| dc.description.abstract | In past business environment of cut-throat global competition, Taiwan SMEs played as manufacturers in the global supply chains. But now companies of China and Southeast Asian Nations replace the roles. Because the scales of Taiwan SME were much smaller than global company and the product costs were higher than companies of China and Southeast Asian Nations.
The members of Taiwan cycling A-Team alliance adopt innovative co-opetion business model. The model has succeeded and may suggest strategies other Taiwan SME can adopt.
The study selects and analyzes data of four A-Team’s companies that play roles as firm, competitor, and suppliers respectively. The study adopts co-opetion theory and five-force theory to discuss the strategies adopted by A-Team’s companies. The study also finds factors that may impact co-opetion alliance.
The study finds factors that may impact co-opetion alliance, such as (1) difficult situation, (2) same objectives, trust, benefits sharing, (3) commitment, (4) differential.
The study finds that company may adopt strategies such as (1) learning from other members of co-opetition alliance, (2) good competition with each other, (3) co-promotion.
The study finds that competitor may adopt strategies such as (1) learning from other members of co-opetition alliance, (2) differential with leader, (3) increasing market share by learning production and promotion from leader.
The study finds that supplier may adopt strategies such as (1) learning from other members of co-opetition alliance, (2) improving quality, process, delivery time, (3) uniting customer, (4)benefits sharing. | en_US |