English  |  正體中文  |  简体中文  |  Items with full text/Total items : 66984/66984 (100%)
Visitors : 22931298      Online Users : 153
RC Version 7.0 © Powered By DSPACE, MIT. Enhanced by NTU Library IR team.
Scope Tips:
  • please add "double quotation mark" for query phrases to get precise results
  • please goto advance search for comprehansive author search
  • Adv. Search
    HomeLoginUploadHelpAboutAdminister Goto mobile version


    Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/63886


    Title: 台灣木工自動化機械在中國的行銷策略-以個案C公司為例
    Authors: 顏昌耀;Yen,Chang-yao
    Contributors: 管理學院高階主管企管碩士班
    Keywords: 木工機械;策略與競爭;關鍵成功因素;Key Success Factors;Strategy and Competition;Woodworking Machines
    Date: 2009-07-08
    Issue Date: 2014-05-08 15:35:30 (UTC+8)
    Publisher: 國立中央大學
    Abstract: 近年來,由於產業結構的迅速變化,無論是民間企業或是政府機構,加速發展及大力倡導的都是電子或是晶圓等所謂的高科技行業,然而一向在默默耕耘的傳統產業,卻逐漸被社會所忽視,木工機械行業,如何能突破傳統產業的困境,並經由技術研發與突破,行銷與經營策略等,在對岸的中國,再度開創事業的契機,這是本研究所要探討的議題。
    本研究是以個案研究的方式,先藉由中國木工機械行業的發展趨勢,再分析專家訪談的內容,以關鍵成功因素、五力分析及SWOT分析的理論來探討個案C公司如何在同業的競爭中,成功將營運規模擴大及績效提升,甚至成為中國木工機械業的領導品牌及同業仿傚的目標。
    本研究歸納出來的結論為,台灣木工機械業不應只為了追求低成本而前往大陸投資,想要在大陸搶佔市場,必須要有自己的品牌知名度,適當的銷售通路,另外再利用兩岸產業分工,資源整合,以及優於競爭對手的售後服務,並妥善運用與同業間的策略聯盟,才能擴大市場的版圖。另外,也建議業者應多多利用產、官、學的合作機會,將機械的研發在具有未來性的節能、環保及提升生產效率的項目上,以共同推進木工機械業的產業升級並避免遭受國際廠商及大陸業者的夾擊;最後必須長期有計劃的培育人才,以破除傳統產業的迷思,使得企業繼續邁向永續經營的目標。
    ;Recently, under the fast change in the industrial structure, most of the high-tech businesses and relevant governmental organizations are developing or encouraging advanced developments. However, the traditional/conventional businesses are overlooked. The main purpose of this thesis/dissertation is to study that how woodworking businesses could break through the present difficulties, and find out further chances in China via technology research, marketing and operation strategies.
    This research is a case-study one. Through the development trend of China’s woodworking businesses and the analysis with the expert’s interview, we will find out the way how “C” Company successfully expand its operation scale and performances, and finally becomes the leading woodworking brand. We will use the following methods.
    a.Key Success Factors
    b.Five-force analyses
    c.SWOT analysis
    After the study, we come out the conclusion that if Taiwan woodworking businesses want to get more market share in China, they must establish their own brands and fames, create proper sales channels, integrate resources with cross-strait cooperation and generate better after-service. It is not proper to invest in China simply for its low cost advantages. Meanwhile, we suggest that all woodworking businesses to use the cooperative opportunities among business, government and academics, so that they could upgrade the woodworking businesses, and avoid the converging attack from China and the other countries.
    Appears in Collections:[高階主管企管(EMBA)碩士班] 博碩士論文

    Files in This Item:

    File Description SizeFormat
    index.html0KbHTML331View/Open


    All items in NCUIR are protected by copyright, with all rights reserved.

    社群 sharing

    ::: Copyright National Central University. | 國立中央大學圖書館版權所有 | 收藏本站 | 設為首頁 | 最佳瀏覽畫面: 1024*768 | 建站日期:8-24-2009 :::
    DSpace Software Copyright © 2002-2004  MIT &  Hewlett-Packard  /   Enhanced by   NTU Library IR team Copyright ©   - Feedback  - 隱私權政策聲明