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    Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/63789


    Title: 不間斷電源供應器中國產業分析與競爭策略之研究-以A公司為例
    Authors: 李秀薇;Lee,Hsiu- Wei
    Contributors: 管理學院高階主管企管碩士班
    Keywords: 不間斷電源系統;產業分析;競爭策略;策略群組分析;關鍵成功因素;Competition Strategy;Industry Analysis;Key Success Factors;Strategy Group Analysis;Uninterruptible Power System (UPS)
    Date: 2008-04-26
    Issue Date: 2014-05-08 15:31:22 (UTC+8)
    Publisher: 國立中央大學
    Abstract: 本研究從產業分析開始,探討中國大陸不間斷電源系統產業之特性、現況及未來發展趨勢,進而了解個案公司的組織結構及經營模式等公司特性,並以策略群組分析探討產業的競爭情況,再就個案公司S.W.O.T.分析探討其內部優勢與劣勢、外部機會及威脅,並歸納出其關鍵成功因素,最後將本研究結論與建議提供個案公司及業界參考。
    本研究對象個案A公司為台資企業,其母公司是台灣上市公司,擁有強大的研發能力及製造實力,為產業的標竿企業,而其生產的智慧型,高可靠度的不間斷電源系統產品,多年來已行銷於世界各國。A公司進入中國大陸市場至今十多年來,以有限的資源與能力,發展出完整的產品線,並擁有高品質的良好形象,透過自己建立的銷售通路及各地區的經銷商,銷售市場涵蓋全國31省及100多個城市。在競爭日趨激烈的中國市場,營業收入年年成長,平均年成長率高達45%,已從單一產品生產商迅速發展成為集成商品生產商,並正朝著世界一流品牌的目標發展。
    中國不間斷電源產業為一成熟產業,成長趨緩,技術演進慢,競爭日趨激烈,以策略群組分析產業競爭情況,可分外資、台資及內資三大策略群組。其中外資企業多為國際大廠,資源與能力豐富,產品線齊全,產品品質優良,以研發技術,品質及創新為產品建立差異化,並且集中於大容量高端產品市場,建立高度進入障礙,並因此獲得高毛利。惟產品成本高,及地方關係較弱是為其劣勢。內資企業發展較晚,資源與能力不足,無論研發技術、資金、人力、產品品質都呈現弱勢,惟採用價格競爭策略結合其深厚的地方關係的優勢,搶佔低端產品市場。台資企業資源有限,依其資源與能力不同而分別採取成本領導、差異化及集中(聚焦)不同策略。大部份台資企業在低端產品市場以較內資企業優異的產品品質,進行價格戰,採成本領導策略。但面臨內資企業激烈的價格競爭,幾乎沒有利潤,難以長期經營。有鑑於此,A公司的競爭策略為聚焦策略及差異化策略,其雖有完整的產品線,但因低端市場已淪為價格競爭的紅海,故聚焦在三項高端產品,並且致力於產品的研發與創新,不斷研發更大容量的機種,推出功能強大品質優良的高端產品,及全方位的解決方案。以產品性能差異化,服務個性化為主軸,在高端產品市場與外資企業進行差異化競爭。因此A公司在競爭激烈的不間斷電源產業中,能脫穎而出,持續高成長。
    經由個案研究歸納出A公司的關鍵成功因素為雄厚的研發工程實力、優異的生產技術及彈性的製造能力、遍及全中國的銷售平台、以客戶為導向具彈性的動態後勤支持。本研究並提出三項建議,首先為市場競爭格局變化之因應,其次是單一產品轉變為提供全方位解決方案之因應及服務專業化轉型之因應,供業界參考。
    ;This research begins with an UPS industry analysis on its nature, current situation and future development in China, followed by an in-depth analysis of the Taiwanese-funded Company A on its organizational structure and business model.
    The researcher analyzes the competition of the UPS industry with the strategy group analysis, and then conducts an S.W.O.T. analysis on Company A. The key success factors are discovered and suggestions are made for Company A and the general UPS industry.
    The company in study, Company A, is a Taiwanese-funded enterprise. Its mother company, a listed company in Taiwan with great capacity in research, development and manufacturing, is a benchmark company in the industry. Its intelligent, highly-reliable UPS model has been popularly marketed globally. With its limited resource and capacity in China, Company A has developed over a decade of time complete market lines and an image of superb quality. With its own market lines and the local dealers, its market covers 31 provinces and 100 cities throughout China. In such a fiercely competitive market of China, its revenue increases every year and averages a 45% increment annually. Company A has grown from single-product to become a multi-product manufacturer and it’s working its way to the goal of becoming a first-rank brand-name enterprise worldwide. 
    UPS is a matured industry and has slowed down on its growth and technological improvement, which then leads to ever-increasing intense competition. There are three strategy groups: foreign investments, Taiwanese investments and domestic Chinese investments. Foreign investments are mostly well-known international enterprises rich in resources and capacities, holding complete product lines, producing good quality products, and thus creating diversity with its R&D technology, quality and innovation. They focus on the high-end product market and establish high entry barriers for competition, and thus receive high profit. Their weaknesses are high production cost and poor relation with the local area. The domestic Chinese investments were developed at a later time, limited by resources and capacities, and are weak on R&D techniques, capital, human resource and product quality. Their strength is the cost-leadership strategy combined with good local relations, and they focus on the low-end product market. Taiwanese investments are limited in resources, and their three strategies are cost leadership, differentiation and focus, varying in accordance with the available resources and capacity. Most Taiwanese investments compete in the low-end product market price war with better quality product then their Chinese opponents, using the cost-leadership strategy; yet the price competition leaves practically no profit and can not last long. Knowing that, Company A chooses the focus and differentiation strategies and concentrates on high-end products. It also devotes to R&D and innovation and continues to market new product models with larger capacity, high-end powerful products with superb quality and total solutions. Furthermore, Company A continues to increase market diversity by diversifying product functions and personalizing services so as to compete with the foreign investments at the high-end product market. These are the factors that contribute to the continual success and high annual growth of Company A in the ruthless competition of the UPS industry.
    This research concludes the key success factors of Company A as strong R&D, excellent production skills and flexibility in manufacturing, marketing platform that spreads across China, and the customer-oriented flexible dynamic logistics. This research then makes three suggestions for the industry: to adjust sales strategy in accordance with the change of the competition scale of the market, to change form single-product to total solutions, and to transform towards professionalized service.
    Appears in Collections:[高階主管企管(EMBA)碩士班] 博碩士論文

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