| Abstract: | 家族企業在台灣是非常普遍的一種公司組織型態，也因地域性及宗族的關係，當有一個市場機會出現時，初期很容易透過宗族或家族成員的資金募集或是人力資源的集結，也因此招募到有些親族關係的人員。在初期企業草創階段，家族成員不計利害共同為公司未來打拼。但公司進入發展期之後，業務逐漸順利開展。若領導人沒有規劃公司軸線及股權的過半的穩定，資本支出很難維持長期性擴張，達到策略性目標。公開的財務報表及相關資訊，對於家族企業的長期觀察是可以透過資料的收集成為個案資料庫，相互比較得出家族企業成功的經營處為「外銷為主，引進技術合作者策略性投資，積極培養公司經營的核心能耐。專心聚焦於橡膠輪胎本業，外銷順暢，設置發貨倉庫，廣舖經銷網；海外擴張生產基地，派駐基層歷練豐富的高階經理人，生產線快速順利商轉，營收呈階梯式成長。在規模經濟的高度自動化式的生產線，長期的擴張性資本支出；全球化銷售布局，亞洲多國的海外生產架構，台灣作為高階研發及財務後勤的營運總部。」從法律訴訟及判決書當中，發現公司董事會成員不專注於本業經營，透過市場派炒手的合作進行股價的操弄，違反證券交易法的事件。另外市場派透過委託書收集股權及法院判決董監刑責的有利條件下，利用議事程序熟稔，讓控制公司推派法人董事的進入董事會取得相對多數的方式，主導董事會及公司營運主軸的變更。舊有董事成員卻因訴訟在身導致拱手讓出原先家族創辦及傳承幾代的企業，甚為可惜。本探索性研究個案，看到創辦人第一代經營過程，聚焦及專注於垂直多角化生產鋼絲卡客車胎、輻射層轎卡貨車胎、機車及自行車內外胎或農工業車胎及備胎等，透過產品配置於多國的生產基地。第二代經理人善於利用當地資源及舖設經銷網路，讓海外營收佔合併營收達八成。家族成員設立投資公司推派資深副總擔任法人董事，在董事會共同規劃及執行成長目標。筆者透過研究過程，體認到聚焦專注是經營企業的精髓。
Family enterprises are very common as a form of company organization in Taiwan. Therefore, through geographic and familial factors, when a business opportunity arises, it’s easy to collect initial funds or gather human resources through family and relatives during the initial stage of the company development. This also becomes the reason for which some distant relatives are recruited as well. During the initial stage of building an enterprise, family members would make collective efforts in striving for the company’s future, regardless of possible loss or profit. However, as the enterprise steps into the development stage, business also begins to expand and take shape. If the manager fails to design a company framework and establish a company majority share for stability, it becomes a great challenge to maintain a sustainable growth with the capital payout, to attain a strategic goal target. For long-term observations on family firms, public financial statements and related information can be gathered file materials through individual database. In comparison, a successful family business operates on the basis of: "export as the main priority, to introduce strategic investments from technical collaborators, to actively develop the enterprise's core competence. To aim and focus on the rubber tire industry, to facilitate exports, to establish shipping warehouses and to broaden the distribution network; to expand production base overseas , to station experienced senior level manager as base foundation, to efficiently render the production chain lucrative, to gain a laddered profit growth. A highly automated production chain on the economies of scale, a long-term expansive capital investment, a globalized distribution setting, a multinational Asian overseas production architecture, to establish Taiwan as the operation headquarter of a high level development and financial support."From the lawsuit and case verdict, members within the board of directors were found to have failed in engaging themselves to business management, and that they have violated the Securities Exchange Act by manipulating the stock value through collaboration with pro-market speculators. Further, pro-marketers collected equity through power of attorney and, as per the court verdict, through favorable conditions from the company’s director and supervisor criminal liability. Familiar with the board meeting procedures, pro-marketers facilitated the parent company to appoint favored corporate directors into the board in order to obtain relative majority, to manipulate the board of directors and to change the main operations of the company. Therefore, due to a lawsuit against them, initial directive members consequently ceded their family founded enterprise that has been inherited through generations; a truly regrettable event. This company case study reveals the founder's first generation business operation process, which aimed and focused on a vertical diversification strategy, by allocating the product line through a multinational production base for truck & bus (TBR) , passenger car (PCR) & light truck (LTR) radial tires, motorcycle and bicycle (M/B) tires and tubes or spare tires and other industries tires; whereas the second generation manager was adept in making good use of the local resource and establishing a distribution network, the overseas revenue was rendered as high as 80 percent of the total combined revenue. The family members established an investment company and appointed a senior vice president as the corporate director, to collaborate the planning and implementation of the board growth objectives. It was recognized through this research, that a focused aim is the essence of business management. |
