台商工程機械小型企業於中國市場之競合策略

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题名:	台商工程機械小型企業於中國市場之競合策略
作者:	周仕鵬;Shih-peng Chou
贡献者:	管理學院高階主管企管碩士班
关键词:	競合策略;中國工程機械產業;台商中小企業;個案研究;Co-opetition;Construction machinery industry;Small and medium-sized enterprisces;case study
日期:	2012-01-13
上传时间:	2012-06-15 20:37:04 (UTC+8)
摘要:	台商中小企業赴大陸投資已成為兩岸經貿往來的常態，在缺乏充裕資源的條件下，大陸政府的經濟政策便成為他們在陸發展的順風船，並透過與大陸各級政府、國企等的合作維持競爭優勢。在此同時，他們的合作對象也可能成為台商中小企業的競爭者，藉由政府干預、直接競爭等手段鯨吞蠶食既有的經濟大餅，因此合作與競爭便同時存在於台商中小企業的經營環境中。本研究以中國工程機械產業的台商中小企業為個案，該產業的發展高度依賴政府政策，合作與競爭成為產業常態，應用Brandenburger & Nalebuff（2005）的《競合策略》探討個案公司（1）在不同時期的競合競局；（2）如何利用策略驅動力改變整個競合競局，以創造較佳的競爭機會與利潤。研究結果發現個案公司透過調整策略以回應政策改變後所引發的「環境、規則」等競合元素的改變；另一方面，個案公司憑著深耕技術能力與業務能力做為改變整個競局的策略驅動力，讓個案公司能從最佳產品提供者，轉型為顧客服務提供者；業務範圍從蘇南地區延伸至全中國與東南亞。本研究也基於研究成果提出設立策略執行的KPI、以及發展客戶解決方案等二項做為台商中小企業發展競合策略上的建議。On the investment in Mainland China, Taiwanese small and medium-sized enterprisces (T-SMEs) may trim their sail with China government’s policy. It results in the fact that they have to cooperate with government agencies and state-owned enterprises to sustain their competitive. Meanwhile, the change of business environment may transform their relationship from business partners into competitor by government intervention or direct competition, and the like. Both cooperation and competition will exist in the business environment for T-SMEs in Mainland China. The case of this paper is derived from a T-SME invested in construction machinery industry in Mainland China. The development construction machinery industry is heavly depended on government’s policy. Cooperation and competition have become a general rule of this industry. Enterprises in this industry do business by cooperation and competition with one another. Therefore, this paper applied “Co-opetition” proposed by Brandenburger & Nalebuff（2005）to study (1) the case’s competitive game in different period of business; (2) the strategic driver by which the case use to change the competitive game in order to improve his profitability. The finding of this study is two-fold. First, this paper found that the case will modify their strategy to reflect the change resulted from the changine elements of competitive game, especially from changing environment and rule. Secondly, this paper found that both technology capability and business capability are servied as strategic drivers for a new competitive game, and, moreover, transforming his business from providing best product into customer solution. In the consulsion, this paper suggests that T-SMEs have to set up a group of key performance indicators to monitor the performance of co-opetition. Also, a total customer solution is alternative for the achievement of co-opetition.
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