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    Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/64479


    Title: 中小型企業競爭策略之分析與規劃─以電機電子材料S公司為例;Competitive Strategy Analysis and Planning of Small and Medium-sized Enterprises: The Case Study of S Company
    Authors: 呂政雄;Lu,Cheng-hsiung
    Contributors: 高階主管企管碩士班
    Keywords: 中小企業;競爭策略;競爭優勢;產品特徵;策略矩陣;Small and medium-sized enterprises;Competitive strategy;Competitive advantage;Product attributes;Strategy matrix
    Date: 2014-05-28
    Issue Date: 2014-08-11 18:31:18 (UTC+8)
    Publisher: 國立中央大學
    Abstract: 台灣有超過97%以上是中小企業,其中約有80%左右為家族式企業,然而大多數的中小企業的存活年限大多不超過五年。這幾年台灣經濟歷經了產業外移、原物料高漲、世界性的金融海嘯、歐債危機和匯率波動等外在因素影響,造成了產品需求的大幅減少。在激烈的產業競爭之下,產品恆久的競爭優勢將是企業生存的必要手段。
    企業經營以及發展的過程中必定會遇到各種問題,例如人才缺乏、組織再造、產品競爭力、資金周轉以及接班人計畫等。本研究將以S公司作為個案之討論,以S公司在轉型及經營過程中所碰到的問題,將其提出來分析探究。並希望可以協助個案公司改善其營運之問題、強化企業之競爭力,亦希望能作為其他企業之參考。
    本研究的對象是一間經營時間已超過六十年之久的中小企業。公司歷經了三次重要的企業轉型,至今不斷地設法以導入新產品以及多角化經營來延續其企業壽命,也因如此所以個案S公司具有其研究之價值。本研究以Porter的競爭理論為主,輔以產業分析、SWOT分析、五力分析、Hill & Jones 的策略管理理論以及司徒達賢的策略矩陣等理論根據,並透過找尋個案公司的獨特能力以及價值,並以產品的直接與間接產品特徵與客戶進行訪談;根據產品與競爭產品所獲得之調查結果,進行優劣勢的比較分析;然後檢視企業所擁有的資源與能力,找出可以協助個案S公司建立競爭優勢的核心資源與能力,將以建立新的產品特徵組合,以作為日後持久性競爭優勢為終極目標。希望透過本研究可以引領個案公司尋找到能持續獲利良好的領域與策略。;Over 97% of firms in Taiwan are small and medium-sized ones, and nearly 80% of them are family-owned businesses. The life span of these firms seldom exceeds five years. The economic expansion that Taiwan had experienced in the past has been threatened by external factors such as the migration of manufacturing operations offshore, the ever-heightened raw materials prices, global financial crisis, European debt crises, and exchange rate fluctuations. Hence, products or services that can give a firm long-lasting competitive edge are indispensable.
    However, during the course of business administration and development, challenges of all kinds will appear continuously. Examples include shortage of talents, restructuring, product competitiveness, cash flow, corporate successor program, and so on. This thesis analyzes a case, S Company, to explore the problems it encountered during business transformation. The case shows how the company pursued the management and strategies for improving its business operations and strengthening its competitiveness.
    The case company studied is more than half a century old. With the experiences of three vital business transformations over the last five decades, the company has been able to offer lines of new products with the best value in the industry and prolong its life span through diversification, making it a valuable target for case study. This study is mainly based on Porter’s competitive theory, supplemented with other theories and tools in strategy analysis and management, in order to identify case company’s unique capabilities and values. The data are collected through interviews with customers regarding the company’s product characteristics and used to gauge and analyze the advantages and disadvantages between the products the company offers and those of the competitors. The study further reviews the company’s extant resources and capabilities, identifying the core resources and capabilities that may allow the company to establish new product portfolios that can help the company develop sustainable competitive advantage in the future. The results of this case study can serve as a reference for other small and medium-sized firms facing the similar competitive environments and problems to develop their future competitive strategies.
    Appears in Collections:[高階主管企管(EMBA)碩士班] 博碩士論文

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