臺灣空調產業競爭優勢個案分析─以D公司為例

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題名:	臺灣空調產業競爭優勢個案分析─以D公司為例
作者:	何正隆;Cheng-lung Ho
貢獻者:	管理學院高階主管企管碩士班
關鍵詞:	變頻空調;價值鏈;需求特徵分析;競爭優勢;Corporate Value Chain;The Analysis of Characteristics;Competitive Advantage;Inverter air conditioner
日期:	2011-06-14
上傳時間:	2012-01-05 15:13:37 (UTC+8)
摘要:	台灣地處亞熱帶，夏季氣候普遍濕熱，同時隨著經濟發展，也帶動空調產業的發展。根據經濟部工業生產統計月報的報告，台灣家用空調機市場每年需求量約為75~95萬台，市場需求受到氣候與經濟景氣影響很大。家用空調已往僅是以「窗型」和「分離式一對一到一對多」等定頻冷氣機。不過隨著【變頻技術】的興起，變頻冷氣成為市場主流，窗型與傳統定頻分離式冷氣均呈現萎縮的趨勢。在商用空調方面，傳統的『落地型箱型機與冰水機』年需求量約為6-8萬台，近年來，VRV(區控型變頻中央空調系統)冷氣機系統已被建設公司大量採用，技術主要來自於日系廠牌如Daikin(大金)、Mitsubishi和Hitachi等領導品牌。隨著環保及綠色建築意識的抬頭，未來將著眼於「環保與省能」兩大議題，關注於產品的能源效率或COP值是否符合該市場法規之規定，同時環保冷媒的使用也是一項趨勢，能夠掌握變頻新冷媒技術與產品的廠商將領先掌握關鍵市場的需求，唯有加強產品差異化與本身技術能力才能增加本身的競爭力。企業經營策略的目的在於創造競爭優勢，而該競爭優勢的基礎在於有較佳的效率、品質、創新與顧客回應。具體而言展現於企業內部的正是擁有成本控制及產品差異化的獨特能力。就生產活動而言，其獨特能力即是有別於他人的「生產力」，進而形成企業的競爭優勢。研究者採用「需求特徵分析」問卷調查方式做為切入點，搭配麥肯錫管理顧問公司所提出「價值鏈」及相關經營策略模擬，並輔以個案公司實際成果為例，來印證上述的競爭優勢。 The air conditioning industry in Taiwan develops along with its economic growth. Its humid weather in the subtropical summer also plays an important part in the development. According to the data of Yearbook of Industrial Production Statistics, the yearly demand amount of Room Air Conditioners in Taiwan Market is estimated around 0.8~1.0 million units. However, the market demand is heavily influences by the weather and country’s economy at that time. For the residential air conditioners, non-inverter models used to be the mainstream, with the types like window-type, split-type and multi-system. Nevertheless, along with the development of the inverter application technology, the inverter models have taken the lead in the market whereas the sales of window-type and split type of non-inverter air conditioner were shrinking. For the commercial air conditioning sector, the market demand for conventional types, such as the standing packaged type and the chiller, is about 60,000 ~ 80,000 units. In the recent years, VRV (Variable Refrigerant Volume) models have been commonly used by the construction companies. And those air conditioners are mainly from Japanese manufacturers, namely DAIKIN, Mitsubishi and HITACHI. In the wake of environmental protection and the strong interest in the green building development, ECO and energy-saving have become the topics of discussion recently. The discussion has been focusing on whether the product’s energy efficiency ratio or coefficient of performance goes according to the energy regulation of the market. Using new refrigerant- HFC becomes a trend as well. Only those who possess new refrigerant technologies and the products will be able to grasp the niche market’s need. Hence, in order to strength the manufacturer’s competitiveness, it must improve its product differentiation and technical ability. The company management strategy should aim at creating competitive advantages. And, they should be based on better efficiency, quality, innovation and the customer’s response, and they are further reflected directly on the company’s outstanding internal cost management and ability in product differentiation. In term of manufacturing, its unique manufacturing activities create company’s strength. The researcher uses the individual company’s performance as an example and adopts the questionnaire of “Analysis of Demand Characteristics”. He then further combines it with McKinsey & Company’s “Value Chain” to prove the above case’s competitiveness.
顯示於類別:	[高階主管企管（EMBA）碩士班] 博碩士論文

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