| 摘要: | 依據實際從事人造纖維產業二十年來的經驗，聚酯人造纖維產業競爭相當劇烈，深刻體會到競爭優勢分析對公司未來發展影響甚大，台灣聚酯人造纖維業者如何在這全球化的時代潮流下，認清自己的處境，並在自己有限的資源限制下，如何提出有效的競爭策略，以建構企業競爭優勢來突破經營困境，並且持續提升自己的競爭優勢，否則終將面臨被淘汰的命運，以上乃為本研究之動機。 本研究目的包含： 一、了解聚酯人造纖維產業一般狀況及其結構 二、先利用波特五力與SWTO觀念架構與分析方法來進行聚酯人造纖維產業之產業分析，探討其經營流程、產業價值鏈之結構及本產業關健成功因素(key success factors)後並分析出競爭優勢 三、再利用滕曉雲教授(2009)競爭優勢的運作型架構---深入探討個案公司在為顧客創造經濟價值時，產品與服務在那些方面擁有獨特性，以及如何將企業本身所擁有之資產與能力有效的幫助企業建立其競爭優勢，並維持競爭優勢，以協助管理者對個案公司進行完整之競爭優勢定位分析與決策參考。 具體而言，本研究歸納結論如下： 此產業未來的方向有三：一為往高附加值之產業用紡織品及機能性紡織品移動，強化技術研發及新產品的開發，這也是目前政策引導及業者共同努力的方向；另一為針對利基市場應發展完整價值鏈，以上游優勢能耐帶動中下游產品，並強化服務及行銷，形成共榮供應鏈。最後則善用代工品質優勢與品牌通路商策略聯盟，藉以走向全球化。 個案公司發展沿革與競爭優勢分析之啟發及未來策略建議為，過去的主要競爭優勢發展策略為：低成本策略、利基市場策略及製造競爭優勢策略。未來發展策略為強化價值鏈(更由實體產品提升至服務、產品價值主張…等)，組織國際化團隊，達到資源共享及差異化之競爭優勢，將競爭形態由成本競爭形態轉變為價值競爭形態。According to my experience on polyester filament business for more than 20 years, I am aware of the high competition on this business. I deeply perceive the analysis on competitive advantage is very important for company’s future. Based on the tendency on globalization, polyester filament maker should realize what his business circumstance is. Besides, from the limited resources, he should know how to overcome the tough business by setting up his own competitive strategy and competitive advantage on growing own advantage up continually. Otherwise, he could fail and get out of the busienss. From the metioned-above background, the purpose of this study tried to conduct alternatives for this business. This study includes: 1. Take an overlook on polyest fiber business and its business structure 2. Utilize the concept from Porter’s SWTO and to analyze the polyester fiber business on its supply chain, value chain and key success factor, then to conduct a competitive advantage 3. Based on Professor Turn’s model on competitive advantage, what is company’s unique service and product for customers is studied in detail. How to integrate company’s resources and capabilities to set up own competitive advantage and how to maintain the advantage are studied too. After the analysis, the conclusion would be helpful for an administrator to understand the company’s competitive advantage and would be a reference for making company’s decision. Specifically, this research has the following conclusions: This study conducted three possible alternatives for this business in the future: To strenthen R&D the developments on high value added products, especially, for special industrial fiber and multi functional fiber;Focusing on litchi market and integrating the value chain to cover up, middle and down streams as well as marketing and good service; Based on OEM advantage (the high quality products)., to join venture with the brand company, via the chennel to spread toward globe. Proposed to make a change from the previous ideas, such as low cost, advantage market, operation excellence to the new ideas as value chain, global team, sharing resources and differentiation. The core is to change mind from cost down to value creation. |
