The Analysis Of The Bottleneck Of The Development Of Family Firms In China

With the development of economy, family firms play a more and more important role in economy stage. There is no denying that family firms make full use of the advantages and strength to rapidly develop and grew in strength and make huge influence in society during the initial days. However drawbacks and maladjustments accompany the process of enlarging firms'scale. This thesis aims at analyzing the bottleneck which appearing at the development of family firms and providing some practical solutions specific to the problems existing in family firm development process.Starting from the description of family firms, this paper lists the current stages of the development of family firms, and analyzes the own advantage of family firms according to the actually. In the third part of the paper, there is a detailed analysis of problems of the family business in the development process, such as property rights are not clear, lack of corporate culture, financial management is in chaos and so on. To solve these problems, looking for the cause of the problem, for example, the lack of a favorable external environment, internal management ideas and concepts behind the problems and selection of successors,etc.In the fourth part of the paper, aimed to the specific problems proposed above,raise specific solutions. First, change the ownership structure. This article listes several cases about property rights differentiation, proposed methods of self-ownership structure changing. Second, optimize the organization. This paper analyze the features of family firms, and proposed the specific methods and measures to optimize the organization of family business based on this analysis. Third, the implementation of professional management. Currently, professional management has already become the inevitable choice for many enterprises. To introduce steady to the meaning and rules of the implementation of professional management and propose the ways to practice the professional management in household enterprises. Fourthly, to build corporate culture. For many family firms, their construction on enterprise culture is insufficiency. Herein, this article proposes the question of how to establish excellent enterprise culture based on the real condition of family firms. Fifthly, how to choose successor for family firms. There are mainly two ways for choosing successor for family-owned firms:to choose and cultivate from the their own family members, or to introduce profession manager. Last, but not the least, is to weaken the "family". These measures is in order to put forward advice for the healthy growth of family firms.