阿米巴經營模式個案分析

017年、2018年中國二手房市場受到政府政策調控，導致交易量驟減，房屋仲介業者苦思良方，力求突破，除強化內部管理能力，提升軟硬件設備，深化客戶服務質量，也留強汰弱關掉未獲利門店及重新整合業務人力，以降低管理成本。反觀處於十餘年經濟未復甦的日本，稻盛和夫先生卻能發展出獨特的阿米巴經營模式，有系統、有方法的經營京瓷及第二電信兩家公司，使其成為全球五百大企業，並獲日本政府所託，拯救已破產的日本航空，一年間便轉虧為盈。　　本論文在探討稻盛和夫的阿米巴經營模式之成功關鍵，以及如何運用阿米巴經營模式，轉化成房仲業版的阿米巴，將其任務單及核算表，透過經營會議，下對上的目標設定，上對下的互動輔導，及滴水穿石的京瓷哲學教導，讓企業實現全員經營，共享成果。

關鍵字

阿米巴經營模式；任務單；核算表；經營會議；全員經營

並列摘要

In 2017 and 2018, China's second-hand housing market was regulated by government policies, resulting in a sharp drop in transaction volume. Housing intermediaries were struggling to make breakthroughs, in addition to strengthening internal management capabilities, upgrading software and hardware equipment, and deepening customer service quality. The strong elimination of weakly closed unprofitable stores and re-integration of business manpower to reduce management costs. On the other hand, in Japan, where the economy has not recovered in more than a decade, Mr. Inamori Kazuo can develop a unique amoeba business model, and systematically and methodically operate two companies, Kyocera and Second Telecom, making it a global 500 company. And the Japanese government has asked to save Japan Airlines, which has gone bankrupt, and turned a profit in a year. 　　This paper explores the key to the success of Inampa's amoeba business model , and how to use the amoeba business model to transform it into the Housing agency version of the amoeba, and to transfer its task list and accounting form through the business meeting. The goal setting on the top, the interactive tutoring of the top and bottom, and the Kyocera philosophy teaching of dripping water, let the company realize the full operation and share the results.