绍，富华国际的传承历经三代：奶奶是匠心创业的奠基人，父亲完成了稳固拓新的发 展阶段，而自己作为第三代，将"守正创新"作为核心方向。 她认为，传承不是被动接受，而是主动担当，先辈留下的不仅是企业与资产，更重要的是团结协作的企 业文化与深耕实业的责任意识。 专题：财经年会2026：预测与战略暨2025全球财富管理论坛 《财经》年会2026：预测与战略暨2025全球财富管理论坛于2025年12月18-20日在北京举行。富华国际 集团总裁赵紫红介绍，富华国际的传承历经三代：奶奶是匠心创业的奠基人，父亲完成了稳固拓新的发 展阶段，而自己作为第三代，将"守正创新"作为核心方向。 她认为，传承不是被动接受，而是主动担当，先辈留下的不仅是企业与资产，更重要的是团结协作的企 业文化与深耕实业的责任意识。 "在我看来传承的是责任与希望能够让自己的企业有更美好的未来。当然重点是能够与时代共赢，任何 的传承是一个与时俱进的过程"她说。 作为新生代传 ...

专题：2025《中国企业家》影响力企业家年会 12月5日-7日，由《中国企业家》杂志社主办的"2025（第二十三届）《中国企业家》影响力企业家年 会"（原中国企业领袖年会）在北京举行，主题为"涌现·无限——共创智能商业新形态"。和君集团董事 长，和君商学院院长王明夫出席并演讲。 责任编辑：李昂 专题：2025《中国企业家》影响力企业家年会 12月5日-7日，由《中国企业家》杂志社主办的"2025（第二十三届）《中国企业家》影响力企业家年 会"（原中国企业领袖年会）在北京举行，主题为"涌现·无限——共创智能商业新形态"。和君集团董事 长，和君商学院院长王明夫出席并演讲。 谈及企业传承，王明夫从娃哈哈的传承风波提出了自己的观点。在他看来，娃哈哈的传承风波，反映了 娃哈哈在企业制度上的缺陷。 谈及企业传承，王明夫从娃哈哈的传承风波提出了自己的观点。在他看来，娃哈哈的传承风波，反映了 娃哈哈在企业制度上的缺陷。 具体来讲，他提到，制度缺陷是指娃哈的股东关系，它的公司治理结构，它的三权分立，它的现代企业 制度、公司章程、议事规则和决策程序，这些方面不够科学、不周全、不完善，存在久拖不决的盲区和 硬伤。 "于是一旦创始人 ...

以下文章来源于邱处机 ，作者邱鑫浩 邱处机 . 专门研究商业牛人 推动小产业成为大江湖。 作者：邱鑫浩 来源：邱处机 "以前别人问我做什么的，我都不好意思说是做辣条的。" 报名 「黑马年度战略研习课」， 12月26日-28日， 花3天时间， 用 战略 抢跑新赛道， 带 你一起预见未来5年的热门赛道与打法，洞察行业先机，现场直面投资机构，有机会 拿到融 资！ 本次 「黑马年度战略研习课」， 首日即由国际关系专家 金灿荣教授 前瞻解读"十五五"规划 纲要，帮你锚定国家宏观趋势，再与牛文文、冯卫东、吴世春、李祝捷等一众实战派导师 共同 探寻未来破局之道。 2026怎么干？就来 「黑马年度战略研习课」 ，锁定未来！ 扫码咨询报名 （翻到底部了解详情） 麻辣王子品牌创始人张玉东站在车间玻璃幕墙前，注视着智能化生产线，数十年的经历在他脑 中回放。 这位曾经在茶厂挣扎求存的中年人，在 2002 年毅然转型生产辣条。他恐怕不会想到，二十多 年后，自己会把一个被贴上"垃圾食品"标签的 5 毛钱零食，做成年销售额突破 15 亿元的产 业。 更令他意外和欣慰的是，那个曾以为自己家"负债累累"、海投 600 份简历求职未果的儿子张 ...

Core Viewpoint - The reality show "The Boss is New" aims to document the generational transition in China's private economy, highlighting the challenges and growth of young entrepreneurs taking over traditional industries [3][5]. Group 1: Program Overview - The show captures the stories of young leaders in traditional industries, focusing on their struggles and growth as they navigate the pressures of leadership [3][5]. - It seeks to challenge stereotypes about the "second generation" of entrepreneurs and showcase the vitality and potential of China's private economy through a blend of tradition and innovation [3][5]. Group 2: Insights from Established Entrepreneurs - Three veteran entrepreneurs shared their experiences and hopes for the next generation during the screening, emphasizing the importance of mentorship and innovation [5]. - The chairman of Jieliya Group, Shi Lei, discussed the transition from "inheriting" to "passing on" business values, encouraging the younger generation to innovate with an open mindset [5]. - Huang Shuliang, founder of Heying Clothing, expressed pride in his daughter’s resilience during factory reconstruction, reflecting a shift from worry to confidence in the new generation [5]. - Dong Zhengqi, founder of Shanghai Xinmai Food, praised his son for integrating AI thinking into traditional industries, highlighting the maturity and responsibility of the younger generation [5]. Group 3: Show Structure and Themes - The program employs a dual narrative structure of "real-life documentation + studio observation" to enhance its authenticity and depth [5]. - Young entrepreneurs face significant challenges, shedding the "boss" label to reveal their true resilience, aligning with the show's core message and the expectations of their predecessors [5]. Group 4: Broadcast Information - "The Boss is New" is set to premiere on November 29 [6].

Core Viewpoint - The article discusses the succession of Xu Yangyang as the new president of Dali Food Group, highlighting her journey from grassroots positions to leadership and the broader trend of second-generation entrepreneurs taking over family businesses in Fujian province [5][16]. Group 1: Succession of Xu Yangyang - Xu Yangyang, daughter of founder Xu Shihui, has officially taken over as president of Dali Food Group, marking a significant transition in leadership [5]. - Xu Yangyang joined the family business in 2008 after studying abroad, starting from basic positions and gradually moving up to key roles, including board member and strategic decision-maker [6][7]. - Under her leadership, Dali Food successfully went public in Hong Kong in 2015, significantly increasing her wealth and establishing her as a prominent figure in the industry [7][15]. Group 2: Business Development and Innovation - Xu Yangyang has been instrumental in launching the "Dou Ben Dou" brand of soy milk, which achieved sales of 2.266 billion yuan by 2022, positioning Dali Food as a leader in the health and nutrition sector [7]. - The company has shifted its focus from imitation to innovation, with Xu Yangyang emphasizing the need for the next generation to drive qualitative changes in the business [7][8]. - Dali Food is expanding its international presence, with strategic plans to establish production bases in Southeast Asia, including Indonesia, Thailand, Vietnam, and Saudi Arabia [8]. Group 3: Broader Trends in Fujian Business Succession - The article notes a trend of second-generation entrepreneurs in Fujian taking over their family businesses, with several notable examples, including the successors of major companies like Fuyao Glass and Sanan Group [16][19]. - This generational transition reflects a broader pattern in Fujian, where family ties and regional connections play a significant role in business operations and collaborations [20]. - The article highlights the unique characteristics of Fujian's business culture, where familial and regional bonds have fostered a network of successful enterprises across various sectors [20].

Core Insights - The article discusses the aging population in China, highlighting that 19 provinces have entered a moderately aging society, raising concerns about the "aging before becoming rich" and "aging without preparation" issues [2][3] - It emphasizes the need for a balanced development of the three-pillar pension system, which includes basic pension insurance, enterprise annuities, and personal pensions [3][5] Pension System Overview - As of the end of 2024, the participation rate in basic pension insurance is projected to reach 95%, while only 3% of employees participate in enterprise annuities and 7% in personal pensions [3] - The pension replacement rate for urban workers is estimated to be around 45%, significantly below the international warning line of 55% [5] Policy Recommendations - The "14th Five-Year Plan" suggests a dual-driven approach to building a quality pension ecosystem, focusing on both "guarantee + industry" and addressing the imbalance between supply and demand in the pension sector [4] - The plan aims to upgrade the pension system from a safety net to a quality-oriented model, transforming the elderly from passive beneficiaries to active participants in the silver economy [4] Financial Product Innovations - The article highlights the need for a robust three-pillar pension system, with a focus on enhancing the second and third pillars, which are currently underdeveloped [5][7] - Innovative financial products such as reverse mortgages, long-term care insurance, and real estate investment trusts are suggested to meet the diverse needs of retirees [5][8] Structural Goals for Pension System - A proposed short-term structural goal for the pension system is to achieve a "631" or "622" ratio, gradually moving towards a more balanced "523" or "443" ratio in the long term [6] Challenges and Solutions - The main challenge in increasing participation in the second and third pillars is the lack of enthusiasm from enterprises and individuals [7] - Recommendations include government intervention to incentivize personal savings for pensions and ensuring equitable policy measures to encourage broader participation [7] Silver Economy Growth Potential - The silver economy is expected to grow significantly, with potential areas including elderly care services, social engagement activities, and health management technologies [10] - The article identifies the need for financial products that support the silver economy as a critical growth area [10]

Core Viewpoint - The appointment of Xu Yangyang as the new president of Dali Food Group marks a significant transition in leadership for a major player in the food industry, with her extensive experience within the company positioning her to tackle current challenges and drive future growth [7][14]. Group 1: Company Overview - Dali Food Group, founded in 1989 by Xu Shihui, has grown from a small factory to a food giant with annual revenues exceeding 18 billion yuan, featuring six major brands including Dali Garden and Kexi [11]. - The company successfully launched its IPO in Hong Kong in 2015, becoming the largest IPO in the global consumer goods sector that year, with a peak market value nearing 100 billion HKD [11]. - From 2016 to 2019, Dali Food's revenue increased from 17.84 billion yuan to 21.37 billion yuan, while the Xu family maintained their status as the richest in Fujian for four consecutive years [11][12]. Group 2: Succession Path - Xu Yangyang's succession was a result of a long-term, systematic training process, starting from her grassroots experience in various roles within the company [14]. - She played a crucial role in Dali's strategic decisions, including leading the company to its successful IPO and launching the "Douben Dou" soy milk brand, which achieved over 1 billion yuan in sales within a year [14][16]. - Under her leadership, Dali is pursuing an international expansion strategy, establishing production bases in Southeast Asia, including Indonesia, Thailand, Vietnam, and Saudi Arabia [15]. Group 3: Challenges Ahead - Dali Food has faced declining revenue and profit from 2020 to 2022, with revenues of 20.96 billion yuan, 22.29 billion yuan, and 19.96 billion yuan, and net profits of 3.85 billion yuan, 3.73 billion yuan, and 2.99 billion yuan respectively [16]. - The company's stock performance has been lackluster, leading to its privatization announcement in 2023, with shares dropping nearly 50% from the IPO price [16]. - Dali's established brands are experiencing aging issues, and adapting to the rising health-conscious consumer trends poses additional challenges for Xu Yangyang [16]. Group 4: Industry Context - Xu Yangyang and her counterpart, Zong Fuli, are often compared as prominent successors in the food industry, both having similar educational backgrounds and career paths [18]. - The transition of leadership in family-owned businesses is becoming increasingly common in China, with many founders reaching retirement age [19]. - Successful business succession requires a well-planned process, as demonstrated by Xu Yangyang's gradual rise through the ranks, contrasting with other family business transitions that have faced challenges [19].