| 摘要(英) |
In recent years, since the US-China trade stalemate, mainland China′s industries have been localized and self-sufficient in policies from upstream to downstream; therefore, Taiwanese businessmen are facing more competitive pressure than ever before. With the continuous development of localized enterprises in mainland China and the continuous enhancement of technology, Taiwan′s small and medium-sized enterprises under the pressure of the huge red supply chain, if they fail to find a niche market, they may be swallowed by the torrent of the times. The average life expectancy of small and medium-sized enterprises in Taiwan is only about seven to thirteen years. Although they are the backbone of Taiwanese enterprises, they can only survive for a long time. Therefore, how to make enterprises survive and develop well is a must. issues that are not taken seriously. Based on this, the purpose of this research is to explore how a traditional plastic molding enterprise can move towards a more sophisticated manufacturing process and provide more complete technical services. Through enterprise growth theory and resource-based theory, through case analysis and discussion, the inspection The case company′s strategic development and transformation process under limited resources, in order to review the case company′s experience in the development process, provide the industry as a reference, and hope it can be used as a basis and reference for the case company′s future development.
This study selects the non-imaging optical molding OEM of company H as the research object, analyzes the development process of the case, and examines the resources and capabilities of its construction through the VRIO analysis model. In addition, the importance ranking of various resources required by non-imaging optics SMEs is discussed through questionnaire interviews, which can also be used as a reference for latecomers in their early strategic planning. |
| 參考文獻 |
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