（汪海） 一场金牌编剧可能都写不来的离奇"宫斗剧本，正在中国商业界上演。近日，青岛双星名人集团董事 长、终身总裁汪海发出公开信，宣布与儿子汪军、儿媳徐英断绝关系。汪海表示，将成立"双星名人品 牌接班委员会"，主张"能人接班"和"职业经理人接班"，疑似质疑汪军的接班能力。 根据资料，双星名人集团前身为国营青岛第九橡胶厂，是我国最早的制鞋工厂。汪海抓住改革契机，接 手一度濒临破产的企业，把双星打造为行业龙头，双星运动鞋曾连续15年全国销量第一。2008年，双星 集团完成改制，鞋服业务独立为双星名人集团。不过，近年来，运动鞋服市场竞争激烈，曾经的全国第 一如今似乎正在淡出大众的视野。不料却又以这种方式重新引发大众的高度关注。 在公开信中，汪海的措施非常有时代特征，比如他称呼自己的儿子为"汪军同志"并自曝"家丑"，指出儿 子儿媳持有外国护照，因此双星作为民族品牌，不应落入外籍人士之手。 这样的争斗场面，本质上是中国民营企业接班人困境的一种反映，吃瓜群众可能感觉刺激，但是其中一 个细节却让人颇感心酸，发公开信时，汪海先生已经84岁高龄。这本该是一个人颐养天年的年纪，却仍 旧要为他创立的品牌操心动怒。 事实上，这样的困境 ...

2026.01. 05 本文字数：988，阅读时长大约2分钟 据红星资本局，1月4日， 84岁的双星创始人汪海发布公开信，宣布与儿子汪军、儿媳徐英断绝关 系。 1月3日，84岁的双星创始人汪海发布了一封"断绝父子关系的声明"，文末有亲笔签名及手印。其中 提到， "因我与汪军之间存在志不同道不合根本的分歧和不可调和的矛盾，现就断绝父子关系，做如 下声明。" 随后，汪海列出11条声明，包括接班争议、抢夺公章和侵占财产等。 图片来自汪海方工作人员 另据21财经，此次断绝关系声明中， 汪海称汪军与徐英均为美国身份，强调双星名人作为民族品 牌，绝不能由外籍人士接班。 他还痛斥对方 搞"去创始人化" ，不仅禁止宣传提及自己、拆除头像 标识，还停用其名下核心商标，甚至在经济上封锁自己。 汪海还称，将成立"双星名人品牌接班委员会"，推行"能人接班"和"职业经理人接班"。 对于汪海的种种行动，汪军似乎选择了冷处理，且看起来其保持着对双星名人的掌握。 资料显示，双星名人集团前身为国营青岛第九橡胶厂，创建于1921年，至今已有百年历史，是我国 最早的制鞋工厂。在汪海的带领下，其20世纪80年代崛起为行业龙头，双星运动鞋曾连续15年 ...

Core Viewpoint - The article discusses the rise and fall of Wang Hai, the founder of Double Star, highlighting the importance of institutional governance over personal heroism in family-run businesses [8][80]. Group 1: Power Struggle - A leaked open letter from Wang Hai to Double Star employees revealed a power struggle involving his grandson Wang Zidong and other family members, leading to a dramatic confrontation [9][10][13]. - The confrontation escalated to the point where Wang Hai was physically confined for over two hours before police intervened [14][15]. Group 2: Rise of a Shoe King - In the 1980s, Wang Hai emerged as a bold entrepreneur, defying regulations to sell shoes and organizing a groundbreaking press conference that garnered national attention for Double Star [21][24][26]. - By 2000, Double Star had become a leading domestic sports shoe brand, even surpassing Nike in sales, establishing Wang Hai as a prominent figure in the industry [43][80]. Group 3: Decline and Internal Conflict - Wang Hai's personal management style, characterized by nepotism and a lack of institutional structure, contributed to the company's decline, leading to strategic missteps and internal conflicts [46][52][54]. - A significant internal conflict in 2008 nearly destroyed Double Star, as a trusted associate turned against Wang Hai, highlighting the dangers of family-run governance [56][62]. Group 4: Governance Lessons - The article emphasizes that internal strife is a major threat to family businesses, often stemming from a reliance on personal relationships rather than formal governance structures [64][72]. - Successful companies like Li Jinji and Huawei have demonstrated that transitioning from personal to institutional governance can lead to recovery and growth [75][78].

Core Viewpoint - The recent controversy surrounding the leadership of Qindao Double Star, particularly the alleged power struggle involving Wang Hai and his family, has brought the company back into the public eye, raising questions about its governance and future direction [2][3][4]. Group 1: Leadership and Governance Issues - Wang Hai, the 84-year-old president of Qindao Double Star, claims he has been threatened and physically restrained by his son and daughter-in-law in an attempt to seize control of the company [4][6]. - The authenticity of Wang Hai's public letter, which details these allegations, is disputed, with company representatives stating it may be fake [3][4]. - Wang Hai remains a significant figure in the company, despite his family members holding a majority of shares, with his daughter-in-law Xu Ying owning approximately 45.569% [7][15]. Group 2: Company History and Market Position - Qindao Double Star, originally established in 1921, has a rich history in the footwear industry, once dominating the market with thousands of retail outlets [13][14]. - The company has faced challenges in recent years, including a decline in brand relevance and market share, particularly as it caters primarily to older demographics [18]. - The brand's value is reported at 49.2 billion, but specific financial data has not been disclosed, raising concerns about transparency [18]. Group 3: Financial Performance and Challenges - Qingdao Double Star has been struggling financially, with reported losses of approximately 1.76 billion over the past six years, and a cumulative loss exceeding 3 billion in net profit [19]. - The company attributes its financial difficulties to external market competition and ongoing construction of its factory in Cambodia, while competitors have managed to remain profitable [19]. - The company is attempting to alleviate its financial strain through acquisitions, such as the proposed purchase of South Korea's Kumho Tire, which may increase its debt burden [19][20].

Core Viewpoint - The article discusses the recent turmoil within Qindao Double Star's management, particularly focusing on the public letter from Wang Hai, the company's president, alleging attempts by his family members to seize control of the company [2][4][8]. Group 1: Power Struggle - Wang Hai, aged 84, claims he was physically threatened and restricted by his son and daughter-in-law in an attempt to force him to relinquish control of the company [2][4][7]. - The authenticity of Wang Hai's letter is disputed, with company representatives stating it may be fake, while his daughter-in-law, Xu Ying, claims they cannot locate him [2][8][9]. - Xu Ying and Wang Jun, Wang Hai's son, have gained significant control over the company, with Xu holding approximately 45.569% of shares, making her the largest shareholder [8][9]. Group 2: Wang Hai's Legacy - Wang Hai is credited with transforming Double Star into a leading brand in the Chinese sports shoe industry, earning the title "Shoe King" [2][15]. - The company has a rich history dating back to 1921, with significant milestones achieved under Wang Hai's leadership, including innovative marketing strategies that propelled the brand to national prominence [15][18]. - Despite his advanced age, Wang Hai remains a central figure in the company, actively participating in its operations and public image [9][19]. Group 3: Challenges Facing Double Star - Double Star's brand value is reported at 49.2 billion, but the company has struggled to maintain its market presence, facing competition from younger brands and a decline in store numbers [22][24]. - The company has also faced operational challenges, including a lack of transparency regarding its financial data and the performance of its real estate ventures [24]. - Qingdao Double Star, the tire business, has reported continuous losses since 2019, with a cumulative loss of approximately 1.76 billion, raising concerns about its future viability [24][25].

Core Viewpoint - A public letter allegedly signed by Wang Hai, the founder of Qingdao Double Star, has circulated online, claiming he is being pressured by family members to relinquish control of the company [1][3] Group 1: Family Conflict - The public letter details an incident on April 11, where Wang Hai was reportedly held for two hours by his grandson, Wang Zidong, and was pressured to hand over management rights [3][4] - Wang Hai's daughter-in-law, Xu Ying, stated she is unaware of the letter's authenticity and promised a public response [3][4] - The conflict appears to have been triggered by the removal of Xu Ying from her financial management role on April 11 [5] Group 2: Company Background - Qingdao Double Star was founded in 2002 and controls around 30 enterprises, with Wang Hai holding a 21.88% stake and 52% in Qingdao Mingren Marine Trade Co., Ltd [5] - Xu Ying is identified as the actual controller of the group, holding a significant indirect stake [5] - The company has shifted focus from footwear to tires, with the tire business now being its primary revenue source [6][15] Group 3: Historical Context - The "Double Star" brand has a history dating back to 1921, originally producing rubber shoes [11][12] - Under Wang Hai's leadership, the company transitioned to sports shoes in 1986 and became a leading brand in China [13][14] - The rise of foreign brands and local competitors led to a decline in the footwear business, prompting a strategic shift to tire manufacturing [15]