In the face of evolving consumer habits and advancing technology, several long-established Hong Kong businesses are adopting diverse strategies to modernize while preserving their traditional identities. These efforts highlight the challenges and opportunities experienced by family-owned companies navigating shifting market demands.

Lin Heung Lau, a century-old dim sum restaurant, has extended its appeal beyond its traditional elderly clientele by introducing late-night events and contemporary marketing approaches. Under the leadership of chairman Rocky Wong Hei-yan, a veteran of the city’s nightlife industry, the restaurant has hosted World Cup screenings accompanied by dim sum and launched “dim sum raves” featuring tea-infused cocktails and electronic music. Wong emphasizes that maintaining strong management practices has been key to reviving the brand, which had previously ceased operations before his involvement in 2024. While the football events attracted a younger crowd and proved profitable, Wong views their main value as promotional, equating the exposure to multimillion-dollar advertising campaigns. Lin Heung Lau has opened or revamped five outlets in various locations, including the airport, Mong Kok, and Tsim Sha Tsui, aiming to diversify its customer base by appealing to all ages without abandoning its traditional yum cha atmosphere.

Similarly, On Kee Dry Seafood, a family business founded in the 1930s, has undertaken significant but less visible changes. To accommodate increasingly busy lifestyles, it has developed affordable, ready-to-eat seafood snacks and frozen products popular among younger consumers. Henry Poon, representing the company’s fourth generation, has led a digital overhaul over the past two years, introducing an enterprise resource planning system and a sophisticated point-of-sale platform to handle rising online orders and complex promotions. These technological investments have enabled the company to process nearly double the e-commerce transactions compared to before, though Poon indicates that full integration may take several more years.

In the transport sector, Kowon Chung Bus Holdings, established in 1948, is pursuing innovation at both traditional and futuristic fronts. The company recorded a net profit of HK$268.4 million in 2025-26, up 82% year on year, and has recently expanded into electric vertical take-off and landing (eVTOL) aircraft, autonomous vehicles, drones, and ride-hailing services through its subsidiary KC Smart Mobility. This venture, led by third-generation family members Timothy and James Wong, includes partnering with mainland Chinese autonomous aerial vehicle manufacturer EHang and Hong Kong’s Cyberport to complete the city’s first demonstration flight of an unmanned heavy-duty eVTOL in August. While the technology remains in the testing phase and regulatory framework is lacking, the company views early investment as crucial to capturing future market share.

Alongside these cutting-edge developments, Kowon Chung has adapted its core passenger transport services to changing consumer preferences by launching Uber Elite in partnership with Uber. This premium booking service for luxury vehicles, available from two hours to 90 days in advance, targets executives and business travelers who increasingly prefer digital platforms over traditional phone reservations. According to Newton Ng, business development director of KC Smart Mobility, these shifts reflect broader changes in customer behavior, underscoring the need for companies to evolve or risk losing relevance.

Together, these examples illustrate that transformation among established businesses takes many forms—from experiential marketing and digital integration to the exploration of emerging technologies. The common thread is a recognition that adapting to new consumer patterns and leveraging innovation are essential to sustaining longevity in Hong Kong’s competitive market.