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|Issue Date: ||2015-09-23 11:57:22 (UTC+8)|
;TV has now become an indispensable items of and necessity to nearly every family in Taiwan, thanks to the technological progress in Liquid Crystal Display (LCD). For example, the technological improvement in image quality is astonishing. Such as the image display technology has been improved from black-and-white in earlier time to colorful and high-definition in the present. TV are now multi-media center for family entertainment rather than pure visual program. The TV stations extend from three, i.e. Taiwan Television Enterprise, Ltd. (TTV), China Television Company, Ltd. (CTV), and Chinese Television System (CTS), to over a hundred. Further, the appearance of TV has developed from heavy and huge to large but thin and light. In respect to competition in TV market, the competitors have increased from three local brands to a large numbers of local and foreign brands, resulting in an intense and fierce competition in current market. Although the variety of electric household appliances was staggering, the most important one is TV, and the second is air-conditioners. TV thus falls into a hotly contested spot. Competitors devoted and invested a lot of elaborateness in brand promotion, marketing planning, researching and developing new technology, after-sale service, and so on, in order to increase their own competitive advantage and brand value, giving an outcome to produce business profit and performance.
In this study, I exemplify a local TV company so as to analyze if the current strategy of the company fit into the competitive landscape? The analysis method used herein is the structure-conduct-performance (SCP) paradigm, which is a model in Industrial Organization Economics. Based on said model, I explore the industrial organization of TV sales market in Taiwan. In addition to the above-mentioned model, I adopted a questionnaire survey which is with demand characteristics to realize the sample company’s position in the fierce completive TV industry in Taiwan and then to explore if its distinctive strategy need to improve and strengthen the demand characteristics with competitive advantage, allowing the company to find a foothold in this fierce competition in the market, and then find a new opportunity to break the deadlock.
My conclusions are as follows:
1. The industrial structure of Taiwan TV sales market is oligopolistic.
2. In TV market, consumer preferences tend to large-size, high-definition, and multimedia network indicators.
3. To have a competitive advantage, the sample company therein needs to increase their brand value, expand sales channels, and set up a strong product lineup.
|Appears in Collections:||[高階主管企管（EMBA）碩士班] 博碩士論文|
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