人們總是不想規劃接班，但就是沒有替代方案。
對每間想要永續經營家族型態的中小企業來說，沒有人會否認--「接班規劃」確實很難。
不管是因為現在的產業前景看好時間不夠或是缺乏優先順序考量，接班規劃在家族企業依舊是個很少談論到的話題，這實在非常可惜。所以本研究主要想探索，台灣家族型態的中小企業從一開始到結束，如何規劃接班，過程中會受到哪些因素影響或須考慮哪些因素，尤其針對遠洋超低溫延繩釣漁業。七位符合資格的家族企業領導者者將接受質性理論下的深度訪談，以歸納出結論。
本研究整理出有關接班規劃的主要相關因素以供參考，希望家族型態的中小企業領導者能有清楚且完整的方向，避免浪費時間摸索或重蹈覆轍。期待對提升家族型態的中小企業存活率%數高於30%或能延長接班的代數使之能超過三代，能有小小貢獻。

Succession planning is not always what people want, but you often don't have an alternative.
No body will deny that “succession planning” is the crux for each family-owned business of small to medium-sized enterprises, especially who wants to continue forever to manage.
It is such a pity that management succession remains a rarely discussed issue, whether for lack of time in the current boom market or lack of priority. The purpose of this research is to explore how small to medium-sized family-owned businesses in Taiwan make their succession planning from the beginning to the end, especially restricted in the industry of far sea tuna longline fishing with ultra-low temperature. Seven qualified owners of FOB were interviewed in depth under the theory of qualitative research to probe whether factors will affect or factors should take into considerations when making succession planning.
Since these key related factors of succession planning are provided for reference, hope there are fewer and fewer mistakes will be made by those leaders in FOBs of SMEs. Furthermore, the author anticipates to have little contribution in raising FOBs’ survival rate above 30% or extending the number of generation succession above three.

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