博碩士論文 93430025 完整後設資料紀錄

DC 欄位 語言
DC.creatorStone Huangen_US
DC.descriptionNational Central Universityen_US
dc.description.abstract汽車租賃產品在已開發國家中已成主要的運輸工具之一,在美國2004年租賃車新領牌照占當年度新車銷售的13%,在日本同年這個比例為10.5%或602千輛 (歐力士租車內部研究資料);台灣的市場2000年此一比例約2%,到了2005年已達4.1%或23千輛,雖然沒有達到美、日的市場規模,但以這五年之產業平均年複合成長率高達20%觀之 (中華電信數據分公司資料2005/12/31),此一產業實在不可小覬。 台灣汽車租賃業領導廠商的母公司背景有車商背景、金融業背景、專業租賃公司等三類,其所具備的核心資源、核心能力均有相當大的差異,投入此一產業的時間先後也相差十年以上,而母公司對其交賦的任務並不一樣;綜上所述,每一家公司的經營策略都有其自身的考量,或是運用雷同的策略因累積的資源、條件、能力與機會(時機)不同,執行出來的績效亦不同。   汽車租賃產業在台灣的家數以官方的統計數據為815家(交通部統計處,小客車租賃業營運狀況調查,2005),然以擁有的車輛數排名前10名者都係財團轉投資,且合計市占率高達七成,所以鎖定領導廠商的研究就可以概括產業的現況,本研究係以「台灣汽車租賃產業經營策略分析」為題進行研究。   本研究係以汽車租賃產業各領導廠商進行分析,蒐集次級資料、及與前五大領導廠商總經理的深度訪談資料為主要素材,並以波特的五力分析模型為對產業的競爭的分析,其次再針對個別領導廠商的「資源基礎」、「核心能力」進行比對,並以時間軸交叉分析產業之不同「生命週期」與個別領導廠商採用的策略有何不同,最後再將廠商的「價值單元」做進一步的分析,並採用司徒達賢的策略矩陣將每一領導廠商的經營策略試著模組化,期望能在汽車租賃產業的經營策略中整理出可行或是最適化的方向。 經前述分析與研究,最後得到五項結論茲列述如下: 一、 廠商投入經營時間若選在產業生命週期的成長期的前緣,效果最好。 二、 廠商以本身的核心能力或資源為基礎進行的經營策略規劃具有較佳的效果,實證結果符合「資源基礎」理論、「核心競爭力」理論與「價值單元」理論。 三、 台灣汽車租賃產業的成功關鍵因素以「資金籌措」與「中古車銷售能力」兩項最重要;「人力資源」、「品牌行銷」、「通路」、「客戶資源」、「車輛採購」、「作業流程」、與「法務催收」等七項為次重要。 四、 交叉銷售 (Cross Selling) 的策略在台灣汽車租賃普遍被運用,效果佳。 五、 產品線的廣度與經營成效呈正相關 (以領導廠商為樣本)。zh_TW
dc.description.abstractLeasing automobile has become one of the main means of transport in developed countries. From the new car registration ratio in 2004, the rental car proportion has occupied 13% in USA, for the same year in Japan; the proportion is 10.5% or 602,000 cars ( Orix interior searching info.). However Taiwan automobile leasing market is marching forward in this direction as well. In the year 2000, about 2%of rental from total vehicle registration and it had already reached 4.1% or 23,000 cars in 2005. Although this has not yet reached the field scale of USA and Japan, In general the industry average of five year compound growth rate up to 20%(ChungHwa telecommunication date divide common department materials 2005/12/31). Therefore this industry prospects for future growth are excellent. According to research into the background of parent company of the leading rental car companies in Taiwan, there are three kinds of such as those with car trader’’s background, financial circles background and professional car leasing corporation. There are big differences in what they possess in their key resources and major abilities. Within these companies, the time to invest in this industry successfully differed by more than ten years and the parent company addressed to it differently; Each company has developed its own management tactics, or by operating similar tactics have come out with different performances because of accumulated different resources, conditions, and opportunities. Based on official statistics, there are currently 815 leased cars in Taiwan (Ministry of Communications, the operation conditions of leasing industry of limousine are investigated, 2005), However, the top 10 ranked companies who invest in this industry are the financial groups, and they occupy more than 70% of the total. Therefore, in summary these leading manufacturers can draw together to present a situation in the car leasing industry this country indefinitely. This report is based on ’’ Taiwan automobile leasing industry’’s management tactics analysis ’’ and carries on for further research. The main materials of this research are based on the analysis of the rental car leading companies and other secondary information collecting, and in depth interviews with the General Managers of these top five automobile leasing companies. By using Porter’s 5 force analytic type as the industry correction and analysis of the competition, then according to each leading companies “resource base” and “Core ability” go on comparing and different “ life cycle”, alternate analysis of industry with particular leader strategy that company adopt any differences in time frame, make progressive analysis of the “value unit” , and try to model each company’s management tactics by adopting SiTu DaXian’’s Strategic matrix analysis, expecting to work out the most constructive and suitable direction for management tactics on the automobile leasing industry. In according with above-mentioned analysis and study, finally it gets the conclusions of five items. Conclusion: 1. If the company becomes involved by choosing in this industry life cycle in its earlier growth stage, the result will come out the best. 2. By using companies’ core abilities and resources to process the management strategic, it will reach the better result. This proved result is matched on “Resource base” theory, “Core Competence” theory, and “Unit value” theory. 3. The key successful factors in Taiwan automobile leasing industry are “Capital collection” and “used car sell ability”, these two are most important. The rest of seven abilities are the “Human Resources”, “ Brand Marketing”,, “ Channel”, “Customer Resources “, “ the vehicle purchases “, “Operating Procedure”, and “law affair press”. 4. Cross-selling strategic generally in use by the Taiwan automobile leasing company has good result. 5. The scope of the product line and management effect present positive correlation (base on car rental leading companies as samples).en_US
DC.subjectAutomobile Leasingen_US
DC.subjectStrategic Matrixen_US
DC.subjectManagement Strategicen_US
DC.publisherNational Central Universityen_US

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