T企業家族傳承中的戰略轉型研究

Abstract

家族企業是全球經濟的重要推動力。無論在美國、英國這樣的發達國家，還是印度、俄羅斯等發展中國家，家族企業都在經濟生活中保持了舉足輕重的地位。據統計，全球500強企業中將近40%是家族企業，對全球經濟的發展貢獻突出。這些企業以其獨特的經營模式和穩定的組織架構，以及對商業環境的敏銳洞察和適應，不斷推動全球經濟前行。 在中國，民營企業已經成為推動中國經濟蓬勃發展的重要力量。截至2017年底，我國民營企業數量超過2,700萬家，對國內GDP的貢獻超過60%，並貢獻了超過50%的稅收，這在全球範圍內都是一項驚人的成就。值得注意的是，在這些民營企業中，絕大多數為家族企業。特別是在A股市場，家族企業佔據了上市比例的55.7%，數量超過1,112家，這充分顯示了家族企業在中國經濟中的巨大影響力。然而，隨著全球化進程和技術革新的不斷推進，家族企業需要進行戰略轉型以應對不斷變化的商業環境。這個挑戰在中國尤其突出，隨著市場化改革的深入推進和經濟環境的日益複雜化，如何幫助家族企業進行有效的戰略轉型，以達到持續、穩定、健康的發展，已經成為了一個需要深入研究的問題。 以T企業為例，它是一家自20世紀80年代以自動化油封硫化機起家，迅速擴展到國內外橡膠油封製造行業的家族企業。但是，伴隨著全球化和技術革新的推進，T企業已經意識到了必須進行戰略轉型以適應快速變化的市場環境。然而，家族企業的戰略轉型並非易事，而是充滿了困難和挑戰。 家族企業的轉型過程中面臨的挑戰包括過度的家族化管理，這種管理方式往往限制了企業的發展。家族企業通常由一家人或親朋好友經營，這種情況可能會導致公司的管理效率下降，無法滿足市場的要求。此外，家族企業在進行戰略轉型時還面臨產權關係不明晰、創新能力不足等問題。這些問題不僅限制了家族企業的可持續發展，同時也使得轉型之路充滿了困難和挑戰。 在戰略轉型過程中，家族企業需要進行內部和外部的雙重調整。在內部，需要解決家族化管理的問題，引入外部專業經理人，明晰產權關係，並重視企業的創新能力。此外，還需要建立一種更加公開、公正的企業文化，激勵員工積極參與公司的發展。在外部，家族企業需要具有敏銳的市場洞察力，及時調整戰略，以應對市場環境的變化。這些改變可能包括了市場需求的變化、技術的進步以及政策環境的調整等。只有具備這種能力，企業才能有效地適應市場變化，從而在激烈的競爭中脫穎而出。

Family businesses play a significant role in driving the global economy. Whether in developed countries like the United States and the United Kingdom or in developing countries like India and Russia, family businesses maintain a crucial position in economic life. According to statistics, nearly 40% of the Global Fortune 500 companies are family businesses, contributing significantly to the global economic development. These enterprises, with their unique business models, stable organizational structures, and keen insights and adaptability to the business environment, continuously propel the global economy forward. In China, private enterprises have become a vital force driving the vigorous development of the Chinese economy. As of the end of 2017, there were over 27 million private enterprises in China, contributing more than 60% to the domestic GDP and over 50% to tax revenue, an astonishing achievement on a global scale. It is worth noting that the majority of these private enterprises are family businesses. Particularly in the A-share market, family businesses account for 55.7% of the listed companies, totaling more than 1,112 firms, showcasing the immense influence of family businesses in the Chinese economy. However, as globalization and technological innovation continue to advance, family businesses need to undergo strategic transformation to cope with the ever-changing business environment. This challenge is particularly prominent in China, where market-oriented reforms are deepening, and the economic environment is becoming increasingly complex. Helping family businesses achieve effective strategic transformation for sustained, stable, and healthy development has become a subject that requires in-depth research. Taking T Corporation as an example, it is a family business that started with an automated rubber seal vulcanization machine in the 1980s and rapidly expanded into the rubber seal manufacturing industry both domestically and internationally. However, along with globalization and technological innovation, T Corporation has realized the necessity of strategic transformation to adapt to the rapidly changing market environment. Nevertheless, the strategic transformation of family businesses is not easy; it is fraught with difficulties and challenges. The challenges that family businesses face during the transformation process include excessive family-oriented management, which often limits the enterprise's development. Family businesses are typically run by family members or close friends, which can lead to a decrease in management efficiency and an inability to meet market demands. Additionally, family businesses undergoing strategic transformation may also face issues related to unclear property rights and insufficient innovation capability. These problems not only impede the sustainable development of family businesses but also make the path to transformation arduous and challenging. During the strategic transformation process, family businesses need to undergo both internal and external adjustments. Internally, addressing family-oriented management issues, introducing external professional managers, clarifying property rights, and emphasizing the company's innovation capability are necessary. Moreover, establishing a more open and fair corporate culture to motivate employees' active involvement in the company's development is vital. Externally, family businesses need to possess acute market insights and promptly adjust their strategies to respond to changes in the market environment. These changes may include shifts in market demand, technological advancements, and policy adjustments. Only with these capabilities can enterprises effectively adapt to market changes and stand out in intense competition.