How to make an enterprise stand out from the intense market competition is the mainly concern to every enterpriser. In order to keep the competitive edges the corporate culture and the style of management play a very important role in an enterprise. What is enterprise? Enterprise is a term with multiple meanings. One of the meanings is initiative, or purposeful broad plans requiring much coordination. The plans are usually in business or financial applications, and the enterprise is usually considerate the overall operation entity. The role and the objective of an enterprise are producing the production and provide certain service for economic or business purpose. Although the main purpose of enterprise is pursuit the maximum commercial benefit, but it doesn’t mean that everyone who work in an enterprise is pursuit the same purpose. How to manage and adjust different people with different purposes to accomplish the maximum commercial benefit pursuing is become the key factor to the management of enterprise. In the case Tsann Kuen Group Governance Mode, we can see that the management style of Tsann Kuen Group is a "Family-style” Centralized Controlling. The paternalistic management style is not unique or only exists in Tsann Kuen Group; actually it is quite common in Asian commercial environment especially in Southeast Asia such as China, Hong Kong, Taiwan, Japan, Korea, etc. This management mode has been in existence for quite a long time, at least more than thousands years. The formation of this management mode has so much to do with Confucian ideology and culture. Confucianism emerged 2,500 years ago and was enriched throughout the country's dynastic history to become an ideology in justifying and safeguarding the hierarchical structure of political and social systems. (Jian Junbo, 2009) Even today the Confucianism still have strong influence in every aspects of people’s daily life in Southeast Asia. In Tsann Kuen Group, as a traditional family-based enterprise, its early governance had some inherent characteristics. Tsann Kuen Group emphasize paternalistic leadership, as the founder of Tsann Kuen, Tsann Kuen Wu has been the chairman of the board and at the same time, the general manager. In order to manage the whole Group, he is the final decision-maker of its operations and has a power of "One-vote veto". The main character of Tsann Kuen Group is most of main management staff are Tsann Kuen Wu’s relatives. This feature of the management mode is also the main character of paternalistic management style which has certain advantages and obvious disadvantages at the same time. Through this management mode, we can learn how profound the Confucianism affects the business operation. For example, the essence of Confucianism is loyalty. Being loyal to authority is highly recommended and also highly valued. Family is always put in a very high place in Confucianism, if in an enterprise all the important management position are taken by the family members, for example in the Tsann Kuen case, as the chairman of the board and the general manager shouldn’t worry about his management staff will betray him or considerate quit to another competitor’s company any more. Because this action is highly risk, it is not only quit a job that simple; it also means betray the whole family. From this point, the family based enterprise has several advantages. First of all, it will help all the senior management staff stay together and act as one. Sometimes in a commercial competition, the core of the competition is actually the competition between different teams. The best team is always the one which has strong competitive edges. What are the key factors to form a good team with strong competitive edges? It requires all the team members stay together and act as one and do whatever they can do the best to win the competition for the whole team. At this point, if all the team members are happened to be the family members, it is a perfect condition to form an excellent team. The second advantage is the cost, for a family based enterprise employ family members as their core management staff is very practical and very convenience especially at the very beginning of the business. As we all know everything is hard at beginning, family members as team members have more close nature bond, and the most obvious advantage of family members as team members is family members don’t really care that much about compensations. When the hard time comes, the family members have the instinct to protect to each other and support each other unconditionally. They are family and that is what the families do. At this point family members are the most powerful team members in the world. It is no doubt of that. The third advantage is security, as a team member and also a family member, work in a family based enterprise, people are close to each other and care to each other, and they have the strong sense of belonging. They work hard not only for themselves, it also for their family. It is a good feeling for all the team members or family members. Since it is no need to worry about the important staff left, all the team members and the family members don’t have problem to work hard for the same goal – pursuit the maximum commercial benefit. They don’t need to worry about to lose their jobs or get unfair treatment either. At this point the family based enterprises not only control the cost, it also controls the risk that caused by the movement of manpower. Since they don’t need to worry about the manpower flow, they can save a lot of time and energy to concentrate on the business operation. That somehow enhances the competition edges of family based enterprise.

如何使企业在激烈的市场竞争中脱颖而出，主要是关注每一个企业家。为了保持竞争优势的企业文化和管理风格，在企业中发挥非常重要的作用。什么是企业？企业是一个术语，具有多重意义。的含义之一是主动，或针对性的广泛计划，需要大量的协调。计划通常业务或财务应用中，企业通常是体贴的整体运作实体。一个企业的作用和目标产生的生产，并提供一定的服务，为经济或商业目的。虽然企业的主要目的是追求最大的商业利益，但是这并不意味着在企业工作的人，每个人都追求同样的目的。如何管理和调整不同的人有不同的目的，实现最大的商业利益追求成为企业管理的关键因素。的情况下灿坤集团治理模式，我们可以看到，灿坤集团的管理风格是“家庭式”的集中控制的家长式管理风格是不是唯一的，或者只存在于灿坤集团，实际上它是很常见在亚洲的商业环境，特别是在东南亚地区，如中国，香港，台湾，日本，韩国，等这种管理模式已经存在了相当长的时间，至少超过数千年前，这种管理模式的形成有所以多与儒家思想和文化。儒家出现在2500年前和充实了整个国家的王朝历史，成为在辩护和维护政治和社会制度的分层结构的思想（2009年建俊波）即使在今天，儒学人们每天生活在东南亚的每一个方面，仍然有很强的影响力。在灿坤集团，作为一个传统的以家庭为基础的企业，其早治有一些固有的特点。灿坤集团强调家长式领导，灿坤的创始人，吴灿坤一直是董事会主席和总经理在同一时间，为了管理整个集团，他是最终的决策者，其业务，并有权力的“一票否决权”。灿坤集团的主要特征是主要管理人员大部分是灿坤权吴的亲属。这种管理模式的功能也是主要的家长式管理风格具有一定的优势和明显的缺点的同时字符。通过这种管理模式多么深刻的儒家思想影响业务操作，我们可以借鉴，例如，儒家思想的精髓是忠诚，忠于权威强烈推荐还高度评价。家庭始终把儒学在很高的地方，如果在企业所有重要的管理位置均是由家庭成员，例如灿坤案件，作为董事会主席和总经理不应该担心他的管理人员会背叛他或体贴退出的另一家竞争对手公司的任何等等。因为这个动作是非常危险的，它不仅是退出工作那么简单，这也意味着背叛整个家庭，从这点来说，家庭为基础的企业有几个优点：首先，它会帮助所有的高级管理人员工作人员呆在一起，作为一个有时在商业竞争中，竞争的核心实际上是不同团队之间的竞争，永远是最好的球队，具有很强的竞争优势的关键因素，形成了良好的团队是什么具有较强的竞争优势，它需要全体队员呆在一起，作为一个做任何他们可以做的最好的，对于整个团队在竞争中取胜。此时，如果所有的队员正好是家庭成员它是一个完美的条件，形成一个优秀的团队的第二个优势是成本，一个家庭为基础的企业雇用家庭成员作为其核心管理人员是非常实用，非常方便，尤其是在最开始的业务，因为大家都知道一切都难以年初，团队成员的家庭成员有更密切的性质的纽带，家庭成员作为团队成员最明显的优势是家庭成员并不真的很在乎赔偿。当硬盘的时间到来的时候，家庭成员有本能来保护对方，无条件支持对方，他们是家庭和家庭做什么，此时家庭成员在世界是最强大的团队成员，这是毫无疑问的。第三优点就是安全，团队成员和家庭成员，工作在一个家庭为基础的企业，人们接近对方，照顾对方，他们有强烈的归属感，他们努力工作，不仅为自己，这也为他们的家人。这是一个很好的感觉所有的团队成员或家族成员，由于它是没有必要担心的重要人员离开，所有的团队成员和家庭成员没有问题努力相同的目标 - 追求最大的商业利益。他们并不需要担心失去他们的工作或得到不公平的待遇，要么在这一点上，家庭为基础的企业不仅控制了成本，同时也控制所造成的风险运动人手，因为他们并不需要担心人力流，他们可以节省大量的时间和精力专注于业务经营，这在某种程度上增强了以家庭为基础的企业的竞争优势。