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    题名: 智慧電網發展對不斷電系統廠商競爭策略影響之探討:以不斷電系統供應商S公司為例;The Impact of Smart Grid Technology Development on Uninterruptable Power Supply (UPS) Competitive Strategy: Example from S Company
    作者: 林信孝;Lin,Hsin-Hsiao
    贡献者: 企業管理學系在職專班
    关键词: 智慧電網;不斷電系統;瞬時競爭策略;強弱危機分析;五力分析;Smart Grid;Uninterruptable Power Supply;Transient Advantage;SWOT;Five Force Models
    日期: 2016-07-07
    上传时间: 2016-10-13 13:06:35 (UTC+8)
    出版者: 國立中央大學
    摘要: 由於環境永續性有賴於減少碳足跡與能源損耗,因此必須透過減少能源消耗和二氧化碳排放量,來提高能源效率,並獲得同等性能與服務,同時促進能源安全、創造就業機會與節省資金等多項利益。再者,智慧電網藉由連結生產者、經營者、消費者等供給與需求方,以整合電力系統與資訊技術為基礎,達到能源效率配置最佳化。鑒於不斷電系統具有高能源轉換效率與高電力品質的特性,促使不斷電系統在智慧電網中成為提升高品質電力系統的重要角色。
    目前S公司位居產業領先群中,堅持產品創新與服務品質來滿足顧客需求,但面對產業領導者與挑戰者的競爭,再加上全球經濟持續不穩定、消費者行為改變,導致競爭優勢逐漸下降,為此本研究採用強弱危機分析、五力分析及瞬時競爭策略分析S公司的競爭態勢,試圖找出最適的經營策略方針,具體的做法建議如下:
    1. 再聚焦核心產品競爭力:從產品面進行思考,以創新的方式達到顧客對新能源的期待。
    2. 提供高附加價值的服務品質:辨識顧客經驗中的代辦事項,為顧客創造更多價值。
    3. 面對不同產業的動態競爭模式:落實競技場型的瞬時競爭策略。;Sustainable environment is relying on reducing both carbon footprint and energy consumption. Increasing energy efficiency is not only gaining the performance or service equally with less power consumption but also improving energy security, creating jobs and saving money. Moreover, smart grid optimizes energy efficiency between demand and supply, including producers, operators and consumers, by integrating electricity and IT infrastructure. In smart grid, the uninterruptible power supply becomes a major player with the performance of high efficiency of energy conversion and good power quality.
    Competing against competitors, S company is to consolidate the leading position by revealing innovative products and qualified services fulfilling customer requirements. The global economy is uncertain and customers’ behaviors keep changing; competition advantage of S company is not maintaining stable. With SWOT (Strengths, Weaknesses, Opportunities, and Threats), five force models and transient competitive advantage analysis methods, we present a case study for one UPS supplier, S company. The recommended actions to strategic development as follows:
    1. Re-focusing on competition of core businesses: to fulfill customer expectation on new energy demand from creative and re-allocated products.
    2. Providing high value of service quality: to recognize to do list from customer experiences for creating more values for customers.
    3. Facing dynamic competition in turbulent industries: to optimize strategic playbook via practicing arena conception of transient advantage.
    显示于类别:[企業管理學系碩士在職專班] 博碩士論文

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