台灣中小型精密機械加工業二代接班後的轉型策略－ 以CA公司為例

Abstract

台灣的傳統產業多半以製造業導向為主，經營模式多半屬於出口加工 OEM或 ODM，並有著「代工王國」的美名。近 10 年來，為了降低成本，許多企業紛紛出走前往大陸、東南亞，來降低生產成本。但價格競爭持續是趨勢，許多企業開始意識到「創新轉型」才是關鍵的生存之道。 而台灣中小企業更是面臨著諸多的問題。許多中小企業皆是家族企業，需要的不只是轉型，同時也需要傳承。根據美國家族企業傳承的研究中指出，只有30%的第一代家族企業能夠順利地交棒給第二代，而能成功的傳承給第三代更不到一半。當家族企業的第一代創業家即將退休，陸續將企業交棒給下一代家族成員時，可能面臨諸多困難與挑戰。第一代如何順利「傳承」就是多數家族企業持續經營必要的關鍵。傳承的過程中可能面臨整體環境的變化，而接班人該如何善用策略來達成家族企業持續發展及經營，讓企業得以邁向基業長青乃為此論文討論的重點。 本篇論文以台灣中小型精密機械加工產業為架構，從接班者、傳承者、老臣、外部環境面向，思考傳承面臨的問題，以探討家族企業的傳承如何影響企業的策略延續或轉型。本文有四個發現：1. 接班人需健全的培育計畫及時間來達成轉型目標。2. 企業內部資訊明顯化利於接班及轉型。3. 家族企業接班過程中，資深內部員工配合度不高。4. 接班人面對挑戰時尋求改革。希望本研究能對台灣家族企業所面臨的困境能有所幫助。

The traditional industries in Taiwan are mainly manufacturing-oriented, its business models mostly are Original Equipment Manufacturing (OEM)、Own Designing & Manufacturing (ODM) and because of this, Taiwan has the reputation of “manufacturing kingdom”. In the past 10 years, in order to reduce cost, many companies have moved to the mainland China and Southeast Asia to reduce production cost. However, the price competition continues to be a trend and many companies are beginning to realize that “innovation transformation” is the key to its survival. Taiwan’s Small and Medium Enterprises (SME) currently are facing many problems. Many of the SME are family business therefor not only the transaction is important but also the inheritance. According to the research of American Family Business Inheritance, only 30% of the of the first generation of a family business can well transfer to the second generation, and only less than half can successfully transfer to the third generation. When the first generation of the family business is about to retire and pass on to the next family member, they could face a lot of difficulties and challenges. The key for the first generation to pass the “Inheritance” smoothly is what most of the family business needs to sustain their business. During this process, the family business could encounter changes of the whole business environment and it is up to the successor to use strategy to achieve the goal of family business’s development and management, in order to ensure the business to become sustainable and this is the points which this thesis will focus on. This thesis uses Taiwan’s SME manufactory in precision machining industry as a framework to discuss about family business inheritance when it comes to a successor, predecessor, senior staff, and changing of external environment in the industry. How the inheritance of the family business affects its business’s sustainability or transformation. There are four findings: 1. Successor requires a full established plan and to achieve the goal. 2. Explicit of knowledge within the business is beneficial for heritance and transformation. 3. During the family business inheritance, the problem with cooperative of senior staffs’ is low. 4. The challenge when the successor during the process and seeking for reformation. Hopefully, this research will help with Taiwan’s family business when they come to face this difficulty.