| Summary: | 碩士 === 國立臺灣科技大學 === 企業管理系 === 107 === In the three years from the first five years of family business to the three years after the handover, the market value of enterprises has shrunk by an average of 60%. Taiwanese SMEs are currently facing the entrepreneurial mode of the handover time to continue the business model of the family business. Or it is the direction of the professional manager as the management of the future company, and the difficulties and ideas that the successor encounters in succession. This is the main topic of this case.
The distribution of family-type Taiwanese enterprises accounts for 97% of SMEs. The concept and method of succession in China and the West are also very different. The West tends to hand over to those who have the ability, while the East tends to take over the family. The problem of succession has always been a problem that has plagued a generation of business owners. With the evolution of generations, is the current generation of entrepreneurs insisting on the second generation to take over? What is the idea of the second generation or successor?
This study uses the Harvard case teaching method to write and discuss the issue of the second generation succession. The content brings the problem of the second generation succession from the main case, and then discusses the current situation that different companies are currently encountering. Analysis, from different angles to discuss the feasibility and development of the second generation succession, coupled with the factors of the times, the second generation's growth environment is also very different, resulting in some problems that may occur during the handover, when or the situation will come to mind Succession problem? When will the action be taken? Providing companies that are currently facing handovers can be used as a reference and improve the smoothness of the handover.
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