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    Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/63746

    Title: 台灣電弧爐鋼鐵產業之策略分析-以A公司為例
    Authors: 陳永智;Chen,Yeong-Jhy
    Contributors: 管理學院高階主管企管碩士班
    Keywords: 核心競爭力;競爭優勢;競爭策略;電弧爐;competitive advantage;competitive strategy.;core competence;electric arc furnace
    Date: 2007-06-08
    Issue Date: 2014-05-08 15:29:28 (UTC+8)
    Publisher: 國立中央大學
    Abstract: 從鋼鐵產業未來發展的趨勢來看,台灣電弧爐鋼鐵業者不宜再從量的觀點來考量競爭策略,而須注意鋼鐵產業之下游與上游之間重要的策略聯盟問題。其實每家鋼鐵廠都需要自己的中下游體系;只有將中下游的業者及其產品加以聯結,才具有較高的競爭力。這樣才會有提升附加價值的機會,也是未來業者所須因應的方向。
    ;In view of the development trend of the steel industry, Taiwan’s electric arc furnace firms should not consider their future competitive strategy purely based on quantitative variable. Rather, they should take strategic alliance between up-stream and down-stream firms into serious consideration. Each firm needs its own vertical strategic alliance network. Only through strategic alliance between them can Taiwan’s electric arc furnace firms obtain higher competitiveness. This is the only way for value-added improvement and growth.
    The purpose of this paper is study the positioning of the competitive strategy for Taiwan’s electric furnace firms when they face both the worsening internal management environments and external competitive pressures. In addition to reviewing literatures in core competence, competitive advantage, and competitive strategy, this research also conducts interviews with industry executives, and evaluates various corporate prospectuses and annual reports. Necessary analyses are made to present a comprehensive picture for the characteristics of the industry and the future competitive strategy of its firms.
    This paper concludes that the electric arc furnace industry is an industry with high forward and backward linkages. It uses recycled ferro scraps as materials. Although it is a matured industry with low growth potential, the industry will continue to exist. However, in order to survive, it is necessary for the Taiwanese firms in this industry to upgrade its quality from low level to middle-to-high level. The profits for the standard products in this industry in Taiwan are already very low. In order to meet the price competition from cheap Chinese products, Taiwanese firms need to develop products with higher value-added products as its “blue sea” growth strategy.
    Appears in Collections:[高階主管企管(EMBA)碩士班] 博碩士論文

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