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    Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/63860


    Title: 台灣自動化產業的轉型策略-以A公司為例
    Authors: 朱鋑隆;Chu,Chun-long
    Contributors: 管理學院高階主管企管碩士班
    Keywords: 自動化產業;轉型策略;automatic industry;transformation strategy
    Date: 2009-05-21
    Issue Date: 2014-05-08 15:34:24 (UTC+8)
    Publisher: 國立中央大學
    Abstract: 自動化產業設備及精密工業過去一向被定位為傳統產業,然而隨著自動化程度的提升及3C時代的來臨,電子產業快速發展,自動化產業快速結合電機、電子、光電、設計及材料等專業技術,成為自動化產業之必然趨勢。本研究主要的目的是探討台灣自動化產業的發展與趨勢分析,並選擇具代表性的個案公司深入研究其轉型動機、轉型策略、轉型所面臨的問題、困難與因應對策及轉型後的績效評估。
    轉型的主要動機包括: 經營者的理念、滿足顧客一次購足的需求、營業業績成長停滯、經銷不確定以及產品線薄弱。轉型策略包括: 1.投入創新研發開發多項產品;2. 提供一貫及完整的解決方案;3. 增加營業據點,提升服務品質;4. 調整行銷團隊機能與推廣策略;5. 藉由產、官、學、研的交流互動,共同開發尖端技術;6.品牌行銷策略;7. 設立日本分公司。
    整體而言,A公司的營運從1997年開始導入轉型策略後,除了業績與獲利有明顯的成長外,顧客數從七百多家增加到一千多家廠商,而所跨產業類別也提升不少。在顧客滿意度與顧客抱怨也有所改善,公司的研發金額投入也讓申請的專利件數從開創初期的一件增加到三十二件以上,顯見這十年的轉型階段在各方面都有顯著的成長。
    個案公司發展至今日的成果,實屬不易。然而近年來由於市場變化多端,競爭激烈,如何擁有持續的競爭優勢,及早思考永續發展之策略,值得深入探討與研究。本研究針對個案公司提出下列建議: 1.針對國際化人才的培育,因應多市場及國際性的競爭,國際化的人才的取得與培育必須加強;2. 研發能力及時效的提升,目前沒有一套積極有效的研發進度管理與成果評估系統,研發時程無法符合市場需求;3. 經銷通路的建立與規劃,需整合經銷體系或規劃其他通路體系才將貨物配銷至顧客,此部分經驗仍有不足;4. 資訊管理系統現階段已有部分不足,未來如何規劃於第一時間提供決策者正確有效管理資訊,值得注意。
    ;The automatic industrial facility and precise industry have always been regarded as traditional industries. With the improvement of the level of automation as well as the arrival of 3C era, the electronic industry swiftly develops. As a matter of fact, the speedy integration of the automatic industry with electric, electronic and optoelectronic engineering, design, material and other professional technologies becomes a necessary trend. The aim of this study is to discuss and analyze the trend and development of the automatic industry in Taiwan. In addition, this study selects the typical companies as samples to further study their motivation, strategies, issues and obstacles of the transformation and the corresponding strategies, and evaluates their performances after the transformation.
    The motivation of the transformation includes: management concept, satisfying customer’s all-in-one purchasing needs, the stop of sales growth, the uncertain distribution and weak product line. The transformation strategy includes: 1. Innovate and develop various products; 2. Provide a consistent and completed resolution proposal; 3. Add more sales locations and improve service quality; 4. Adjust the function of the marketing team and promotion strategy; 5. Develop advanced technologies through the communication between industry, government and schools; 6. Brand marketing strategy; 7. Establish a branch in Japan. 
    In general, the sales and profit of company A has significantly increased since the transformation in 1997. Besides, the number of manufacturers has increased from 700 to more than 1000 across many industries and the customer satisfaction improved as well. The company’s investment in research and development also allows the number of patent application increases from 1 in the initial stage to more than 32. Apparently, the transformation stages over the past 10 years have brought a significant growth in every aspect.  
    The sample companies have been making a lot effort in order to achieve the accomplishment of today. Since the market is ever-changing and the competition becomes more fiercely, how the companies maintain their competitive advantages and come up with the sustainable development strategy are worth deeply discussing and studying. Finally, this study provides the following recommendations to the sample companies: 1. The recruitment and training of international talents must be strengthened to compete in the global market; 2. The improvement of the capability and timely efficiency of research and development is required. So far, there is no effective system to manage the development progress and evaluate the result. As a matter of fact, the research and development schedule is not able to meet the market needs; 3. There is a lack of experience in channel distribution because the product delivery must integrate with the distribution system or go through other channel systems; 4. The information management system is insufficient at the current stage. Therefore, how to provide accurate and effective information to the decision maker in a timely manner must be highly valued.
    Appears in Collections:[高階主管企管(EMBA)碩士班] 博碩士論文

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