台資系統整合商在中國競爭優勢之探討─以K公司於華東為例

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題名:	台資系統整合商在中國競爭優勢之探討─以K公司於華東為例
作者:	鄭俊國;Cheng, Chun-Kuo
貢獻者:	高階主管企管碩士班
關鍵詞:	系統整合;五力分析;競爭優勢;營運策略;Competitive Advantage
日期:	2017-10-23
上傳時間:	2018-01-16 10:45:24 (UTC+8)
出版者:	國立中央大學
摘要:	隨著中國資訊科技產業的快速成長，客戶分布在電信、金融、政府、教育、醫療等幾乎各行業和重要領域，對於資訊服務的要求也日益增加，要更全面的方案，更好的產品，更實惠的價錢，因此如何有效的整合資源以提出更佳的資訊整合服務，將會是各家需要去思考的地方。早期台資的系統整合商，多半是跟著台灣的代工和製造業一起進駐中國，隨著中國的經濟成長和政策，國外大廠陸續進駐加上本土資金充足的情況下，越來越多大型的系統整合商因應產生，面對這樣的情況，台資的系統整合商在規模和資本有限的情況下，如何在這樣的環境中保有市場份額和提升企業的競爭力，是一個很重要的議題。本研究討論個案公司K公司，如何從製造業做到本土企業，如何從單純的硬體販售到提供軟硬體的整合方案。K公司本身在台灣具有多個服務據點，業務範圍在售前規劃、專案實施、售後維保等方面，並於2002年於上海設立辦事處營運至今，希望透過此次研究了解產業趨勢和走向，並分析公司內外部優勢和威脅，進而調整營運的方向和目標，以達到企業轉型和永續經營之目的。最後歸納分析結果，提出兩個營運方向建議(1)服務為本：持續在服務的廣度、深度、品質、專業上要求和堅持，才能贏得客戶和市場；以及(2)不單打獨鬥：台資企業受限於規模和資金的大小，所以要能持續地保有競爭優勢，勢必要整合外部的資源，包括產品和協力夥伴的助力，才能讓目前營運受限的局面得以改善，並期待能進一步提升營收和獲利。;With the rapid growth of China′s IT industry, customers in the telecommunications, finance, government, education, medical and other almost all industries and important areas, the information service requirements are increasing, more comprehensive program, better products, more Affordable price, so how to effectively integrate resources to provide better information integration services, will be each need to think about the place. Early Taiwan-funded system integrators, mostly with the foundry and manufacturing industry in Taiwan with the stationed in the mainland, with China′s economic growth and policy, foreign companies have been stationed with local funds sufficient, more and more large Of the system integrators should produce, in the face of such a situation, Taiwan-funded system integrators in the limited size and capital, how to maintain market share in such an environment and enhance the competitiveness of enterprises is a very important issue. This study examines the case of company K, how to do from the manufacturing sector to local enterprises, from simple hardware to provide hardware and software to provide integrated solutions. K company in Taiwan has a number of service positions, business scope in pre-sales planning , The implementation of the project, after-sales maintenance, etc., and in 2002 set up an office in Shanghai operating so far, I hope that through this study to understand the industry trends and trends, and analysis of internal and external strengths and threats, and then adjust the direction and objectives of the operation In order to achieve the purpose of business transformation and sustainable operation. Finally, the results of the analysis are presented, and two operational directions are proposed(1) service-oriented: continuous service in the breadth, depth, quality, professional requirements and adhere to in order to win customers and the market; and (2) not alone: Taiwan-funded enterprises are limited by the size and size of funds, So it is necessary to continue to maintain a competitive advantage, it is necessary to integrate external resources, including products and partners to help in order to make the current limited operation of the situation can be improved and look forward to further enhance the revenue and profit.
顯示於類別:	[高階主管企管（EMBA）碩士班] 博碩士論文

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