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    Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/65415


    Title: 江蘇地區台資紙器產業發展策略—以F公司為例
    Authors: 王志仁;Wang,Chih-jen
    Contributors: 高階主管企管碩士班
    Keywords: 台資紙器產業;發展策略;五力分析;Taiwan Packaging Enterprise;Strategy Development;Five-Force Analysis
    Date: 2014-07-08
    Issue Date: 2014-10-15 15:30:57 (UTC+8)
    Publisher: 國立中央大學
    Abstract: 隨著中國經濟發展,訂定了階段性的近、中、遠國家目標。(十一五、十二五計畫、方針),包裝產業也因經濟形態的改變而有巨大的影響。從近十五年的江蘇地區經濟蓬勃發展,到中國「西進」的戰略開始發酵,也從以出口為導向到以內需為主的紙器廠客戶結構轉換,均使得紙器產業從本質上發生了變化。
    「紙器」是典型的傳統製造業,其供應涵蓋範圍,從農漁牧產品到半導體、IT(NB、TV行動裝置、3C數位商品)等,均需要它來作為提供保護、存儲、物流、及至展示商品特色等。也因為其供應面廣泛,任何一個產業訊息,大眾消費傾向,乃至國家經濟政策的改變,均可造成對包裝產業自身產能負荷、訂單結構甚或當期營運效益極為敏感的效應。
    由於經濟形勢已發生結構性的變化,例如,造成紙器產業生態亦隨著翻轉,原以上游造紙為主(一級廠、生產「原紙」)並具全中國主導地位的D公司,亦涉入紙器業(二級廠,生產包裝紙箱)也訂定未來五年全國20-30座紙器廠的建廠目標。另因承接APPLE系列訂單,作為其產能、獲利主要來源的C公司,受到市場重新分配影響,不論在產能發揮及經營效益,皆大幅滑落。此跡象也證明「沒有永遠的客戶與市場」的殘酷現實。故如何奠定企業的自我形象自我核心價值,不受外在環境的衝擊,並訂定符合國家、社會發展的階段性計畫,是紙器產業當前需面對的重要課題。
    本次研究主要針對中國江蘇區域(又稱「長江三角洲」或「長三角區域」)內紙器包裝產業,分析在過去十多年,市場需求與產業內競爭,研討個案公司如何調整「商業模式」,來確立核心競爭力,以及如何增加個案公司靈活的調控能力,以提昇自我優勢,研究結果應有助於確保台資紙器產業於華東永續經營的重要課題。;With the growth of China’s economy, short, middle, and long term targets have been set, which are the 11th Five-year Plan and the 12th Five-year Plan. Along with the plans, a great influence on the packaging industry was revealed as well. From the last 15 years, the growth and development of Jiangsu area has led a change in the nature of the packaging industry. Changes of business focus from export to domestic have also occurred.
    “Packaging” is a traditional manufacturing industry, but it is important in protecting the raw materials and products of the semi-conductor and IT industries (e.g. NB, TV and 3C). It plays a critical role in protection, storage, logistics and production display. Since packaging is so important for many businesses, a sensitive reaction was revealed in business capacity, marketing strategy and business operation when any change in market trends and government policies.
    Since a change in the structure of economy occurred, a turning has happened in the packaging industry as well. For example, D company, which only focused on jumbo paper roll making in the past, now is extending its business into the packaging sector. At the same time, D company has made a plan for running another 20 to 30 converting plants in the next five years. C company, which gained a great profit from Apple’s orders, now is going downward. This shows that “no everlasting customer and no everlasting market.” Therefore, how to set up a business image and develop a core value are the most important tactics for the packaging industry, while at the same time, the industry needs to fit with the national and the societal plans.
    The study focuses on how to adjust the packaging industry business model to ensure the core competitiveness of the case company in response to the change of the markets in Jiangsu area, i.e., the Yangtze River delta. This study shows how to ensure the competences of a Taiwan-invested company with appropriate tactics and strategies in order to achieve sustainable competitive advantage.
    Appears in Collections:[高階主管企管(EMBA)碩士班] 博碩士論文

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