亚洲顶尖家族中的女性角色
亚洲顶尖家族中的女性角色 导读： 根据毕马威《全球家族企业调查》对于女性在家族企业中的角色和贡献的研究，由于女性多样的角色定位和女性特征，如忠诚度、关注度、对他人需求的敏感度以及解决问题和冲突的能力等，塑造了女性在领导企业方面所特有的领导风格。在家族企业中，这些独特素质和相关管理风格结合了家族企业领袖对公司和家族的忠诚度、对个人需求的敏感度以及基于直觉、第六感和证据的决策过程，对家族和企业来说都是珍贵的资产。这对任何企业来说都具有正面影响，尤其可以为家族企业创造潜在的竞争优势。 在今天的文章里，我们将与大家分享三位亚洲顶尖家族中的女性故事——她们是企业家，是领导家族事业的领军人物。她们通过自己的能力在商业领域崭露头角，并为家族的繁荣而耕耘奉献。 周玉琴，新加坡海峡贸易公司主席 周玉琴是新加坡籍的商人和投资人，是34家公司的执行主席，其中就包括新加坡海峡贸易公司。这是一家企业集团投资公司，专注于房地产和酒店业的运营、物业管理和金融运营。周玉琴的外祖父是新加坡的金融及房地产大亨陈振传。在他的经营之下，新加坡华侨银行稳步发展，并成功跻身于世界500家最大的银行之列。陈振传的成功也为其后代积累了大量的家族财富。尽管出生于这样一个富裕的家庭，但周玉琴的外祖父并没有溺爱她。相反，他在各个方面都以身作则。不论是对于工作的执着、认真和自我挑战的精神，周玉琴都深受外祖父的影响。她的家庭价值观和教育方式一直是她个人成长的基石。 在周玉琴加入家族企业后，华侨银行遭遇了危机。当时的新加坡政府宣布商业银行无权再持有非金融公司的股份，这意味着她必须与其它家族竞争收购华侨银行所拥有的非金融公司。成功收购海峡贸易公司使得周玉琴这个名字首次独立出现在商界。在这一亲身实践中，她也收获了独立与自我成长的宝贵经验。此后，她接管了海峡贸易公司和家族企业，并登上了福布斯年度最具影响力的亚洲女商人名单。 宗馥莉，娃哈哈集团主席 娃哈哈集团诞生于1987年，是中国最大，全球第五大的食品饮料公司。娃哈哈在中国饮料行业拥有不可撼动的主导地位，连续13年都在食品饮料产量、销售总额、利润及收益上位居中国饮料行业榜首。 毕业于美国洛杉矶大学国际商务专业后，宗馥莉加入了娃哈哈集团，并从最枯燥的生产管理岗位做起。她先在娃哈哈萧山二号基地管委会担任主任助理，后又担任娃哈哈集团下属的杭州娃哈哈童装有限公司总经理。 2007年，宗馥莉成为了娃哈哈子公司之一的宏盛饮料集团的总裁。宏盛集团是娃哈哈的OEM（原始设备制造商），主要承担娃哈哈相关产品的加工业务。在短短7年时间里，她将宏盛集团从单一的生产线发展到拥有40多家子公司并拥有完整产业链布局的企业，使宏盛集团跻身中国民营企业500强之列。但从2014年开始，在新零售浪潮的冲击下，娃哈哈的主打产品受到了其他饮料品牌的围剿，业绩逐年缩水。为此，宗馥莉于2018年主动请缨担任娃哈哈品牌公关部负责人，正式进入了娃哈哈集团，并用了一年时间结束了娃哈哈五年来利润下滑的局面。 林世玲，大象集团名誉总裁 林世玲是世界三大食品发酵公司之一、韩国排名第一的综合食品公司大象集团名誉总裁林昌郁的长女，也是三星集团前主席李健熙的独子李在镕的前妻。 2008年，林世玲离婚后，大象集团陷入危机，濒临破产。临危之际，她担任了大象集团子公司YZ&P的代表董事，进行了一系列经营策略的调整和布局规划，并改变了品牌的扩张战略，对激烈的市场竞争进行了切实的分析和应对。2012年，林世玲加入大象集团，担任创意总监，负责食品品牌的管理、策划、营销、设计等工作。2018年，她将大象集团的销售额提高到19亿美元，成功将其从生死边缘拉回到金字塔的顶端。 "有钱人"、"继承人"，这些出身名门的女性身上的标签似乎总令人遐想无限。但从她们身上，我们也可以看到独立果断的特质和对市场准确而敏锐的判断力。正是这些闪闪发光的独特女性特质，使得她们能力挽狂澜，拯救家族企业于危难之中。与此同时，身处复杂家庭关系中的她们，也展现了自身在人际关系和冲突处理方面的巨大优势。她们在立足家庭价值观的同时，也张开双臂拥抱未来，欣然迎接新的变化。 时代在变迁，女性在不断为自己争取更好的教育和发挥自身优势的机会。即使身处豪门大家，女性的角色也不只是相夫教子，她们同样有着自己的事业与奋斗的目标。她们利用自身的独特优势，将家族事业发扬光大，并为家族的传承与事业而耕耘奉献。 最后，我们希望所有的女性朋友都能做到勇敢自由，努力追寻不设限的人生。 Original English Text Womens Roles in Asias Top Families Traditionally feminine characteristics such as loyalty, concern, sensitivity to the needs of others, problem-solving and conflict resolution genuinely reflect a holistic leadership style – for women and men. In a family business, these unique characteristics and the associated management style are assets to both the family and the business, combining loyalty to the firm and family with a sensitivity to individuals needs and a decision-making process that is based on instinct and intuition as well as evidence. This is a constructive approach for any business and can create a potential competitive advantage in family businesses in particular. With this post, we would like to share stories about women in Asias top families. They are entrepreneurs and the heads of the companies that lead the employees of the family business, and they are able to make a name for themselves in the business world and work hard to make the family prosperous. (Chew Gek Khim, the chairperson of Straits Trading Corporation) Chew Gek Khim is a Singaporean businessperson and investor and is the executive chairperson of 34 companies, including Straits Trading Corporation, which is a conglomerate-investment company focusing on operations, property management, and financial interests in property and hospitality. Her grandfather was Singapores financial and real estate tycoon Tan Cheng Siong, who later ran OCBC Bank and made it one of the 500 largest banks in the world, creating a substantial family fortune for his descendants. Chew Gek Khim grew up in such a wealthy family, but her grandfather did not spoil her; instead, he modeled how to behave in every aspect of the world. Her grandfathers dedication to his work, seriousness, and emphasis on self-challenge spirit have all influenced Chew Gek Khim, and her family values and education have been the cornerstones of her upbringing. After she joined the family business, OCBC bank was hit by a crisis when the Singapore government announced that commercial banks were no longer entitled to hold shares in non-financial companies, which meant that the she has to acquire the non-financial companies that OCBC bank was owning with competitions with other rival families. The successful acquisition of the Straits Trading Company led to the first independent appearance of the name Chew Gek Khim in the business world, the real-world experience that led to her independence and self-growth, and since then, she has taken over the Straits Trading company and family business and has been on Forbes annual list of the most influential Asian businesswomen. (Zong Fuli, the chairperson of Wahaha Group) Born in 1987, the Wahaha Group is Chinas largest food and beverage company and the fifth largest globally. This group has an unshakeable dominant position in Chinas beverage industry, in which its groups food and beverage production, total sales, profits, and earnings have ranked first in Chinas beverage industry for 13 consecutive years. After graduating from University in Los Angeles with a degree in International Business, Zong Fuli joined the Wahaha Group, starting from the most boring production management, working successively in Xiaoshan No. 2 Production Base Management Committee as the assistant director, and then as the general manager of Hangzhou Wahaha Childrens Clothing Co. which was founded in 2002, affiliated with Wahaha group. In 2007, she became the president of one of the subsidiary Wahaha Hongsheng Beverage Group. Hongsheng Group is the OEM(Original Equipment Manufacturer) factory of Wahaha, mainly undertaking the processing business of Wahaha related products. In only seven years, she developed Hongsheng Group from a single production line to a complete industrial chain layout with more than 40 subsidiaries, enabling Hongsheng Group to appear on Chinas top 500 private enterprises. But from 2014 onwards, under the impact of the new retail wave, Wahahas main products received the siege of other beverages, making its performance shrink year by year. So in 2018, Zong Fuli volunteered to be the head of Wahahas brand public relations department, officially entering the Wahaha Group, with one year to end the five-year decline in profits of Wahahas tragic situation. (Im Se-ryung, the honorary president of Daesang corporation) Im Se-ryung is the eldest daughter of Lim Chang-wook, the honorary president of Daesang corporation, one of the worlds top three fermentation companies and Koreas top-ranked public food company, and the former wife of Lee Jae-yong, the only son of former Samsung Group Chairperson Lee Kun-hee. After her divorce in 2008, Daesang corporation fell into a business crisis. It was on the verge of bankruptcy, so she became the representative director of YZ&P, the subsidiary of Daesang corporation, adjusted the business strategy, rearranged the layout, revised the brand expansion strategy, and made a practical analysis and respond to the fierce competition in the market. In 2012, Im Se-ryung joined Daesang corporation as a creative director, responsible for food brand management, planning, marketing, and design. In 2018, she brought the Daesang corporations sales to $1.9 billion, successfully pulling it back from the edge of life and death to the top of the pyramid. "Rich people", "heirs", these labels attached to them always bring much space for imagination. But from these women in the family business, we can see that they are independent, decisive, have a precise and sharp judgment of the market, and have a unique feminine quality that allows them to save the family business from difficulties. Especially in more complex family structures, they show clear advantages in managing interpersonal relationships and conflicts. They emphasize family values, while at the same time, they embrace the future and change with open arms. The times are changing, and women are working hard to receive a better education and utilize their strengths. Even when they are in a huge family, they do not return to the family to solely take care of their husband and raise their children. They also have their own business and goals, using their feminine qualities and strengths to carry forward the family business, making outstanding contributions to th...
传承宝典：面向企业主和企业家的全面财富管理（下）
传承宝典｜面向企业主和企业家的全面财富管理（下） 导读 担当家族的“财富管理人”，是家族办公室扮演的一个非常重要的角色。但是，对于那些打拼了几十年并成功建立起自己家族企业的企业家而言，要想使其认同财富管理人的投资理念、风险认知、以及在家族交接过程中的各种决策等绝非易事。这需要财富管理人拥有精湛的沟通能力和广博的知识面，并明确其作为顾问的责任。 本文内容由雷梭勒家族办公室根据Stonehage Fleming文章编译整理，版权归原作者所有。 尊重客户的观点，也要履行顾问与受托人的职责 未来的财富顾问对于客户的理解不可或缺，而同样重要的是，客户也需要理解，财富顾问的行动是受到一些条件的限制的：1. 上述一些情况以及资产组合，与财富管理人通常所推荐的相去甚远2. 财富顾问必须发表其观点、建议采取某项行动，并确保客户充分理解和接受采取不同行动所涉及的风险，这些是财富顾问的明确职责所在3. 财富顾问可能要对其他方负责，包括家族成员、受托人或受益人等 此类客户所需的财富顾问，应该既能提供最高水平的传统资产管理服务，同时也具备相应的能力、经验、洞察力和灵活性，从而能够建设性地处理现有专业领域的投资项目产品组合。他/她既要有挑战与质疑精神，同时也能够在保持客观和坦诚的情况下折中让步，顾及客户的想法。这样的财富顾问将能识别出家族对于交接过渡期的需求，并在交接过渡期内作为客户的左膀右臂，有效地采取行动。 他/她还要与家族下一代建立关系，并需要准备好，在家族下一代有意愿和能力继承家族直接投资的传统（至少对于家族财富的一部分进行直接投资）时，提供支持与建议，甚至是提出质疑。 财富顾问必须对结果全盘负责，并确保其责任被明确界定，从而能够在有需要的时候，在了解全局的情况下坚定地提出挑战与质疑。有一些财富顾问会认为这种关系很难处理，于是干脆推荐采用正式的“教科书式的”家族治理方式，由家族委员会制定决策。然而，这种方式会削弱企业家创始人的控制权。对于财富顾问而言，更为明智的是去认识到，大多数创始人都很难放权，因此，有时这一过程需要循序渐进。 解决之道在于找到一个折中平衡点，而对于决策制定的责任则需要详细记录在案，并对所有相关方透明，包括受托人和受益人。 结论 金融服务业通过出售为“典型客户”设计的商品化产品，从而实现自身的延展性与成本效益。财富管理人往往会更为灵活，但在大多数情况下，其业务还是采用的相对标准化的模式，以满足所选定的目标市场的需求。其不利面在于，这种模式往往不能简洁高效地达成一些特殊客户的要求，这类客户的事务往往较为复杂，他们的财富打造与积累往往是通过依靠自己的判断和决策实现的。 面向企业家和企业主的财富管理，需要的是这样一种模式：倾听每一位客户的心声，并提供真正的定制化服务，尤其是在处理与下一代的权责交接时，更是要做到如此。这就要求财富管理人具有精湛的技能、广博的知识面，并明确其作为顾问的职责。 财富顾问必须具备广泛的经验，才能够实现全资产基础范围内的增值，才能够做到挑战企业家，甚至在企业家自己的专业领域挑战他们。许多企业家具有精明强悍的个性，质疑他们的判断还需要一些勇气。 这个工作可不适合胆小的人！ Original English Text Total Wealth Management for Business Owners and Entrepreneurs RESPECTING THE CLIENT PERSPECTIVE, WHILE DISCHARGING ADVISORY AND FIDUCIARY RESPONSIBILITIES Just as it is vital for the potential adviser to understand the client, it is equally important for the client to understand the constraints within which the adviser operates:1. The circumstances and portfolio of assets described above are far removed from anything that a typical wealth manager would normally recommend2. The adviser has a clear obligation to express his or her opinion, recommend a course of action, and ensure that the client fully understands and accepts the risks involved in taking a different course3. The adviser may have responsibilities to other parties including family members, trustees or beneficiaries This type of client needs an adviser who can provide conventional asset management of the highest quality, but also has the capability, experience, insight and flexibility to deal constructively with the existing portfolio of specialist investments. The adviser needs to be challenging, but able to compromise and to take account of client views, without undermining his objectivity and frankness. Such an adviser will recognise the need for a transition period, where he is effectively operating as co-pilot, alongside the client. He will also be building his relationship with the next generation and needs to be ready to support, advise and possibly challenge them, should they have both the will and the aptitude to continue the tradition of direct investment, at least for an element of their wealth. The adviser must be accountable for all outcomes and ensure that his responsibilities are clearly defined, so that he puts up a robust and well informed challenge when required. Some advisers will find this type of relationship very difficult to handle, and will immediately recommend formal ‘text book’ family governance with decision making by committees. However this dilutes the control of the founder entrepreneur, and it is often wiser to recognise that most founding entrepreneurs find it very difficult to let go of the reins, so it sometimes has to be a gradual process. The solution will lie in finding a balance, but decision making responsibilities need to be very carefully documented and transparent to all relevant parties, including trustees and beneficiaries. CONCLUSIONS The financial services industry builds scalability and cost efficiency by selling commoditised products, which are designed for ‘typical clients’. Wealth managers tend to be rather more flexible, but in most cases their business model relies on a relatively standardised approach which meets the needs of their chosen target market. The flip side is that such a model often cannot economically address the requirements of exceptional clients, whose affairs are particularly complex and who have built their wealth by backing their own judgment and making their own decisions. Wealth management for entrepreneurs and business owners demands a model that is based on listening to each client and delivering genuinely bespoke services, especially in managing the transition to the next generation. It requires significant skill, broadly based knowledge and well defined responsibilities. The adviser must have the breadth of experience to add value across the entire asset base and to challenge the entrepreneur, even within his or her own areas of expertise. Many entrepreneurs are strong personalities, and questioning their judgement can require courage. It is not a job for the faint hearted! 本文转载自雷梭勒家族办公室，如有侵权，敬请告知删除。 Sooswiss为您提供 瑞士方向私人管家式的定制服务： 1）家族传承 2）财富管理 3）瑞士投资 4）居留计划 5）税务优化 6）家族治理 更多资讯请登录网站 www.sooswiss.com
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