| 摘要: | 近年來，自美中貿易角力僵持起，中國大陸產業自上游至下游政策性地在地化、拼自給自足；因此台商所面臨的競爭壓力更勝以往。伴隨中國大陸本土化企業不斷發展大、技術不斷增強，台灣的中小企業在巨大的紅色供應鏈的壓力下，若是未能找到利基的市場，恐將遭受時代的洪流吞噬。台灣的中小企業平均壽命僅有約七年到十三年，雖然是台灣企業中的中堅角色，但是能夠生存下來的時間並不長，因此如何使企業得以存活並有良好的發展，是我們不得不正視的問題。基於此，本研究的目的在探討，一個再傳統不過的塑膠成型企業，如何走向更精密的製程，提供更完整的技術服務，透過企業成長理論及資源基礎理論，經過個案的分析及討論，檢視個案公司在有限資源下的策略發展及轉型過程，藉以檢討個案公司在發展過程中的經驗，提供給業界作為借鏡，並期望可作為個案公司未來發展的依據及參考。
本研究選擇個案H公司非成像光學成型代工為研究對象，分析個案在發展過程中，透過VRIO分析模型檢視其建構的各項資源與能力。另外透過問卷訪談探討非成像光學的中小企業所需要的各項資源之重要性排序，亦可作為後進者在前期策略規劃時的參考。;In recent years, since the US-China trade stalemate, mainland China′s industries have been localized and self-sufficient in policies from upstream to downstream; therefore, Taiwanese businessmen are facing more competitive pressure than ever before. With the continuous development of localized enterprises in mainland China and the continuous enhancement of technology, Taiwan′s small and medium-sized enterprises under the pressure of the huge red supply chain, if they fail to find a niche market, they may be swallowed by the torrent of the times. The average life expectancy of small and medium-sized enterprises in Taiwan is only about seven to thirteen years. Although they are the backbone of Taiwanese enterprises, they can only survive for a long time. Therefore, how to make enterprises survive and develop well is a must. issues that are not taken seriously. Based on this, the purpose of this research is to explore how a traditional plastic molding enterprise can move towards a more sophisticated manufacturing process and provide more complete technical services. Through enterprise growth theory and resource-based theory, through case analysis and discussion, the inspection The case company′s strategic development and transformation process under limited resources, in order to review the case company′s experience in the development process, provide the industry as a reference, and hope it can be used as a basis and reference for the case company′s future development.
This study selects the non-imaging optical molding OEM of company H as the research object, analyzes the development process of the case, and examines the resources and capabilities of its construction through the VRIO analysis model. In addition, the importance ranking of various resources required by non-imaging optics SMEs is discussed through questionnaire interviews, which can also be used as a reference for latecomers in their early strategic planning. |
