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研究生:王益舜
研究生(外文):Yih-Shuenn Wang
論文名稱:台裕股份有限公司:核心競爭力與營運策略的配適
論文名稱(外文):TAI YU CORPORATION: THE ALIGNMENT OF CORE COMPETENCE AND OPERATION STRATEGY
指導教授:林南宏林南宏引用關係
指導教授(外文):Nan-Hong Lin
學位類別:碩士
校院名稱:大同大學
系所名稱:事業經營學系(所)
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:2010
畢業學年度:98
論文頁數:29
中文關鍵詞:水平多角化工業儀器社會交換理論核心競爭力交易成本
外文關鍵詞:horizontal diversificationIndustrial instrumentssocial trading theorycore competitivenesstransaction cost
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台裕股份有限公司創立於1945年,主要代理日本知名品牌之工業儀器,涵蓋範圍甚廣:產業應用範圍從傳統產業到高科技產業,從公家機關到軍方研究單位所需之精密測量與測試儀器、設備等,應用範圍從溫度、濕度、壓力到電力、電子測試,與產品壽命試驗等領域。台裕公司始終專注於工業測試儀器的應用,並採取水平多角化的營運策略,並不斷精進核心競爭力,使得台裕公司不僅能持續深耕台灣市場,也能有效提供符合顧客需求的服務與產品,因此,才能穩健與持續的成長與擴張而成為台灣知名的儀器代理商。
本個案從三方面來分析台裕公司,其依序是:台裕公司的水平多角化策略;台裕公司的核心競爭力建立過程;最後是以交易成本理論來檢視水平多角化策略下核心競爭力的應用。台裕公司從以台裕行的規模創業,在六十六年之間發展成為台灣非常知名的儀器代理商,其成功有許多因素;核心競爭力與水平多角化策略是最重要的因素。
一般認為採取水平整合的多角化經營的成本較高,但是,在充分取得原廠的支持下,在進貨成本與交貨期限都可以在市場上取得絕對的優勢,而且各銷售部門共用公司管理資源並善用公司核心競爭力來提高各部門的服務品質,整體的成本與獲利能力都比同業表現更佳,還能靈活調整服務模式以配合客戶與市場需求,使得,台裕公司掌握了速度與彈性的優勢,發揮市場行銷綜效與強化市場競爭力。
Founded in 1945, TAI YU Corporation launched its business mainly as an agent for renowned Japanese industrial instruments, which covered a vast range including both traditional activities and high-tech manufacturing. The various precision instruments and equipment required by government and military research agencies for measurement and testing range from temperature, humidity, pressure and power, electronic testing as well as service life testing among others. Committed to successful applications of industrial testing instruments, TAI YU Corporation is running on its business strategy highlighted by horizontal diversification accompanied by ongoing improvement of core competitiveness assuring not only increasingly growing market share for TAI YU Corporation in Taiwan, but also by services and products required by its customers. As result of the steady and ongoing growth and expansion, the company has earned its name as one of the leading agents for instruments in Taiwan.
In this research, TAI YU is reviewed from 3 perspectives and they are: TAI YU’s horizontal diversification strategy; foundation of TAI YU’s core competitiveness and finally, review of application of its horizontal diversification strategy based on the transaction cost theory. The successful 66-year trajectory that sees TAI YU Corporation grew from a small business into a renowned agent for instruments in Taiwan is product of a large number of factors, of which core competitiveness and horizontal diversification strategy outstand as the key ones.
While diversified operations through horizontal integration would otherwise be seen as an expensive approach, TAI YU Corporation is a successful player of the practice by taking advantage of rapidity and flexibility, key factors to its winning marketing and reinforced competitiveness plus the full support rendered by the manufacturers allowing favorable costs and timely deliveries. Its sales divisions that upgrade quality of service as they share the management resources of the company while taking advantage of the company’s core competitiveness excel the competition both in cost minimization and profitability; eventually, its agile service mode does meet the need of both the customer and the market.
摘要 i
Abstract iii
目錄 V
第一章 前言 1
第一節 緒論 1
第二節 經營管理策略 4
第二章 討論與分析 15
第一節 水平多角化策略 15
第二節 核心競爭力與水平多角化策略的配適 16
第三節 交易成本理論、社會交換理論與水平多角化發展關係 21
第三章 結論與建議 22
第一節 研究結論 22
第二節 管理意涵 23
第三節 後續研究建議 25
參考文獻 27
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