Core Viewpoint - The article discusses the differences in succession practices between Japanese and Chinese family businesses, highlighting Japan's unique approach to inheritance and the cultural significance of family legacy in business continuity [6][29]. Group 1: Japanese Succession Practices - In Japan, succession is viewed as an obligation rather than a choice, with discussions focused on "who will succeed" rather than "whether to succeed" [6][14]. - The concept of "muko-iyashi" (婿养子) allows sons-in-law to inherit family businesses, integrating them into the family and ensuring continuity [16][22]. - Approximately 97% of Japanese small and medium-sized enterprises are family-owned, with about 66% being family-operated [13]. Group 2: Examples of Successful Succession - Toyota is a prime example of successful family succession, with multiple generations of the Toyota family and external leaders contributing to its growth [7][8]. - Nintendo's succession involved a son-in-law taking over, demonstrating the effectiveness of the muko-iyashi system in maintaining business stability [20]. - Companies like Uniqlo and Japan's largest courier service, Yamato Transport, have also seen successful transitions through family or external leadership [10][11]. Group 3: Cultural Factors Influencing Succession - Japanese culture places a strong emphasis on family legacy, with societal expectations for heirs to take over family businesses [28][29]. - The long-standing tradition of prioritizing family names and businesses contributes to a stable environment for succession [26][30]. - The average lifespan of Japanese companies is longer, making succession meaningful and culturally significant [29]. Group 4: Challenges and Considerations - While Japan has a robust succession framework, challenges such as internal conflicts and the need for modernization can arise [10][11]. - The article notes that Japan has fewer high-profile failures in succession compared to other countries, indicating a generally stable transition process [8][13]. - The high inheritance tax in Japan is mitigated by special provisions for business succession, encouraging continuity [29].

继承人相关的新闻往往能掀起全民热议。宗馥莉只是个例，却成了所有"公主落难"叙事的投射对象。为什么？因为优秀的家族继承者太稀少。 先来看看他山之石——日本企业是怎么接班的？ 中国的大量企业家正在进入退休潮。到时候，我们会重演宗馥莉们的争议，还是能像日本一样把传承变成常态？ 一 大部分公司都是混合接班，儿子辈传给外人，外人又传回给孙子辈。内部管理有的一派和谐，也有的帮派丛生。 日本家族企业最出名的当属丰田。继承并转型了父亲的生意、创办丰田汽车工业株式会社的是丰田喜一郎，此后他的堂兄丰田英二，儿子章一 郎、达郎，孙子章男都曾是历任社长（相当于日企的CEO），但是"外人"社长也有不少，尽管"在位时间"普遍比丰田家族的候选人略短一些，业 绩也可圈可点。 说到汽车产业，这无疑是日本的代表性产业，丰田、铃木是家族接班，本田、日产偏向于去家族化。日产做得尤为彻底，甚至敢于邀请外籍人 士，比如那位把自己藏在乐器盒试图离境的奇人卡洛斯·戈恩。 制造业本身就传统，讲究的就是传承，不过日本的另一个招牌产业——游戏行业也有"世袭制"：任天堂创始人是山内房治郎，二代社长山内积良 是婿养子，并且把第三代社长大旗直接给了自己的孙子，电玩教父 ...