The case study of the successor managment of the traditional industries with high added value

• Main Authors: Su-Kuan Wang, 王淑冠
• Other Authors: Meng-Hsiu Lee
• Format: Others
• Language: zh-TW
• Published: 2016
• Online Access: http://ndltd.ncl.edu.tw/handle/32910199165173648077

碩士 === 國立中山大學 === 高階經營碩士班 === 104 === Fastener industry in Taiwan has developed into a complete system and become one of the major global supplier. Although they need to face the international competition, they have a role to play by consistent material quality, mature technique and equipment capacity, and management service awareness. In recent years, each company pays more attention to the product difference and patent design, it enhances additional value and competitive fro the fastener industry in Taiwan. With the progress of times and social development, the traditional industries in Taiwan are facing the fate of change. The fastener Industry in Taiwan faces more complex situation, the rapid change of politics/economy in domestic and overseas area, lack of resources and etc. The fastener industry that is one of the top three export in Taiwan needs to put more resources and efforts to accomplish the difficult mission of historical heritage. To overcome the difficulties, how the leaders lead the enterprise is the critical factor to decide the company’s future orientation. The selection and cultivation of the successor and team who will decide the prospect of the company is more important. Take an example of K company, a company who has run 20 years and focuses on marketing patented products and exclude the family succession, to interview with the staff who is regarded as one of the member of a high-added-value team and mille management. It is to help President to educate and cultivate the successor and team. Strategic leadership and succession management team is the ultimate goal. In compliance with the company’s long-term developing strategy, to start the personal characteristic analysis is an urgent issue and adopt with top management difference training program in order to accomplish the succession mission. So, K company’s current culture advantage and sustainable development can be remained.