| 摘要(英) |
According to the broadcasting satellite service growing, the varieties of applications of satellite communications are also rapidly increasing. In Global, the satellite communications industry of Taiwan has occupies an important position. The cut-price competition is often adopted in the Satellite communications equipment industry, so competitions are fiercely. Especially, there had never precedent that adopted Co-opetition before the case’s company implemented Co-opetition. The economies of scale are very important in the satellite communications industry. The SMEs were not easy to growing because their customers were limited. Therefore, How to survive in the cracks is important for the SMEs, to profitability and growth will have achieved sustainable development goals. The main purpose of this study is to consider the operating environment and development trends of Satellite Communication Industry in global market, and to analyze the internal resources and core capabilities that the case firms have adopted to deal with the challenges brought on by changing trends in the business environment along with a summary of what factors have influenced the Co-opetition’s successes, providing industry members with reference data for planning.
The case analysis method is used in this study. We first conduct a preliminary analysis using information gathered from related data and official secondary records, and then engage in detailed discussion with upper management representatives from the case firms. Based on the results of our research we find at three Co-opetition models, include Standard models cooperative mode, high-end models of cooperation mode and customization cooperation. The Case’s Company, through these three modes of cooperation not only to saving development costs, or production costs, but also to expand the market. In addition, the company competing case critical success factors are that the partnership level of understanding, collaborative models gradually, the importance of trust and the complementary. After the overall performance has significantly improving and enhancing, the implemented cooperation model which shows that the case’s company is correct and successful.
Finally, the research at the following conclusions：In this part that the trends of Satellite Communication Industry. Currently digital satellite broadcasting has more mature, and then expected future will show a trend of steady growth. Standardized products at low cost oriented. The main source of profit is from high-end customized products in this industry. In the part that the Taiwan′s satellite communications companies. Taiwan listed in the satellite communication system cabinet as the main business of the companies a total of four. These customer from global and are the main supplier of global satellite communications equipment. In the part co-coopetition, whether the elements of motivation, effects and success are in agreement with previous studies and the results discussed. Finally, this study presents the case company’s direction for future work, including innovative business strategy, development strategy and strategic alliances.
|
| 參考文獻 |
一、 中文部分
1. 台揚科技股份有限公司，(2013)，台揚電子年報，Retrieved from http://mops.twse.com.tw/mops/web/index
2. 兆赫電子股份有限公司，(2013)，兆赫電子年報，Retrieved from http://mops.twse.com.tw/mops/web/index
3. 百一電子股份有限公司年報，(2013)，百一電子年報，Retrieved from http://mops.twse.com.tw/mops/web/index
4. 余朝權，(1991)，產業分析構陎之探討。台北市銀行月刊，22(7)，9-19。
5. 吳思華，(1987)，產業政策與企業策略。台北：中華經濟研究所。
6. 林建山，(1991)，台灣企業管理：觀念、經驗與現實。環球經濟社。
7. 啟碁電子股份有限公司，(2013)，啟碁電子年報，Retrieved from http://mops.twse.com.tw/mops/web/index
8. 薛琦，(2001)，新世紀產業發展趨勢與策略，國政研究報告，財團法人國家政策研究基金會，臺北。
二、 英文部分
1. Aaker, D. A. (1992). Strategic Market Management 3rd ed., New York: John Wiley & Sons Co.
2. Andrews, Kenneth R. (1971). The concept of corporate strategy , Homewood, Illinois
3. Badaracco, J. L. (1991). The knowledge link: How firms compete through strategic alliances, Boston, MA: Harvard Business School Press.
4. Boynton, A. C. & Zmud, R. W. (1984). An Assessment of CSFs , Sloan Management Review, 27, 17-27.
5. Brandenburger, A. M. & Nalebuff, B. J. (1996). Co-Opetition：A revolutionary mindset that combines competition and Co-Operation-The game theory strategy that’s changing the Game of business, New York: Doubleday Press.
6. Comerford J. (2002). Group Chief Executive: Outsourcing and business process outsourcing businesses. New York.
7. Doney, P. M., & Cannon, J. P. (1997). An examination of the nature of trust in buyer-seller relationships. The Journal of Marketing, 35-51.
8. ESA, (2014). SkyPlex: Flexible digital satellite telecommunications / Telecommunications. Retrieved from http://www.esa.int/Our_Activities/Telecommunications_Integrated_Applications/SkyPlex_Flexible_digital_satellite_telecommunications
9. Glaister, K. W., & Falshaw, J. R. (1999). Strategic planning: still going strong?.Long Range Planning, 32(1), 107-116.
10. Grant RM. (1991). The resource-base theory of competitive advantage: Implications for strategy formulation. California Management Review, 33(3), 114-135.
11. GSA, (2014). CCS Insight, Retrieved from http://www.3glteinfo.com/one-billion-4g-lte-phones-2018/
12. Hill, W. L. & Jones, R. (2001). Strategic Management Theory. Houghton Mifflin Company, Fifth Edition.
13. Infonetices (2013). Market research firm Infonetics Research released excerpts from its 3rd quarter 2013, Microwave Equipment report. London, UK
14. Kotler, P. (1976). Marketing management, analysis, planning & controls. New Jersey: Prentice Hall.
15. Lambkin, M.& Day, G. S. (1989). Evolutionary Processes in Competitive Markets: Beyond the Product Life Cycle. Journal of Marketing, 53(3), 4-20
16. Morgan R.M., & Hunt S. D. (1994). the Commitment─trust theory of relationship marketing, Journal of Marketing, 58(3), 20-38.
17. Narayanan, V.K. & Fahey L. (2001). The relevance of the institutional underpinnings of Porter′s Five Forces Framework to emerging economies: An epistemological analysis. Journal of Management Studies, 42(1), 207-223.
18. NSR, (2014). Global Direct-to-Home Markets, 7th Edition. Northern Sky Research.
19. Panagiotou, G. (2003). Bringing SWOT into focus. Business strategy review,14(2), 8-10.
20. Pearce, J. A., & Robinson, R. B. (2000). Strategic management: Formulation, implementation, and control. Irwin/McGraw-Hill.
21. Porter, M. & Fuller M. (1987). Coalitions and global strategy, Competition in global industries, Boston: Harvard University Press, 315-343.
22. Porter, M. E. (1980). Competitive Strategy: Techniques for Analyzing Industries and Competitors. N.Y.: Fress Press.
23. Porter, M.E. (1985). Competitive Advantage: Creating and Sustaining Superior Performance. N.Y.: The Free Pree.
24. Rackham, N., Friedman, L. & Ruff R. (1996). Getting partnering right, McGraw Hill.
25. Ring P. S. & Van de Ven, (1994). Developmental Processes of Cooperative Interorganizational Relationships, Academy of Management Review, 19(1), 90-118.
26. SIA, (2014). State of the Satellite Industry Report, Retrieved from http://www.sia.org/wp-content/uploads/2014/05/SIA_2014_SSIR.pdf
27. Weihrich, Heinz (1982). The SWOT Matrix - A Tool for Situational Analysis, Long Range Planning, London, Apr, 15(2), 54-66.
28. Yin, R. K. (2014). Case study research: Design and methods. Sage publications.
29. Zucker L. (1986). Production of Trust：Institutional Sources of Economic Structure, Research in Organizational Behavior, 8, 53-111.
|
[Endnote RIS 格式]
[相關文章]
[文章引用]
[完整記錄]
[館藏目錄]
至系統瀏覽論文 ( 永不開放)
plurk
funp
live
udn
HD
myshare
netvibes
friend
youpush
delicious
baidu
Google bookmarks
del.icio.us
hemidemi
facebook
twitter
google
reddit