策略轉型下家族企業接班之探討：以L公司為例

Abstract

2019年臺灣中小企業家數占總企業家數高達97%，為我國經濟發展最主要的推動力量。而其中家族企業在台灣是一種相當普遍的企業型態，進而「接班」是家族企業中最常見的研究議題，由於近年來企業接班議題日趨漸高，承接企業之接班人需背負著家族企業永續經營的責任，其過程中須面對各種問題，然而，同時也須面對越來越競爭的市場環境、全球產業結構變遷，以及中國和東南亞低廉工資與土地成本的直接威脅，中小企業在其活動範圍的選擇與經營型態之間的轉型升級，都成為企業刻不容緩而必須正視的營運挑戰。所以，接班過程中，同時企業仍須保持成長動力，因此企業接班人須重新配置企業資源、找出企業競爭核心並擬定策略，持續追求創新、展現新的策略轉折更是企業提升核心能力並且維持競爭優勢之關鍵所在，以利後續經營。 本研究採用個案研究方法，探討中小企業升級議題，找出因應之道，創造企業可持續的競爭優勢，透過相關探討分析，如SWOT分析、BCG矩陣分析、成長策略矩陣-安索夫矩陣(Ansoff Matrix)、五力分析和客戶關係管理，探討該公司如何透過企業本身核心能力重新配置資源且來建造競爭優勢，為企業轉型帶來新的契機，創造企業成長動能，同時探討轉型過程中接班之衝突與改善，降低在接班過程中所遇到的問題。 本文期望探討之發現，可以提供給中小企業作為企業轉型決策和供未來有接班問題的創業家參考。

Small and medium-sized enterprises (SMEs) accounted for 97% of the whole Taiwan companies in 2019, being the main thrust in economic development. Among them, family business is a fairly common business type in Taiwan, and ' the succession' is the most common research topic in family businesses. As the topic of business succession has become more and more high in recent years, the successor of the successor must bring to bear the family business. Responsibility for continuing operations, in the process must face various problems. However, the SMEs should have started to transform and upgrade their business models to handle the direct threats from much more competitive markets, the global industrial structure change on vertical and horizontal separation and lower human resources and land costs in Southeast Asia. Therefore, in the process of succession, at the same time, the company must still maintain the growth momentum, so the successor of the company must re-allocate corporate resources, find the core of the company's competition, and formulate a strategy, Besides, innovative inspiration and thoughtful strategies are the key for enterprises to improve core capability and remain competitive in markets. This case study will be conducted by means of correlation analysis, such as SWOT analysis, BCG matrix, Ansoff Matrix, Porter’s Five forces model and Customer Relationship Management(CRM), to analysis how the company through a variety of key successful business strategy to obtaining resources, using resources, managing resources, to create competitive advantage of enterprises. At the same time, it is expected that the successor conflict and improvement during the transition process will reduce the problems encountered in the succession process. The findings we hope to discuss here can be provided to SMEs as a reference for corporate transformation decisions and for entrepreneurs with future succession issues.