案例分享

全球顶级家族的传承智慧

Case Studies

Succession Wisdom from Leading Global Families

成功案例

欧洲：爱马仕家族（Hermès International）

爱马仕由蒂埃里·爱马仕于1837年在巴黎创立，是全球最具声望的奢侈品牌之一。经过六代人的传承，爱马仕家族将品牌发展成了精致工艺和顶级品质的代名词，尤其以其手袋、丝巾和其他奢侈品闻名。

成功要素：

  • 坚持核心价值观：始终强调高品质、手工艺和独特性，确保品牌与“奢华”紧密相连。
  • 长远的战略眼光：注重品牌长期声誉，避免过度扩张或降低质量；尽管上市，仍保持牢固家族控制。
  • 家族成员领导：多代成员担任管理层，确保价值观延续；如第五代让-路易·杜马在1978-2006年担任CEO，实现全球扩张。
  • 家族治理结构：2010年成立控股公司，保护企业免受恶意收购，保持家族控制权。

成果：

目前爱马仕是全球最有价值的奢侈品牌之一，市值超过2000亿欧元（截至2025年），第六代仍积极参与运营。

美国：沃尔顿家族（Walmart 沃尔玛）

沃尔顿家族是美国家族企业传承的成功典范。沃尔玛由山姆·沃尔顿于1962年在阿肯色州创立，如今已成为全球最大的零售企业。

成功要素：

  • 早期规划传承：山姆·沃尔顿提前规划继承，将股份公平分配给四个孩子，确保团结。
  • 家族代际参与：第二代积极参与管理和治理，如罗布·沃尔顿1992-2015年任董事长；设立家族基金会从事慈善。
  • 专业化管理：公司运营由职业经理团队负责，家族治理与职业化管理平衡。

成果：

沃尔玛目前在全球拥有超过10,000家门店，年收入超6000亿美元。沃尔顿家族净资产超过2000亿美元（截至2025年）。

案例启示

Success Stories

Europe: Hermès Family (Hermès International)

Founded in 1837 by Thierry Hermès in Paris, Hermès has become one of the world’s most prestigious luxury brands. Over six generations, the Hermès family built a reputation for craftsmanship and quality, especially in handbags, silk scarves, and luxury goods.

Success Factors:

  • Core Values: Commitment to superior quality, craftsmanship, and exclusivity, keeping the brand tied to “luxury”.
  • Long-Term Vision: Focus on long-term reputation, avoiding over-expansion; maintained strong family control despite being listed.
  • Family Leadership: Multi-generational involvement; e.g., Jean-Louis Dumas (5th generation) served as CEO 1978–2006, driving global expansion.
  • Governance: Established a holding company in 2010 to prevent hostile takeovers and safeguard family control.

Outcomes:

Hermès is now among the most valuable luxury brands, with a market cap exceeding €200B (as of 2025). The 6th generation remains active in operations.

United States: Walton Family (Walmart)

The Walton family is a leading example of American family business succession. Walmart, founded by Sam Walton in 1962 in Arkansas, has grown into the world’s largest retailer.

Success Factors:

  • Early Succession Planning: Sam Walton planned early; shares distributed fairly among four children to ensure unity.
  • Intergenerational Involvement: 2nd generation actively engaged; Rob Walton was Chairman (1992–2015). Family foundation focused on philanthropy.
  • Professional Management: Daily operations led by professional managers, balancing efficiency with family governance.

Outcomes:

Walmart now operates over 10,000 stores worldwide, with annual revenues exceeding USD 600B. The Walton family’s net worth surpasses USD 200B (as of 2025).

Lessons Learned