中國(guó)家族企業(yè)面臨傳承危機(jī)

China has a problem with family businesses: a sizeable number are preparing to hand over control to the next generation. However — in a development that some say will hurt and others think might help the world’s second-biggest economy — some may not stay in business at all.

中國(guó)的家族企業(yè)面臨的一大問(wèn)題是：相當(dāng)多的企業(yè)家正準(zhǔn)備把控制權(quán)交給下一代。然而，有些第二代可能根本不會(huì)繼承家業(yè)——有人認(rèn)為這一趨勢(shì)會(huì)損及全球第二大經(jīng)濟(jì)體的發(fā)展，另一些人則認(rèn)為這對(duì)中國(guó)的經(jīng)濟(jì)發(fā)展有益。

More than half of the children of the wave of entrepreneurs that built China’s export economy after former leader Deng Xiaoping opened the Communist nation to free market capitalism in 1979 do not want to succeed their parents as bosses of their family firms, surveys and academic studies suggest. Instead, they would rather work for themselves or in fashionable industries such as banking, investment and technology.

中國(guó)前領(lǐng)導(dǎo)人鄧小平1979年將共產(chǎn)主義中國(guó)的大門(mén)向自由市場(chǎng)資本主義開(kāi)放后，中國(guó)涌現(xiàn)出來(lái)一大批企業(yè)家，是他們打造了中國(guó)的出口型經(jīng)濟(jì)。現(xiàn)在，調(diào)查和學(xué)術(shù)研究結(jié)果顯示，這些企業(yè)家的后代有一半以上不愿接替父母掌管家族企業(yè)。他們寧愿自己創(chuàng)業(yè)，或在銀行、投資和科技等熱門(mén)行業(yè)工作。

“What China is facing is a big social and economic loss,” says Joseph Fan, co-director of the centre for economics and finance at the Chinese University of Hong Kong. “A lot of productive business will stop,” adds Prof Fan who estimates that founder-run businesses contribute over half of China’s GDP, with much of the rest of the economy comprised of state-owned enterprises.

“中國(guó)正面臨巨大的社會(huì)和經(jīng)濟(jì)損失，”香港中文大學(xué)經(jīng)濟(jì)及金融研究所主任范博宏(Joseph Fan)指出。“很多高產(chǎn)值的企業(yè)將會(huì)后繼無(wú)人，”范博宏補(bǔ)充說(shuō)。他估計(jì)創(chuàng)業(yè)第一代經(jīng)營(yíng)的企業(yè)貢獻(xiàn)了中國(guó)國(guó)內(nèi)生產(chǎn)總值(GDP)的一半以上，剩余部分主要來(lái)自國(guó)有企業(yè)。

Observers of the trend pin the cause on factors from the individualism of Chinese millennials to the fact their business-owning parents have worked so hard to succeed in a business they neglected to involve their children in their companies. Children of entrepreneurs who sent them to school or university in the West can also return home inspired to start their own venture that is based on experiences they had abroad.

觀察人士把出現(xiàn)這一趨勢(shì)的原因歸結(jié)為，中國(guó)千禧一代的個(gè)人主義傾向，以及作為企業(yè)主的父母忙于把企業(yè)做成功，忽略了讓子女們參與到公司經(jīng)營(yíng)中來(lái)等因素。那些被送到西方接受教育的第二代，回國(guó)后也可能受他們?cè)趪?guó)外的經(jīng)歷啟發(fā)自己創(chuàng)業(yè)。

“In my expert opinion, it is more than six in 10 children of business owners who are unwilling to take on the family business,” says Prof Fan, who says he speaks to more than 100 Chinese entrepreneurs each month for his academic research and in his practice consulting business founders on succession planning.

“從我作為一名專家的角度看來(lái)，6成多企業(yè)主的子女都不愿接管家族生意，”范博宏說(shuō)。他表示，為進(jìn)行學(xué)術(shù)研究，以及在為創(chuàng)業(yè)第一代提供企業(yè)傳承計(jì)劃咨詢的過(guò)程中，他每個(gè)月都會(huì)和100多位中國(guó)企業(yè)家面談。

Professor Jean Lee, co-director of the Centre for Family Heritage at the Shanghai-based Ceibs, China’s top-ranked business school, cites three widescale research projects on family business succession that have been carried out by Chinese universities since 2011, which show that less than half of the would-be second generation of family business leaders are willing to take up the reins.

位于上海的中國(guó)頂級(jí)商學(xué)院中歐國(guó)際工商學(xué)院(Ceibs)的家族傳承研究中心聯(lián)席主任李秀娟(Jean Li)教授，列舉了2011年以來(lái)中國(guó)的大學(xué)開(kāi)展的三個(gè)家族企業(yè)傳承大型研究項(xiàng)目，這些研究結(jié)果顯示，不到一半的家族企業(yè)的準(zhǔn)二代掌門(mén)人愿意接管家族生意。

“China’s family business sector has lacked that culture of raising and educating the children in the ways of the family business and the family business culture,” says Prof Lee. She explains that busy entrepreneurs “do not groom their children to take over”. Many are “raised by grandparents and then they are often sent to the west for boarding school and university”, she adds. “The bonding with the family is not very strong, and those who return to China come back full of new ideas and aware of other career options.”

“中國(guó)的家族企業(yè)缺乏以家族企業(yè)的方式和文化撫養(yǎng)和教育子女的文化，” 李秀娟說(shuō)。 她解釋道，企業(yè)家們太忙，“沒(méi)有讓孩子做好接管家族生意的準(zhǔn)備”。很多孩子“由祖父母養(yǎng)大后，通常被送到西方國(guó)家上寄宿學(xué)校和大學(xué)，”她補(bǔ)充說(shuō)，“他們與家族的關(guān)系并不是十分牢固，那些回國(guó)的第二代滿腦子都是新想法，同時(shí)也看到了其他的職業(yè)選擇。”

Li Xin, a 26-year-old who earned his masters degree from Warwick University in Britain last year and has returned to mainland China, is a prime example of this trend.

26歲的李欣(音)就是個(gè)典型的例子，他去年在英國(guó)華威大學(xué)(Warwick University)獲得碩士學(xué)位后回國(guó)。

Mr Li says his father, who is now 58, has run a successful construction business since 1997. But the younger man, who like most other Chinese people his age does not have any siblings, says he has no intention of stepping into his father’s shoes. Instead, he is starting his own business in Suzhou, an affluent city about 100 kilometres north-west of Shanghai, which will teach personal trainers popular Western exercise disciplines such as CrossFit, catering to China’s burgeoning new market for health and fitness. “I guess it was my experience studying in Britain that inspired me to do this,” he says of his start-up company, which he has called Flex New Body Culture. “Also I travelled to the US in 2015 to see what was going on in the fitness industry, as I had an idea by then that I wanted to do this.”

李欣表示，他父親今年58歲，從1997年開(kāi)始經(jīng)營(yíng)一家建筑公司，生意很成功。像大多數(shù)同齡中國(guó)年輕人一樣，李欣是獨(dú)生子女，不過(guò)，他表示無(wú)意繼承父業(yè)。相反，他正在上海西北約100公里的富裕城市蘇州創(chuàng)辦自己的企業(yè)，業(yè)務(wù)是教授健身教練CrossFit等西方流行的健身課程，以迎合中國(guó)蓬勃發(fā)展的健康和健身新市場(chǎng)的需求。“我想做這件事是受我在英國(guó)學(xué)習(xí)的經(jīng)歷啟發(fā)，”他在談到他的創(chuàng)業(yè)公司Flex New Body Culture時(shí)說(shuō)。“2015年，我還去了美國(guó)，考察那里的健身行業(yè)最新潮流，因?yàn)槟菚r(shí)候我已經(jīng)有了做這家公司的想法。”

Of his father’s company, Mr Li says: “Maybe I will take some responsibility to run his business as well [as my own]. But I hope not. I hope he finds an adequate buyer or another CEO so he can just retire.”

李欣在談到父親的公司時(shí)說(shuō)：“也許在經(jīng)營(yíng)我自己的公司的同時(shí)，我會(huì)承擔(dān)一些經(jīng)營(yíng)他的公司的責(zé)任。但我希望不會(huì)。我希望他找到一個(gè)出價(jià)夠高的買(mǎi)主，或再找一位CEO，這樣他就可以退休了。”

Yang Liu, the mainland Chinese-born founder of men’s apparel company JoeyWears and a director of global female entrepreneurs’ association SheWorx, says many young Chinese business founders in her network were also born into family businesses that they now choose not to work for.

出生于中國(guó)內(nèi)地的劉洋是男士?jī)?nèi)衣公司JoeyWears的創(chuàng)始人，也是全球女性企業(yè)家協(xié)會(huì)SheWorx的董事。她說(shuō)，在她的圈子里，很多年輕的中國(guó)創(chuàng)業(yè)者也都出生在家族企業(yè)家庭，但他們都選擇了不為家族企業(yè)工作。

“When the family has money the kids have a lot of options,” she explains. “They get educated abroad and then they can choose what to do next. The family business does not really excite them when they can start their own company or invest in other start-ups.”

“富裕家庭的孩子有很多的選擇，” 她解釋說(shuō)。“他們?cè)趪?guó)外接受教育，并能選擇接下來(lái)做什么。當(dāng)能創(chuàng)辦自己的公司或投資其他初創(chuàng)企業(yè)時(shí)，家族企業(yè)就無(wú)法讓他們感到興奮了。”

Yet Clinton Dines, a veteran natural resources executive who arrived in China from his native Australia in 1979 and was China head of global mining group BHP Billiton until 2009, says this trend is not necessarily the making of an economic crisis. Mr Dines, who observed China’s development from its first free markets, “which were basically farmers selling a few straggly carrots” to the more recent tech boom that gave rise to global giants Alibaba and Tencent, says “these kids of company founders could well be making good decisions.

然而，1979年從澳大利亞來(lái)到中國(guó)的自然資源行業(yè)資深高管、曾擔(dān)任全球礦業(yè)集團(tuán)必和必拓(BHP Billiton)的中國(guó)區(qū)總裁一直到2009年的戴堅(jiān)定(Clinton Dines)表示，這一趨勢(shì)未必會(huì)發(fā)展成經(jīng)濟(jì)危機(jī)。戴堅(jiān)定在過(guò)去幾十年間見(jiàn)證了中國(guó)社會(huì)的發(fā)展變化，從“農(nóng)民販賣稀稀拉拉擺在地上的胡蘿卜的”最早的“自由市場(chǎng)”，發(fā)展到催生了阿里巴巴(Alibaba)和騰訊(Tencent)等全球巨擘的當(dāng)今科技熱潮。他表示，“這些企業(yè)創(chuàng)始人的子女可能做出了明智的決定。”

China, he points out, has a vast amount of industrial overcapacity in “sunset industries” such as steel making, shipbuilding and low-skilled manufacturing.

他指出，在鋼鐵生產(chǎn)、造船和低技能制造業(yè)等“夕陽(yáng)產(chǎn)業(yè)”中，中國(guó)存在嚴(yán)重的產(chǎn)能過(guò)剩。

“There’s a relativity to it, “ he says. “If it’s a big and very successful family business there is a compelling reason for the family to keep it. But when the kids get some affluence they go to America and get their degree and they’re not that interested in the widget factory, perhaps they’ll go on to do something better.”

“不要絕對(duì)地看待這個(gè)問(wèn)題，”他說(shuō)。“如果這是一家規(guī)模較大的、非常成功的家族企業(yè)，那么家族成員就有無(wú)法抗拒的理由將其傳承下去。但是，如果家庭富裕起來(lái)后，子女們?nèi)ッ绹?guó)上學(xué)，并拿到了學(xué)位，他們對(duì)家族生產(chǎn)小商品的工廠不感興趣，在這種情況下，他們或許應(yīng)該做一些更適合的事。”

This attitude, says the gym founder Mr Li, is one he holds wholeheartedly. “China is changing,” he says. “When my dad started out perhaps China did not have enough buildings, so we needed companies to construct them. But now we have different problems such as obesity and chronic diseases like diabetes. What China needs now is companies that can help people construct not better buildings, but better bodies. So I want to solve this new problem.”

健身房創(chuàng)始人李欣說(shuō)，他打心眼里贊同這種態(tài)度。“中國(guó)在不斷發(fā)展變化，”他說(shuō)，“當(dāng)我爸爸創(chuàng)業(yè)時(shí)，中國(guó)可能沒(méi)有足夠多的大樓，所以我們需要建筑公司。但現(xiàn)在，我們面臨不同的問(wèn)題，如肥胖和糖尿病等慢性疾病。中國(guó)現(xiàn)在需要的是能夠幫助人們保養(yǎng)好身體的公司，而不是建造更漂亮大樓的公司。我想解決這個(gè)新問(wèn)題。”