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    Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/63768


    Title: 印刷電路板中小企業之競爭策略探討--以A印刷電路板公司為例
    Authors: 王彬;Wang,Bing
    Contributors: 管理學院高階主管企管碩士班
    Keywords: 中小企業;印刷電路板;競爭策略;competitive strategy;Printed Circuit Board;Small and Medium Enterprise
    Date: 2007-07-10
    Issue Date: 2014-05-08 15:30:26 (UTC+8)
    Publisher: 國立中央大學
    Abstract: PCB又稱印刷電路板,簡單的分類為:單面板、雙面板、多層板三種。PC板廠商根據客戶提供的圖稿(Gerber File)和製作規格表(Spec.),產製出客戶需求的成品。
       2006年全球PCB產值,台灣加上大陸的總產值已佔全球前三名,在全球化的趨勢下,台灣的PCB廠商,佈局大陸、東南亞各國,而根留台灣的PCB廠商,是否仍有競爭力?是否能夠勝出?
       中小企業依據經濟部定義,係指資本額8仟萬以下、員工人數200人以下之企業,而印刷電路板廠之中小企業就達68%以上。研究者在印刷電路板廠中小企業任職多年,希望透過個案探討方式,達成研究目的有下列二項:
    (一)、了解台灣中小企業印刷電路板廠產業之特性、趨勢及關鍵成功因素。
    (二)、如何在多變的產業環境下,中小企業配合本身能力與資源,研擬出產業未
       來發展之經營策略。
       本研究之資料來源有四個構面:
    (一)、中小型印刷電路板產業之相關文獻
    (二)、印刷電路板產業分析
    (三)、經營策略分析
    (四)、其他關於印刷電路板與競爭策略有關之研究論文(1997~2005)
       本研究之研究架構,係依循產業分析和策略分析。產業分析有五力分析、SWOT分析、SCP分析等。策略分析有策略定義、策略規劃與執行、和有關競爭策略之探討。
       本研究方法採個案分析法,蒐集訪談資料與次級資料,歸納出競爭策略提出結論和建議。研究結論歸納出五個可以提供業界參考之策略:
    (一)專精策略
    (二)經營具有特色之策略
    (三)中衛經營策略
    (四)聯合競爭策略
    (五)利基策略
       PC板產業經過30年之發展,已是屬於成熟型產業,不可倖免的落於價格競爭的宿命,如何在往後的未來,尋找更寬廣的藍海策略,相信是許多人深切的期盼。
    ;Categorize Printed Circuit Board (PCB) to three product lines, single-sided, two-sided, and multiple-sided. They customize products basing on Gerber File from customers.
       The output value of PCB of Taiwan and China in 2006 is in the third place of the world. Taiwan PCB companies move their plants to China or Southeast countries due to globalization but there are some PCBs staying in Taiwan. How do they compete with globalization? 
       Small and Medium Enterprise means the capital less than NT$80 millions and employee numbers less than 200 based on the definition of Ministry of Economic Affairs. There are 68% of PCB companies under this category. The researcher has many working experiences with this kind of companies and hopes to achieve study purposes through methodology of case study.
    1. Understand Taiwan PCB’s characteristics, trends, and critical successful factors.
    2. Under competitive environment, how Taiwan PCB integrate their resources to develop their future business strategies.
      This study is under four scopes.
    1. The related documentations of Small and Medium PCB Enterprise.
    2. The analysis of industry trend of PCB.
    3. The analysis of business strategies.
    4. The related studies of PCBs strategies between 1997 and 2005.
       This study is based on industry and strategy analysis. Industrial analysis includes five-force, SOWT, SCP, and so on. Strategy analysis includes the definition, design and execution, and the study of strategic competition. 
      This research is case study. Collect information through interview and secondhand data to induce competitive strategy and then make recommendations. This study provides five results as strategic for PCB industry.
    (六)Specialization Strategy
    (七)Specific Characteristics in Operation Strategy
    (八)Corporate Synergy Strategy
    (九)Ally Strategy
    (十)Niche Strategy
                 
    PCB is a maturity industry due to over 30 years development. Price competition is popular situation in this market. For future surviving and long term development, each PCB has to seek their Blue Ocean Strategy through above five strategies.
    Appears in Collections:[高階主管企管(EMBA)碩士班] 博碩士論文

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