摘要(英) |
The lathe is one of the most important tools for making metal objects. Lathes can be used to shape objects into a circular disk, a tube, a cone or a shaft. The computer numerical control (CNC) lathe can save manpower by automatically tracing the motion of the lathe.
The CNC lathe has been widely applied in the production of parts, such as those of cars, aircrafts, trains, and bicycles. The CNC lathes have evolved fromthe simple two-axis models to the multi-spindle lathe ones that are characterized with remarkable processing efficiency.
Taiwan is well known its high cost-performance-ratio CNC lathes ands is ranked among the top five exporters of CNC lathes in the world. However, most of the Taiwanese lathe manufacturers are small to medium enterprises, now competing with global machine tool makers in the Chinese market. How to maintain the competitive advantage thus is a pressing issue.
A case study of an oversea Taiwanese company in China (“A Company”) was conducted. Five force analysis and SWOT competitive strategy were applied to analyze the competitive advantage of A Company. Managerial implications are drawn for informing local Taiwanese machine tool makers who plan to expand their operations in China. |
參考文獻 |
中文部份:
1. 方至民 (2000),企業競爭優勢。新北市 : 前程文化。
2. 司徒達賢 (2011),策略管理新論 : 觀念架構與分析方法。台北市 : 智勝文化。
3. 吳思華 (1984),「產業特質與企業經營策略關係研究」,國立政治大學企業管理研究所博士論文。
4. 吳思華 (1988),「產業政策與企業策略」,台北市 : 中國經濟企業研究所。
5. 吳琮璠 (1997),「資訊管理個案研究方法」,資訊管理學報,第 4 卷,第 1 期,7-17。
6. 許建宗 (2014),「台灣 PCB 業者在中國大陸之競爭策略-以 T 公司為例」,國立中央大學管理學院高階主管企管碩士論文。
7. 湯明哲 (2003),策略精論 : 基礎篇。台北市 : 天下文化。
8. 陳循介 (2009) ,「中國機床工業六十年發展中的主要經驗教訓」,世界制造技術與裝備市場 ,2009 第5期 , 64-67。
9. 劉仁傑 (1999),分工網路 : 剖析台灣工具機產業競爭力的奧秘。台北 : 聯經,9-10。
10. 鄭祺耀、許淑玲 (2000),機械工業六十年史。臺北市 : 臺灣區機器工業同業公會。
英文部份:
1. Aaker, D. A. (1984), Developing Business Strategies. New York: John Wiley & Sons.
2. Aaker, D. A. (1998), Strategic Market Management (5th ed.). New York: John Wiley & Sons.
3. Ansoff, H. I. (1965), Corporate Strategy. New York: McGraw-Hill.
4. Barney, J. B. (1991), “Firm Resources and Sustained Competitive Ad-vantage,” Journal of Management, 17(1), 99-120.
5. Kotler, P. (1976), Marketing Management: Analysis, Planning and Control. New York: Prentice-Hall.
6. Pearce, J. and Robinson, R. (2005), Formulation, Implementation, and Con-trol of Competitive Strategy (9th ed.). New York: McGraw-Hill.
7. Porter, M. E. (1985), Competitive Strategy: Techniques for Analyzing Indus-tries andCompetitors. New York: Free Press.
8. Steven Kline, Jr. (2015), “2015 World Machine-Tool Output and Consump-tion Survey,” Gartner Business Media, 50th ed., 2-5.
9. Shepherd, W. G. (1979), The Economics of Industrial Organization (4th ed.). New York: Prentice-Hall.
10. Weihrich, H. (1982), “The TOWS Matrix - A Tool for Situational Analysis,” Long Range Planning, 15(2), 54-66.
網址部份:
1. Goodway Machine Group (取自2016/12/12,http://www.goodwaycnc.com/exhtml_goodway/international.htm) 。
2. STPI 科技產業資訊室 (2008),「SWOT分析與策略擬定(下)」,(取自 2015/10/10, http://cdnet.stpi.narl.org.tw/techroom/analysis/2008/pat_08_A033.htm)。
3. TMBA台灣區工具機暨零組件工業同業公會產業資訊 / 工具機產銷統計 / 2016年1-12月台灣工具機出口速報 (取自2016/12/1,http://www.tmba.org.tw/message_show.php?cid=1448863855&pid=1444896159#)。
4. 博智研究 (2015),「量化、質化研究」,(取自 2015/11/2,http://www.embarich.com/Research.html)。
5. 臺灣機械工業同業公會,統計資料,(取自 2017/3/2,http://www.tami.org.tw/statistics/2016_machine.html#3)。 |