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Neoglory Holdings Group: The Succession Choice
內容大綱
In 2008, the chairwoman of the Neoglory Holdings Group (Group) convinced her 23-year-old son to join the Group’s fashion jewelry business. By 2014, she was determined to quadruple the Group’s assets to RMB 100 billion in 10 years. While she had just appointed her son as the vice-president of the Group in order to help her achieve such an ambition, she pondered when she should let him fully take over the Group; whether she should hire non-family executives (following disappointing results from them in the past); and how she should draw in her other family members. How could her son nurture the career development of his extended family members and set up a family council? With his goal to make the Group the most harmonious family business in China and a role model throughout the world, he would have to establish effective family governance.
學習目標
This case is appropriate for graduate- and executive-level courses on Chinese family businesses. It is relevant to many Chinese families who seek succession solutions and transformation ideas. The concepts taught in this case include family entrepreneurship, succession, innovation, values and governance (e.g., assemblies, councils and constitutions), and managing non-family executives. Students will learn about:<ul><li>Succession choices between family members and non-family executives.</li><li>Ways to engage 1980s- and 1990s-born successors in innovating in family businesses.</li><li>Dealing with differences in intergenerational values.</li><li>Ways to build an effective family council that fits the family’s dynamics and business goals.</ul></li>