(3.235.41.241) 您好!臺灣時間:2021/04/15 05:19
字體大小: 字級放大   字級縮小   預設字形  
回查詢結果

詳目顯示:::

我願授權國圖
: 
twitterline
研究生:王漢文
論文名稱:以Hamel經營模式探討金門陶瓷廠之經營策略
論文名稱(外文):Using Hamel Business Model to Formulate the Business strategy of Kinmen Porcelain Factory
指導教授:黃旭男黃旭男引用關係
學位類別:碩士
校院名稱:銘傳大學
系所名稱:管理科學研究所碩士在職專班
學門:商業及管理學門
學類:企業管理學類
論文種類:學術論文
論文出版年:2003
畢業學年度:92
語文別:中文
論文頁數:85
中文關鍵詞:陶瓷經營模式競爭優勢
外文關鍵詞:porcelainbusiness modelcompetitiveness advantage
相關次數:
  • 被引用被引用:33
  • 點閱點閱:683
  • 評分評分:系統版面圖檔系統版面圖檔系統版面圖檔系統版面圖檔系統版面圖檔
  • 下載下載:179
  • 收藏至我的研究室書目清單書目收藏:8
金門陶瓷廠成立於民國五十二年,為金門縣政府所屬之公營事業單位,由於中華民國已於九十一年元月一日起,正式加入世界貿易組織(WTO),在面臨自由化、民營化、國際化及全球化的環境,又逢全球金融風暴效應,經濟景氣跌落谷底,加之大陸低價陶瓷之入侵,導致市場競爭日烈之壓力下,陶瓷廠深受衝擊,以往之優勢不復存在,造成競爭力低落,營運年年虧損之窘境,再造重整,刻不容緩。
觀諸一個成功的企業,必須擁有一套有效的經營模式,才能構築企業關鍵成功因素(Key success factor),本研究係以金門陶瓷廠為研究對象,用描述性個案研究法(Descriptive case study),試以Hamel(2000)提出之經營模式架構,從核心策略(Core strategy)、策略性資源(Strategic resource)、顧客介面(Customer interface)及價值網路(Value network)等四個構面,探討陶瓷廠之經營模式,藉由全面檢視,分別對產業及陶瓷廠提出經營建議。
經由本研究之分析,提出對陶瓷產業之策略建議為:1.經營模式最重要者首推價值網路,結合策略性資源,構築關鍵性成功因素。2.透過產品不斷創新,運用彈性而靈活的資源配置,建立其獨特性與差異性,才能擁有市場佔有率,建立永久競爭優勢;對陶瓷廠之策略為:1.建立事業使命、願景與核心信念,以凝聚員工向心力。2.進行組織再造,改善經營體質,有效提昇活動構造。3.善用「官窯」品牌及「形象」優勢,加強行銷。4.強化顧客介面的經營模式,建立顧客關係動態。5.強化各經營模式各要素之搭配性,以創造利潤,建立競爭優勢。
Kinmen Porcelain Factory was founded in 1963, which is a publicly-operated business unit owned by Kinmen County Government. Since January 1st, 2002, when Taiwan became a member of WTO, Kinmen Porcelain Factory has confronted the environment of liberalization, privatization, internationalization, globalization, and the economic slump due to global financial crisis effects. What''s more, it has been threatened by porcelain imported at a low price from mainland China, which made its vantage disappear, market competition ability lost, and revenues in deficits. Business reconstruction should be done in no time.
From the observation of a success enterprise, we realize it takes a set of effective business model to build those key success factors. Via descriptive case study, Kinmen Porcelain Factory is the subject of this research. Based on the business model structure of Hamel (2000), we discuss porcelain factory''s business model from the following four phases: core strategy, strategic resource, customer interface, and value network to respectively propose suggestions for the industry and porcelain factory by doing a full-scale review.
This research proposes the following results about business strategy. For the porcelain industry: 1. Value network is above all among the business models combined with strategic resources to construct key success factors. 2. To possess market share and lasting competitiveness advantage, an enterprise must keep on refreshing products and employing resource allocation to have uniqueness and make distinction. 3. Making good use of "official kiln" and "image" vantage to strengthen marketing. 4. An enterprise should beef up the business model of customer interface and build customer relation development. 5. Strengthening the collocation of all the factors in the business model to make profit and competitiveness advantage.
第一章 緒論 1
1.1 研究背景與動機 1
1.2 研究問題與目的 1
1.3 研究程序 1
1.4 論文章節與結構 2
第二章 陶瓷產業之現況分析 4
2.1 台灣陶瓷工業的現況 4
2.2 陶瓷產業之分類 4
2.3 市場規模與產值 5
2.4 藝術陶瓷競爭分析與經營問題 11
第三章 文獻探討與研究設計 14
3.1 五力分析 14
3.2 資源基礎理論 17
3.3 競爭策略 27
3.4 經營模式 35
3.5 營運績效 39
3.6 研究架構 41
3.7 研究變數 41
3.8 研究方法 43
第四章 個案研究與分析 44
4.1 沿革 44
4.2 組織概述 44
4.3 人力資源概況 45
4.4 陶瓷廠營運策略分析 48
4.4.1 核心策略 48
4.4.2 策略性資源 51
4.4.3 顧客介面 56
4.4.4 價值網路 60
4.5 策略與資源間之活動構造分析 62
4.6 顧客介面與策略間之顧客利益分析 66
4.7 資源與價值網路間之公司界線分析 67
4.8 整體策略評估 68
4.8.1 傳送顧客利益的效率 69
4.8.2 經營模式的獨特性 70
4.8.3 經營模式各項要素的搭配程度 70
4.8.4 利潤推進器 73
第五章 結論與建議 74
5.1 結論 74
5.2 建議 80
參考文獻 82
1. Aaker, D. A., “Managing Assets and Skills: The Key to a Sustainable Competitive Advantage, California Management Review, Vol. 31, No. 2, 1989, pp. 91-106.
2. Aaker, D. A., Strategy Market Managing, 2nd ed., NY: John Wiley & Sons, Inc., 1988, pp. 201-276.
3. Aaker, D. A., Managing Brand Equity, NY: The Free Press, 1991.
4. Amit, P. and schoemaker, P. H., “Strategic Assets and Organizational Rent,” Strategic Management Journal, Vol. 14, 1993, PP. 33-46.
5. Ansoff, H. I., The New Corporate Strategy, NY: John Wiley & Sons, 1998.
6. Ansoff, H. I., and McDonnel, E., Implanting Strategic Management, 2nd ed., NJ: Prentice Hall Inc., 1990, pp. 52-54.
7. Barney, Jay, “Firm Resources and Sustained Competitive Advantage,” Journal of Management, Vol. 17, No. 1, 1991, pp. 99-120.
8. Chandler, A. D. Jr., Strategy And Structure, Cambridge, MA: MIT Press, 1962.
9. Chandler, A. D. Jr., Scale and Scope: The Dynamics Pofmdistroa; Caport, Harvard University Press, Cambridge: MA, 1990.
10. Chatterjee, S. and Wernerfelt, B., “The Link Between Resources and Type of Diversification: Theory and Evidence,” Strategic Management Journal, Vol. 12, 1991, pp. 33-48.
11. Collis, D. J. and Montgomery, C. A., “Competing on Resources: Strategy in the 1990s,” Harvard Business Review, Vol. 73, 1995.
12. Glueck, W. F., Business Policy: Strategy Formation and Management Action, 2nd ed., NY: McGraw Hill Book Co, 1976.
13. Grant, R M., “The Nature and Basis of Competitive Advantage: A Dynamic Approach,” The Tenth Annual Strategic Management Society Conference, Stockholm, September 1990, pp. 1-18.
14. Grant, R. M., “The Resource-based Theory of Competitive Advantage; Implications for Strategy Formulation,” California Management Review, Vol. 33 Iss. 3, Spring 1991, pp. 114-135.
15. Hamel, G., and Prahalad, C. K., Competing For the Future — Breaking Strategies For Seizing Control of Your Industry and Creating the Markets of Tomorrow, Harvard Business School Press, 1994.
16. Hamel, G., and Heene, A., “The Concept of Core Competence,” Competence-based Competition, NY: John Wiley & Sons, 1994, pp. 11-34.
17. Hamel, G., Leading the Revolution, Harvard Business School Press, 2000, pp. 61-113.
18. Hofer, C. W., and Schendel, D., Strategy Formulation: Analytical Concepts, MN: West, 1978.
19. Klein, J. A., Edge, G. M., and Kass, T., “Skill-base Competition,” Journal of General Management, Vol. 16, 1991, pp. 1-15.
20. Kotler, P., Ang, S. H., Leng, S. M., and Tan, C. T., Marketing Management-an Asian Perspective, NJ: Prentice-Hall Inc.,1999.
21. Leonard-Barton, Dorothy, “Core Capabilities and Core Rigidities: a Paradox in Managing New Product Development,” Strategic Management Journal, Vol. 13, special issue, 1992. pp. 111-125.
22. Marino, K. E. “Developing Consensus on Firm Competencies and Capability,” Academy of Management Executive, Vol. 10, No. 3, 1996, pp. 40-51.
23. Miller, D. and Snow, C. C., Organization Strategy Structure and Process, NY: McGraw-Hill., 1978.
24. Mintzberg, H., “Crafting Strategy,” Harward Business Review, 1987, pp. 66-75.
25. Penrose, Edith T., The Theory of the Growth of the Firm, New York: John Wiley, 1959.
26. Peteraf, M. A., “The Cornerstones of Competitive Advantage: A Resource-Based View,” Strategic Management Journal, Vol. 14, 1993, pp. 179-191.
27. Porter, M. E., Competitive Strategy, NY: Free Press, 1980.
28. Porter, M. E., Competitive Strategy, NY: The Free Press, 1985.
29. Porter, M. E., “Strategy and the Internet,” Harvard Business Review, March, 2001.
30. Porter, M. E., and Millar, V. E., “How Information Gives You Competitive Advantage,” Harvard Business Review, 63(4), 1985, pp. 149-160.
31. Prahalad, C. K., and Hemel, G., “The Core Competence of the Corporation,” Harvard Business Review, Vol. 68, No. 3, 1990, pp. 79-91.
32. Robbins, Stephen P., Management, 4th ed., NJ: Prentice-Hall, 1994.
33. Tampoe, M., “Exploiting the Core Competence of Your Organization,” Long Range Planing, Vol. 27, 1994, pp. 66-77.
34. Towner, S. J., “Four Ways to Accelerate New Product Development,” Long Range Planing, Vol. 27, 1994, pp. 57-65
35. Timmers, P., “Business Models for Electronic Markets,” Electronic Markets, Vol. 8, No. 2, 1998, pp. 3-8.
36. Venkatraman, N., and Ramammiam, Vasudevan, “Measurement of Business Performace in Strategy Research : A Comparison of Approach,” Academy of Management Reviews, Vol. 11, No 4, 1986, pp. 801-814.
37. Wernerfel, B., “A Resource-Based View of the Firm,” Strategic Management Journal, Vol. 5, 1984, pp. 171-180.
38. Yin, R. K., Applications of Case Study Research: Design and Method, 2nd , Sage Publication, 1994.
1. 大前研一,(黃宏義譯),「策略家的智慧」,長河出版社,1983年。
2. 王秉鈞,管理學,台北華泰書局,民國84年。
3. 台灣瓷磚暨衛浴瓷年鑑,創刊號,2001年。
4. 台灣區陶瓷工業同業公會網站,2003年。
5. 司徒達賢,策略管理,台北:遠流出版社,民國84年。
6. 李洋昇,「台灣資訊電子廠商核心專長與競爭策略之研究」,東華大學國際企業管理研究所碩士論文,2000年。
7. 何政廣,明代陶瓷大金,台北藝術家出版社,民國72年。
8. 林晉寬,「從資源基礎理論探討資源特性與成長策略之關係」,政治大學企業管理研究所博士論文,民國84年。
9. 金門陶瓷廠網站,民國92年。
10. 金門縣政府統計年報,民國91年。
11. 吳思華,策略九說:策略思考的本質,台北:臉譜出版社,民國87年。
12. 黃旭男,「管理學講義」,銘傳大學管理學院,民國90年8月
13. 郭文彬,「公賣局啤酒資料條件競爭個案分析─資源基礎理論之應用」,國立交通大學經營管理研究所碩士論文,2000年。
14. 許梅芳譯,超優勢競爭,台北遠流出版社,民國87年。
15. 劉盈秀,「大同世界科技公司營運策略之探討:Hamel經營模式之應用」,銘傳大學管理科所碩士論文,民國92年。
16. 陳振祥,「企業政策講義」,銘傳大學管理學院,民國90年12月。
17. 陳淑芬等,「台灣網際網路服務提供者(ISP)之策略適合度與績效關聯性分析」,雲林科技大學,全國經營專題研討會論文,2003年。
18. 華英惠,迎接WTO時代,台北聯經出版社,民國89年。
QRCODE
 
 
 
 
 
                                                                                                                                                                                                                                                                                                                                                                                                               
第一頁 上一頁 下一頁 最後一頁 top
系統版面圖檔 系統版面圖檔