本研究主要針對相對日漸式微的高山物流運輸業的轉型以及二代接班人對逐漸式微的產業的看法及如何選擇做為探討主軸。著墨於交棒者的決策過程,包含公司經營現況與未來發展、接班人能力及意願、員工的生計與安定、安排上下游客戶的後續服務及配合廠商在高山產品的市佔率。對於交接過程的正面以及負面影響。研究結果發現公司轉型策略的制定以及執行過程中,接棒者即使曾經接班失敗,在經過磨練後又一次挑戰接棒任務,這個情況對於傳統家族企業的轉型與經營是可以被期待,經營者不必要期待一次交棒就成功,更應該讓接班人有更多的歷練才是。又兩者之間的互動中,現任經營者若能放下身段跨越世代的溝渠,著眼於繼承人的扶持與培養,而非一昧堅持找人繼承公司的傳統,原本的上下的主從關係轉變成左右平等的夥伴關係,在雙方都以公司成長為目標的狀況下,平等互助的交接方式可增加接班成功機率。
Whether it is a traditional market or e-commerce, most goods need to be delivered to consumers through logistics. In theory, the volume of transactions rises, and the demand for logistics also rises. Farmers' crops are delivered to the wholesale market through logistics. Manufacturers that produce or import fertilizers, pesticides, and agricultural machinery sell goods to farmers through logistics. By the way freight companies earn transportation costs. As times change, high risks, high costs, and lack of workers have led to a decline in industry profits. Companies need to transform and select successors. This article explores the mountain logistics industry, in the process of transformation and selection of successors. How the new and old generations of the company reduce the impact on the company, employees and customers, and lead the company to continue to develop.