家族企業永續經營接班計畫: 以金車集團為例

Abstract

The lack of succession planning has been identified as one of key reasons why many family businesses do not survive in the long run. Therefore, the continuity of a business from one generation to the next is highly dependent on successful and viable succession planning. My aim for the study is to open up doors for more people, in a similar situation as me, to understand the importance of succession planning and find ways to best manage a sustainable and successful family firm. The research is to pinpoint challenges that family firms face and discover methods that the next generation can adopt to ensure smooth generational handover. As a third-generation member of King Car Group, my goal is to apply the knowledge I acquire from my research to my own family’s firm to ensure the firm’s continuous growth and success. The method used in the paper are case studies from family businesses in Asia. A review of case studies identified several success factors that were instrumental in the development of effective succession process. The key findings show that these companies: 1. Plan succession early by establishing formal and communicated career development plans for the heirs 2. Hire non-family executives to increase efficiency and professionalism 3. Allow next generation to pursue their field of interest as it could potentially create new business opportunities 4. Leaders know how to relinquish control and allow successors to gradually transition into their roles 5. Build family relationship outside of office to help strengthen family ties inside the office From studying successful family successions, clear planning and handling of business in a professional manner and hiring externally may be effective long-term strategies for firms. Furthermore, leaders should be open-minded toward next generation members who may not be interested in the taking over the business. For those who do show interest, leaders should provide opportunities for successors to transition into their roles while providing them with room for feedback and growth. Spending more time building a relationship with members outside of the business is also vital in aligning collective interest and developing mutual respect. Upon studying these reputable companies, the key strategies adopted by these companies have been narrowed and used in the context of King Car. The paper offers suggestions based on these firms’ past successes so that King Car could implement them in its own governance, strategic, and operational levels.