中小企業的經營之道，家族企業該如何突破困境 以S酒店為例

中國悠久五千年文化的演進過程中，歷經過多少朝代的興盛與衰敗，其中原因以人為與自然環境的因素居多，也留給後人寶貴的、有形的與無形的龐大資產，在日常生活之中就很容易發現，特別是在思想與經驗上的傳承影響最多，例如居安思危、世代傳承、落葉歸根......的信念等；用前述簡單幾個字已包括本案S經濟型酒店背後主角一生經歷過程及未來期望。當全球各國還在討論如何針對未來地球暖化、海平面上升、糧食短缺、人口老化……等議題之時，又有中美貿易戰以及俄羅斯與阿拉伯國家因石油減產的僵持不下；而就在2020年甫開春，湖北爆發了疫情，俗稱「黑天鵝事件」，所有人的焦點被轉移到疫情對人類的直接快速衝擊所產生的巨大影響，至今此疫情依然在持續擴散中，且尚未能找到有效的解決辦法。 S酒店是自有資產轉投資的經濟型單體酒店，沒有品牌加持及豪華的外表，酒店至今尚未轉虧為盈，加之S酒店在這一波「黑天鵝事件」開始之初就選擇暫時停業，損失甚鉅，卻因為零負債的保守經營方式及酒店位置優異，得以渡過這次危機。在「黑天鵝事件」中，本研究認為可反思公司的經營之道，由現行的企業管理邁向資產管理一途。不斷的融資擴張或是專業管理已經不是公司永續經營的保證，危機難以預測也無法避免，事先做應對風險的準備，保留資金及產業鏈互補，誠信穩健經營，在下一個未知的「黑天鵝事件」來臨時也能波瀾不驚。藉由在中國深圳投資的S經濟型酒店為例，將透過商業模式九宮格、五力分析、創新六策、SWOT分析等方式，家族企業在疫情發生期間該如何避免或減低損害進行研究，對於未來發展重新作全面探討與規劃。

關鍵字

家族企業；企業轉型；安養社區； Z世代；下沉市場

並列摘要

During over 5000 years of cultural evolution, China has experienced the rise and fall of many dynasties due to manmade as well as natural factors. This evolution has also left for the future generations a wealth of assets both tangible and intangible. The greatest legacy has been in terms of philosophy and experience, as evidenced in tenets like "Prepare for danger during secure times", "Pass the legacy through the generations", and "Fallen leaves return to the roots". These sayings happen to cover the lifelong journey and future aspirations of the protagonist behind the story of budget-style Hotel S. Amidst global discussions on how to tackle issues such as global warming, rising sea level, food shortage and ageing population, further unrest emerged including the U.S.-China trade war and the stalemate between Russia and the Arabic countries on the issue of oil production cut. Then, an epidemic broke out in the Hubei Province of China at the start of the year 2020, in what may be categorized as a "black swan event". Everyone's focus has been shifted to the direct, rapid and massive impact of the outbreak on the human race. To date, the pandemic is still spreading and an effective solution has not been found. Hotel S is an independent budget-style hotel that was converted from private property to investment property. It does not enjoy the clout of an established brand nor a glamorous appearance and has not yet turned in a profit. Furthermore, Hotel S elected to suspend its operation at the start of this "black swan event" and has therefore suffered a huge loss. Nevertheless, it has managed to steer through this crisis thanks to its exceptional location and its conservative operational strategy to stay debt-free. This study argues a "black swan event" offers an opportunity to reflect on the operational philosophy of a company and shift from existing business management toward asset management. Endless financing and expansion or professional management no longer guarantee the sustainability of a company. Crises are difficult to predict and unavoidable. If a company makes advanced preparation for risks, reserves sufficient capital, puts in place a complementary industry chain and operates with stability and integrity, then it will be ready when the next unknown "black swan event" strikes. Using as an example budget-style Hotel S, an investment in Shenzhen, China, this study probes how a family business may avoid or minimize losses during an epidemic and thoroughly examine and plan for future development. Tools including the Business Model Canvas, Porter five forces analysis, "Six Innovation Strategies" and SWOT analysis will be utilized.