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    Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/75289

    Title: 台資系統整合商在中國競爭優勢之探討─以K公司於華東為例
    Authors: 鄭俊國;Cheng, Chun-Kuo
    Contributors: 高階主管企管碩士班
    Keywords: 系統整合;五力分析;競爭優勢;營運策略;Competitive Advantage
    Date: 2017-10-23
    Issue Date: 2018-01-16 10:45:24 (UTC+8)
    Publisher: 國立中央大學
    Abstract: 隨著中國資訊科技產業的快速成長,客戶分布在電信、金融、政府、教育、醫療等幾乎各行業和重要領域,對於資訊服務的要求也日益增加,要更全面的方案,更好的產品,更實惠的價錢,因此如何有效的整合資源以提出更佳的資訊整合服務,將會是各家需要去思考的地方。
    最後歸納分析結果,提出兩個營運方向建議(1)服務為本:持續在服務的廣度、深度、品質、專業上要求和堅持,才能贏得客戶和市場;以及(2)不單打獨鬥:台資企業受限於規模和資金的大小,所以要能持續地保有競爭優勢,勢必要整合外部的資源,包括產品和協力夥伴的助力,才能讓目前營運受限的局面得以改善,並期待能進一步提升營收和獲利。;With the rapid growth of China′s IT industry, customers in the telecommunications, finance, government, education, medical and other almost all industries and important areas, the information service requirements are increasing, more comprehensive program, better products, more Affordable price, so how to effectively integrate resources to provide better information integration services, will be each need to think about the place.

    Early Taiwan-funded system integrators, mostly with the foundry and manufacturing industry in Taiwan with the stationed in the mainland, with China′s economic growth and policy, foreign companies have been stationed with local funds sufficient, more and more large Of the system integrators should produce, in the face of such a situation, Taiwan-funded system integrators in the limited size and capital, how to maintain market share in such an environment and enhance the competitiveness of enterprises is a very important issue.

    This study examines the case of company K, how to do from the manufacturing sector to local enterprises, from simple hardware to provide hardware and software to provide integrated solutions. K company in Taiwan has a number of service positions, business scope in pre-sales planning , The implementation of the project, after-sales maintenance, etc., and in 2002 set up an office in Shanghai operating so far, I hope that through this study to understand the industry trends and trends, and analysis of internal and external strengths and threats, and then adjust the direction and objectives of the operation In order to achieve the purpose of business transformation and sustainable operation.

    Finally, the results of the analysis are presented, and two operational directions are proposed(1) service-oriented: continuous service in the breadth, depth, quality, professional requirements and adhere to in order to win customers and the market; and (2) not alone: Taiwan-funded enterprises are limited by the size and size of funds, So it is necessary to continue to maintain a competitive advantage, it is necessary to integrate external resources, including products and partners to help in order to make the current limited operation of the situation can be improved and look forward to further enhance the revenue and profit.
    Appears in Collections:[高階主管企管(EMBA)碩士班] 博碩士論文

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