家族企業傳承與產品策略

Abstract

傳承是家族企業最具挑戰性的問題之一，因為大多數家族企業在第二代之後都無法繼續經營下去。 家族企業不願將招聘內部人員以外的人選，因為擔心外部人員會竊取企業的知識和人脈。 家族企業往往遵循諺語“富不過三代”。 第一代管理者奠定基礎並積累財富，第二代管理財富，第三代摧毀財富。 同樣，第一代經理通常採用單一的產品策略，並將他們的全部資源投入到該領域。 另一方面，第二代對產品的情感依戀程度較低，他們的動機是將自己與前輩區分開來。 通常，第二代經理開始朝多樣化發展並製定多種產品戰略。 對於家族企業而言，傳承比短期損益更重要，如果所有權在控制範圍內，企業願意長期投資項目。 本研究旨在通過分析長期成功的二十五條原則，釐清家族傳承與多種產品策略之間的關係。 本研究發現，就案例研究公司而言，存在幾個公司治理層面問題。 總體而言，缺乏正式的治理導致決策不力。 如果運營的現金流能夠維持新產品開發支出，那麼制定多種或單一產品戰略不會對公司的業績產生直接影響。 但是，家族企業在開發新項目時，應著眼於擅長的領域，實行止損。

Succession is one of the most challenging issues for family firms, as the majority fail to remain a family business past the second generation. Family businesses are reluctant to look beyond insiders for recruitment, for fear that outsiders will steal away previous knowledge and contacts. Family business tends to follow the proverb “wealth does not pass three generations.” First-generation managers lay the groundwork and build wealth, the second-generation manage wealth, and the third generation destroys it. Similarly, first-generation managers often employ a single product strategy and devote their entire resources to the field. On the other hand, second-generation owners are less emotionally attached to the product, they are motivated by distinguishing themselves from their predecessors. Often, second-generation managers begin to diversify and develop multiple product strategies. For family businesses, succession outranks short-term profit and loss, companies are willing to invest in projects over the long haul if ownership remains within control. This research aims to bring to light the relationship between family succession and multiple product strategies by applying the twenty-five principles of long-term success. This research found that in terms of the case study company, there were several ownership issues. Overall, there is a lack of formal governance and control that results in poor decision-making. Developing multiple or single product strategies does not have a direct impact on a company’s performance if the operation’s cash flow can sustain this expenditure. However, family firms should focus on the area of competence and implement stop loss when developing new projects.