9月29日，自然堂全球控股有限公司向香港联合交易所正式递交上市申请，这一动作标志着这家成立24 年的国货美妆企业正式叩响资本市场大门。作为中国第三大国货化妆品集团，自然堂集团此次IPO由华 泰国际与瑞银集团联席保荐，拟募集资金用于品牌升级、技术研发及渠道拓展。 值得注意的是，这家年营收超46亿的企业背后，是创始人郑春颖家族高达87.82%的绝对控股权，而过 度依赖单一品牌"自然堂"、线上流量占比近七成、研发投入不足等行业痛点，也随着招股书的披露浮出 水面。在美妆行业竞争加剧、技术壁垒成为核心竞争力的当下，这家老牌国货能否突破"流量依赖症"， 构建多元化品牌矩阵，成为资本市场最关心的命题 家族控股超八成引争议 上市后小股东会沦为"陪跑"吗？ 自然堂集团的股权结构堪称"家族式治理"的典型样本。招股书显示，截至最后实际可行日期，郑春颖、 郑春彬、郑春威、郑小丹四兄妹通过创始人BVI公司及离岸控股实体，合计持有公司约87.82%的投票 权，形成绝对控制权。"兄弟连"式治理模式在资本市场上并非孤例，但如此高比例的股权集中仍引发投 资者对小股东权益保障的担忧。 郑春颖作为集团灵魂人物，其职业生涯颇具传奇色彩：1964年出 ...

香港商业家族虽只有百年传承历史，但最多已传承六代，家族成员也成为各个领域的佼佼者。其背后的原因是成功的企业传承、有效的人才培养和系统的 家族治理。内地商业家族若从现在开始，以更宏观、长远的视角看待家族企业传承和家族治理，就更有可能实现家族企业传承的系统性目标，即企业持续 发展、财富管理得当、人才不断涌现和家族世代繁荣四者合一。 从19世纪40年代至今，香港历经180多年的现代经济发展，虽道路曲折，但取得了国际公认的成果，也涌现出一批持续经营多代的家族企业。 在2024胡润中国500强企业中，有42家企业历史超50年，其中70%来自香港和中国台湾；有6家企业历史超百年，还有1家超90年，这些企业均来自香港。 掌管恒基兆业的李兆基家族、掌控九龙仓的包玉刚家族、创办李锦记的李文达家族、拥有周大福珠宝品牌的郑裕彤家族，以及长期占据华人首富位置的李 嘉诚家族等，都是其中的典型代表。 其中，创业时间最早的当属19世纪中期成立的香港中华煤气(1862年)，后于1983年被李兆基家族收购全部股权；最晚的则是1929年起步的郑裕彤家族相关 企业。 历经百余年持续发展，香港家族企业经历过完整的经济周期，其发展历程普遍比内地企业更 ...

从"一碗水端平"到信托设计 香港商业家族虽只有百年传承历史，但最多已传承六代，家族 成员也成为各个领域的佼佼者。其背后的原因是成功的企业传 承、有效的人才培养和系统的家族治理。内地商业家族若从现 在开始，以更宏观、长远的视角看待家族企业传承和家族治 理，就更有可能实现家族企业传承的系统性目标，即企业持续 发展、财富管理得当、人才不断涌现和家族世代繁荣四者合 一。 作者： 李海涛 封图：图虫创意 从19世纪40年代至今，香港历经180多年的现代经济发展，虽道路曲折，但取得了国际公认的成 果，也涌现出一批持续经营多代的家族企业。 在2024胡润中国500强企业中，有42家企业历史超50年，其中70%来自香港和中国台湾；有6家企 业历史超百年，还有1家超90年，这些企业均来自香港。 掌管恒基兆业的李兆基家族、掌控九龙仓的包玉刚家族、创办李锦记的李文达家族、拥有周大福珠 宝品牌的郑裕彤家族，以及长期占据华人首富位置的李嘉诚家族等，都是其中的典型代表。 其中，创业时间最早的当属19世纪中期成立的香港中华煤气（1862年），后于1983年被李兆基家 族收购全部股权；最晚的则是1929年起步的郑裕彤家族相关企业。 历经百余 ...

商业王朝的崛起与传承：珠江投资的沉浮之路 珠江投资31年的发展历程，宛如一幅徐徐展开的画卷，堪称中国民营房企发展的生动缩影。自1993年扬帆起航至今，这家由朱孟依家族掌舵的企业，曾创 造出"广州珠江铂世湾210天热销70亿"的斐然佳绩。 其业务版图广泛布局，在全国范围内开展160余个项目，逐步构建起地产、金融、城市更新等多元并进的宏大格局。 股权穿透情况显示，朱氏家族凭借珠江投资控股集团（30.15%）、珠光集团（20%）、衡阳合创（18.96%）等途径，牢牢把控着珠江人寿近90%的股权， 精心构筑起一个庞大且复杂的产融结合体系。 2024年：债务危机的爆发 然而，2024年债务危机的爆发，如同一场突如其来的风暴，打破了企业表面的繁荣。最新债券报告无情地揭开了其光鲜表象下的财务困境：全年营收虽达 165.88亿元，却遭遇16.53亿元的亏损。而造成这一局面的核心诱因，是高达34.95亿元的资产减值计提。 更为严峻的是，公司接连在"H21珠投1""H21珠投5"等多笔债券上违约。截至2025年6月，逾期债务累计达34.62亿元。95.75亿元的短期债务与22.48亿元现 金储备之间的巨大落差，使得这家总资产达1 ...

Core Insights - The article discusses the evolution and success of family businesses in Hong Kong, highlighting their long-standing history and the lessons learned in ownership and management succession [3][25]. Group 1: Historical Context - Hong Kong has over 180 years of modern economic development, producing numerous family businesses that have operated for multiple generations [2]. - In the 2024 Hurun China 500 list, 42 companies have a history of over 50 years, with 70% from Hong Kong and Taiwan, including six companies over 100 years old [3]. Group 2: Ownership Succession - The article outlines the challenges of ownership succession in family businesses, particularly the pitfalls of equal share distribution, as exemplified by the case of Yung Kee Restaurant [4][5][6]. - Trust structures have been increasingly utilized for ownership succession, with the case of New World Development illustrating the complexities involved [7][8]. Group 3: Successful Trust Structures - The Lee Shau Kee family has implemented a mature trust mechanism that allows for dynamic adjustments based on contributions, ensuring smooth succession and governance [8][9]. - Other families, such as the Cheng Yu-tung family, have also successfully utilized trust structures to maintain control over their businesses despite management changes [9][10]. Group 4: Governance and Leadership - Family governance has evolved from informal rules to structured systems, with families like Lee Kum Kee establishing comprehensive governance mechanisms [21][22]. - The role of family leaders has been crucial, with examples of non-business leaders stepping up to guide family governance, as seen in the case of Kwan Siu-king from New World Development [24]. Group 5: Lessons for Mainland China - The experiences of Hong Kong family businesses provide valuable insights for mainland Chinese family enterprises, emphasizing the importance of learning and adapting governance and succession practices [25][26]. - Successful family businesses prioritize not only the continuity of the enterprise but also the cultivation of talent and the prosperity of the family across generations [28].

Core Viewpoint - The article emphasizes the importance of family trusts as a crucial tool for wealth management and intergenerational wealth transfer in high-net-worth families in China, especially in the context of increasing wealth accumulation and the complexities of wealth succession [1][2][5]. Group 1: Understanding Family Trusts - Family trusts are defined as a legal structure that allows individuals to manage and protect their assets according to their wishes, ensuring compliance, asset isolation, and tax planning [3][4]. - Contrary to the belief that family trusts are exclusive to the ultra-wealthy, they can be tailored for families with varying asset scales, starting from as little as 1 million yuan [3][4]. Group 2: Growth and Adoption - The adoption of family trusts in China has seen significant growth, with the number of family trust clients at Shanghai Trust increasing from 1,200 to 12,000 in three years, marking a tenfold increase [4]. - This growth reflects a shift in focus from short-term gains to long-term wealth preservation among families [5]. Group 3: Functions and Benefits - Family trusts serve multiple functions, including risk isolation, asset protection, and structured wealth transfer, particularly in complex family dynamics [6][7]. - They provide legal independence and long-term stability, effectively safeguarding assets from marital disputes, debt issues, or inheritance conflicts [4][7]. Group 4: Planning for the Future - Family trusts allow for proactive planning, enabling clients to set specific conditions for wealth distribution, such as educational milestones or age thresholds for beneficiaries [8][11]. - In the context of an aging population, family trusts are increasingly seen as essential for ensuring the financial security of dependents and managing wealth transitions [13][14]. Group 5: Professional Management - The complexity of modern family wealth necessitates professional management, as family assets now often include diverse forms such as equity, intellectual property, and cross-border assets [14]. - Family offices, like Shanghai Trust's family management office, provide comprehensive support for family trusts, integrating legal, tax, investment, and governance expertise [9][10].

Core Viewpoint - The ongoing legal dispute within the Wahaha Group, following the death of its founder Zong Qinghou, highlights the challenges of wealth inheritance and succession in Chinese private enterprises, particularly involving family trusts and governance issues [2][11]. Group 1: Legal Dispute and Trust Issues - The lawsuit involves Zong Fuli and her three half-siblings, who are claiming a trust fund amounting to $2.1 billion and seeking to inherit Zong Fuli's 29.4% stake in Wahaha Group [2][4]. - The effectiveness of the family trust is under scrutiny, with questions about whether it was properly established and documented, especially in the context of cross-border assets [4][6]. - The original promise made by Zong Qinghou to not disadvantage his children is being challenged, as the legal framework in Hong Kong emphasizes the validity of written trust documents over oral promises [6][7]. Group 2: Governance and Succession Challenges - The report indicates that approximately 82% of Chinese family businesses lack a written family charter, relying instead on oral agreements, which complicates the establishment of family trusts [11]. - Effective governance requires a clear connection between the family's intentions and the legal structures supporting wealth transfer, emphasizing the need for a family charter that outlines succession and asset management [11][13]. - The transition from one generation to the next is fraught with difficulties, as the second generation often lacks the necessary experience and decision-making skills to navigate economic cycles [14]. Group 3: Reputation and Social Responsibility - Wahaha's current reputation crisis necessitates innovative solutions that focus on social responsibility and the dual aspects of family governance and business operations [3][12]. - The company is encouraged to shift public perception from sensational family disputes to meaningful contributions to society and business [12].

Core Viewpoint - The article discusses the governance structure and recent developments at Tao Li Bread, highlighting the shift from a unified family control to a more decentralized decision-making process within the board of directors [5][6]. Shareholding Structure - Tao Li Bread exhibits a typical family-controlled structure, with four family shareholders holding a combined 56.36% of shares, led by Wu Xuequn with 24.99% and Wu Xueliang with 15.71% [3][4]. - The family has a diversified shareholding, preventing any single shareholder from having absolute control, despite the concentration of shares within the family [4]. Recent Governance Issues - A recent board meeting revealed a dissenting vote from Wu Xueliang against a proposal to increase credit limits, indicating potential governance issues within the family [5][6]. - The company has 24 production bases with a capacity of 49.35 million tons, but production has decreased by 11.03% compared to 2023 [5]. Historical Context - The shareholding evolution of Tao Li Bread can be divided into three phases: initial family control, consolidation during growth, and governance adjustments post-IPO [7][10]. - The company was founded in 1997 by Wu Zhigang and his second son, Wu Xuequn, and has undergone several ownership changes and expansions since then [10][11]. Financial Performance - The company has faced declining financial performance, with a revenue drop of 14.2% in Q1 2025 and a net profit decline of 27.1% [19]. - In 2024, revenue was 6.09 billion yuan, down 9.9% year-on-year, with net profit at 520 million yuan, a decrease of 9.1% [19]. ESG Disclosure - Tao Li Bread currently holds a B rating in ESG assessments, with governance scores being higher than social and environmental scores [21][23]. - The company has faced criticism for its lack of transparency in social and environmental responsibility disclosures, particularly regarding employee turnover and product quality complaints [25][27]. Information Disclosure - The company has maintained a cash dividend policy, with a planned payout ratio of 76.6% for 2024, aligning with regulatory expectations [28]. - Despite having a comprehensive information disclosure system, the quality of disclosures still requires improvement, as evidenced by a consistent B rating from the stock exchange over the past three years [28].

Core Viewpoint - Chongqing Hongjiu Fruit Co., Ltd., known as the "first fruit stock," is facing a crisis as multiple senior executives, including the chairman, have been subjected to criminal coercive measures related to loan fraud and/or the issuance of false VAT invoices, marking a significant decline from its previous status as a leading player in the fruit industry [1][5][9] Group 1: Company Overview - Hongjiu Fruit was founded by Deng Hongjiu and has attracted investments from notable institutions such as Alibaba and China Agricultural Reclamation Industry Development Fund [1][5] - The company was listed on the Hong Kong Stock Exchange in September 2022, achieving a revenue of 15.08 billion yuan and a market capitalization exceeding 67 billion HKD at its peak [5][7] - As of March 20, 2024, the company has been suspended from trading, with a market value of approximately 2.795 billion HKD, a significant drop from its previous valuation [5][6] Group 2: Executive Actions and Governance Issues - All five executive directors, including the chairman and other key figures, have been subjected to varying degrees of criminal coercive measures, indicating severe governance issues within the company [3][4][8] - The family governance structure has led to a concentration of power, with multiple family members in key positions, raising concerns about the lack of independent oversight and potential risks of financial manipulation [8][9] Group 3: Financial Challenges - The company has faced significant financial difficulties, with operating cash flows consistently negative from 2019 to 2022, culminating in a cash flow of -1.823 billion yuan in 2022 [7][8] - As of June 30, 2023, the company reported a total loan amount of 2.776 billion yuan and trade receivables of approximately 10.151 billion yuan, with only 557 million yuan in cash and cash equivalents [7][8]