台灣連接器產業經營策略之探討─以A公司為例

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Title:	台灣連接器產業經營策略之探討─以A公司為例
Authors:	洪順源;Hung,Shun-yuan
Contributors:	高階主管企管碩士班
Keywords:	台灣連接器產業;產業趨勢;哈佛商業評論;Taiwan Connector Industry;Industry Trend;Harvard Business criticism
Date:	2014-07-01
Issue Date:	2014-10-15 15:30:17 (UTC+8)
Publisher:	國立中央大學
Abstract:	本文旨在探討運用經營策略之創新來探討個案公司於連接器產業的經營績效及未來的經營策略，企業競爭環境日益激烈，加上大陸經濟政策開放，陸資國有企業之連接器廠日益壯大，已經具有相當生產規模，若只有一班的策略必定難以勝出，所以本研究想藉由個案公司探討出不同的成功之道。企業唯有不斷的運用創新、創造價值並持續追求卓越，適時調整營運策略、不斷從事組織變革，建構獲利之營運模式才能提升企業成長與生存之競爭。隨著數位時代之來臨，國內中小企業在全球化的競爭，面臨產業定位的困境。許多企業外移大陸，因而降低了產品生產成本，使得國內中小企業原有的成本優勢被大陸低廉的勞工所取代。台灣連接器產業多屬中小型企業，為了生存且符合客戶需求，皆已前往大陸設廠，兩岸分工已成趨勢。如何從策略面思考，發揮不同層次的戰術以維持競爭力，並佔有一席之地，將是台灣廠商此時思考的重點。本研究主要在探討個案公司的經營策略，由於產業環境瞬息萬變，產業中之競爭合作的互動狀態，對於策略亦有不同之影響，很難用定量的方法，以具體之數據來衡量動態的環境變化對產業競爭的影響，故本研究採用定性的描述性研究，探討個案公司如何在產業強力競爭的環境下，利用破壞式創新來建立競爭優勢，規劃因應環境的策略方向。個案公司利用經營策略加強本身的研發能力，並增加產品線,建立競合以取得採購物料的規模經濟，並規劃共同生產計畫以發揮效益。並以哈佛商業評論之個案分析找出其論點並在企業中加以應用及驗證連接器產業的經營績效及未來的經營策略。在創新及改變的過程中發生了許多問題，本研究對此也提出了改善的意見 (1)在產品別方面，個案公司現階段應利用中低階產品來擴大成熟市場，並提升研發能力，積極開發高階產品。 (2)客戶導向發展，重視價格以外之附加價值，提供客戶更完善的服務。 (3)區域市場方面，針對公司重要客戶在各區域發生之問題提出合作方式。 (4)行銷必須國際化與全球化。 (5)面對生命週期短之產品，速度是最佳優勢，利用垂直整合能力來加速生產及降低成本。;This study is to elaborate how a company in connector industry managing its performance and planning its future strategy by using innovation of business strategy. Global competition environment is getting intensively and as well China open economic policy, China connector companies are getting bigger with a certain production scale. If a company only has an ordinary strategy may not easily success among competitions. Therefore, this study will explore different success methods by a case study. If the company wants to raise its business growth capability among survival competitions by adopting insistent innovation, value creation, constant success achievement, business strategy adjustment timely, continuously organization renovation and profitable business model construction. As digital age comes, domestic small and medium enterprises are facing difficulty of positioning in global competition. Lots enterprises migrate business activities to China in order to reduce production cost which losing its cost advantages replacing by cheap labor in China. Most connector companies in Taiwan are small and medium enterprises that set up manufacturing factories in China to either striving for survival or meeting customer demand. Thus, strait division of labor has been a trend. This will be a deliberated point to Taiwan supplier by implementing strategic plan in order to keep competence with different levels of tactics and has a stand in business. This study is to discussing a business strategy by a case study. Due to dynamic industrial environment, the state of competition in the interactive industry cooperation will impact strategy implementation which cannot be measured by quantative method with specific data measuring dynamic environment change and influence of industrial competence. Therefore, this study will adopt qualitative and descriptive study to explore how this case-study company uses destructive innovation to build up competing advantage and implement correct strategic direction in diversified circumstance. This case-study company utilizes its business strategy to uplift its R&D capability and to increase production line, to create economic scale in purchasing competing for materials, and to plan to play a co-production planning efficiency gains. By case study in Harvard Business criticism found its theory and implanted in enterprises to verifying its managerial efficiency and future business strategy in connector industry. During innovation and transformation procedures, this study also proposal some improving ideas. (1)In product line, the case study company should expand its mid-low product in mature market and elevate its R&D capability in order to develop high end products (2) Customer-led development and focusing on extra value except of cost in order to provide customer better service (3) Proposing important customers cooperation mode to regional issues in the market. (4) Sales should be internationally and globally. (5) Fast speed is the best advantage to short life cycle product and to utilize capability of vertical integration to speed producing and lowering cost.
Appears in Collections:	[Executive MBA] Electronic Thesis & Dissertation

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