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How to go to family business apparel family business
Throughout the landscape of China's garment enterprises, the majority of private-owned businesses are family-run, often operating in the form of "husband and wife" or "brothers" partnerships. These family-owned enterprises are typically a temporary stage in business development. As companies grow from small to large and from weak to strong, they gradually transition into more socially-oriented and public-owned enterprises—an inevitable trend in their evolution.
The family-based management model is widely adopted by 70%–80% of private enterprises. Initially, this structure offers several advantages: small-scale operations with core members being close relatives, which fosters strong trust and cohesion. The entrepreneur naturally holds authority, and the family’s influence ensures smooth operations during the early stages. However, as the enterprise expands into a more complex, socialized entity, it faces numerous challenges such as bureaucratic inefficiencies, unscientific talent recruitment, unclear ownership structures, poor decision-making processes, and weak corporate culture. Ultimately, these issues stem from internal family conflicts.
To address these challenges, family-owned clothing enterprises must shift from "family business" to "business family." This transformation requires careful planning and strategic management. First, understanding the business life cycle is essential. Research shows that the average lifespan of foreign family businesses is around 24 years, while Chinese family businesses often fail to survive beyond the third generation—only 3% make it to the fourth. This highlights the importance of building long-term brands. It’s not just about efficient management but also about having the right leadership. A clear vision and direction are crucial for survival and growth.
Second, developing a scientific talent strategy becomes vital as the company grows. As the scale increases, managing complex operations becomes difficult for family members alone. Professional managers and skilled personnel become essential. Companies must move away from favoritism and adopt a merit-based approach. This involves restructuring employment mechanisms, breaking the tradition of assigning roles based on family ties, and transitioning from a "human company" to a "system company."
Third, advanced management strategies should be implemented. One of the main conflicts in family businesses is the blending of ownership and management. To resolve this, family businesses should prioritize corporate interests over family benefits. Ownership should be restructured through shareholding systems, and governance structures like boards of directors, supervisors, and shareholder meetings should be established. Special committees for audit, compensation, HR, finance, and strategy can help formalize operations.
In summary, family-run enterprises need to focus on people, innovation, and sustainable development. By addressing talent, strategy, and governance, they can find a path toward long-term success. Looking ahead, challenges such as internationalization, global competition, and succession planning will become even more critical. The goal is to create a new generation of successful Chinese family businesses in the apparel industry.
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Blog URL: http://blog.sina.com.cn/victor5252
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