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Back to the Tsann Kuen case, we can see the clearly evidence of the advantages of family based enterprise. Early start in Xiamen, Tsann Kuen had only 82 employees, with an annual turnover of 600,000 U.S. dollars. More than a decade later, its electric irons and frying and broil devices has a No.1 annual output in the world, with a production of coffee pot ranks the world's second largest turnover. In 2000 of up to 250 million U.S. dollars, Xiamen Tsann still achieve a turnover of 268 million U.S. dollars, with a net profit of 16 million U.S. dollars even in the global economic downturn in 2001. For a family based enterprise, the enterprise has obvious advantages at the very beginning of the business, because at that time the cost and management competition edges play a very crucial role, especially when the competition is become very severe and it concern the whole family members’ future, the power that come from the whole family members and also team members will turn the whole situation around and help the enterprise survival from the very hard situation just because they are a team and they are also a family. At the beginning of the business, the management is relatively simple and the structure of the enterprise is less complicated. Through the nature bond of the family members, a family based enterprise can easily maximum its strength and advantages. For a family based enterprise, the simplest is the best!

Family is an integral aspect of economic activity and organizational life and family members often play an important role in firm creation and growth. (Aldrich,H.E Cliff E J, 2003) However, the influence of family on business is not limited to small firms. For example, even among U.S. firms in the Standard and Poor's 500, "one third has continued founding family ownership, with families on average holding about 19 percent of the firm's shares"(Anderson, Ronald C., Sattar Mansi, David M. Reeb, 200) Family firms are an important form of economic organization. (La Porta, Rafael, Florencio Lopez-de-Silanes, Andrei Shleifer and Robert W. Vishny, 1999) In the United States, 35% of the companies in the S&P 500 are substantially owned by families, (Anderson, Ronald C, David M. Reeb, 2003b) and family firms account for 40% of U.S. GDP and 60% of employment. Family firms are even more important in other economies, including Canada, (Morck, Randall, David Strangeland, Bernard Yeung, 2000) Western Europe, (Faccio, Mara, Larry H.P. Lang, 2002) and many countries in Asia. (Claessens, Stijn, Simeon Djankov, Joseph P.H. Fan, Larry H.P. Lang, 2002) Prior research on the influence of family ties on firm performance has been inconclusive. Theoretically, controlling families can extract private benefits through excessive compensation of family members, related-party transactions or special dividends. In addition, family firms often appear to pursue goals other than profit maximization, for instance when they give top positions in the firm exclusively to family members. (Casson, Mark, 1999) Consistent with these disadvantages, a number of studies find that continued family ownership is associated with poorer financial performance. (Morck, Strangeland and Yeung, 2000; Gomez-Mejia, Nunez-Nickel and Gutierrez, 2001; Cronquist and Nilsson, 2003; Bertrand et al., 2004.)

回到灿坤案例，我们可以清楚地看到证据的优势，家族企业。早期在厦门启动，灿坤只有82名员工，年营业额以600000美元。十多年后，其电熨斗和煎烤器年产量世界第一，是一个生产咖啡壶位列世界第二多的营业额。在2000到250000000美元，厦本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。