高價值創造與傳遞之經營模式─以D公司為例

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題名:	高價值創造與傳遞之經營模式─以D公司為例
作者:	羅子良;Tze-liang Lo
貢獻者:	管理學院高階主管企管碩士班
關鍵詞:	資源基礎理論;經營模式;價值創造;價值傳遞;汽車配件;value delivery;value creation;business model;resource-based theory;auto parts
日期:	2012-06-06
上傳時間:	2012-06-15 20:37:59 (UTC+8)
摘要:	台灣汽車配件市場龐大，且近幾年產值仍持續成長。相對的，進入門檻低，競爭者眾多，競爭激烈。基於國內特殊之汽車廠牌經銷、代理方式、品牌壟斷，零組件之主要經銷方式通常採取與汽車品牌經銷商聯合銷售、由汽車品牌製造商直接採購銷售及由汽車經銷商採購銷售模式。對早先進入的企業，造成很大的壓力，獲利不斷壓縮，因此部份汽車配件經銷商興起經營模式創新的策略，建立新經營模式的商業範疇。本研究透過「資源基礎理論」分析我國汽車配件產業中領導廠商之核心競爭力與競爭策略，並且藉由Business Model Canvas工具，分析個案D公司之「經營模式」，闡述個案D公司於經營模式創新中，高價值的創造與傳遞機制。研究結果指出，個案D公司藉由策略性的購併，對價值鏈進行重組，成為「完整方案的提供者」，強化其在價值鏈的特殊定位，積極承攬並參與價值鏈的所有價值活動的模式，完全垂直整合，充分發揮「強化」某項價值訴求與提昇策略彈性的特質。成功的以經營模式創新的策略，擴張事業版圖，從而建立起競爭優勢。個案D公司並以適合汽車經銷商經營的新穎、優質的產品，持續提供新穎的價值主張，根據車型的需求去開發產品、而且產品具有差異化，汽車經銷商可提供一定的基礎量，來達成規模經濟並且透過精品車的包裝，幫助顧客降低成本。成功的以經營模式對價值的主張創新策略，幫助顧客減少成本、解決並且滿足了顧客-汽車經銷商的問題與需求及規模經濟，企業會從較低的大量採購費用中得利。另外，個案D公司以建立標準化服務流程的經營模式創新策略帶來降低顧客受偒風險與成本、建立品牌形象、提昇服務效率等價值。本研究亦提出透過購併及策略聯盟進行市場擴張、持續的開發新產品及改良現有產品、強化售後服務體制及經銷商教育訓練、技術力的提升等建議，供個案公司策略規劃之研擬，以成就事業的高峰，另建議後續研究者研究國內其它豐田汽車專屬配件公司的經營模式及持續追綜個案公司策略成效並以量化分析方式，以讓經營模式創新相關研究更臻成熟。Taiwan's auto parts market is huge, and in recent years output continued to grow. In contrast, low barriers to entry, numerous competitors, and fierce competition. Agent approach, brand monopoly components of the main distribution methods usually take the car brand dealers, sales, direct purchase and sales made by the car brand and procurement by the car dealer sales model based on the special motor vehicle label distribution. Earlier into the enterprise, resulting in a lot of pressure, profit constantly compression, and therefore part of the auto parts dealer is the rise of the strategy of business model innovation, and commercial areas of the establishment of a new business model. This study through a resource-based theory to analyze the leading supplier of core competitiveness and competitive strategies of auto parts industry, and by the Business Model the Canvas tool to analyze the case of D Company "business model" to explain the cases of D Company business model innovation high-value creation and delivery mechanisms. The study results indicate that the case D company through strategic acquisitions, restructuring the value chain to become a "complete program" to strengthen its special position in the value chain, and actively contract and participate in all the value activities of the value chain model complete vertical integration, and give full play to strengthen the qualities of particular value proposition and enhance the strategic flexibility. Successful business model innovation strategy to expand business territory, in order to establish a competitive advantage. Case D company for automotive dealers operating innovative, high-quality products continue to provide innovative value proposition to develop products according to the needs of models, and product differentiation, auto dealers can provide the basis to achieve economies of scale and help customers reduce costs through the packaging of the toy cars. Successful business model on the value proposition innovative strategies to help customers reduce costs, solve and satisfy the customer - car dealers and demand and economies of scale, companies will benefit from lower procurement costs. In addition, the business model innovation strategy for the case D Company to establish a standardized process to bring to reduce the risk and cost of customer by Tang, build brand image, enhance the value of the efficiency of service. This study also raised for market expansion through mergers and acquisitions and strategic alliances, the continuing development of new products and improvement of existing products, and strengthen after-sales service system and distributor training, technical force enhancement recommendations for the formulation of the cases of corporate strategic planning, the peak of a successful career, and the other recommended that future research with other domestic Toyota-specific accessories company's business model and continued to chase the effectiveness of comprehensive case company policy, and quantitative analysis to business model innovation and research are better mature.
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