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研究生(外文):Yih-Shuenn Wang
指導教授(外文):Nan-Hong Lin
外文關鍵詞:horizontal diversificationIndustrial instrumentssocial trading theorycore competitivenesstransaction cost
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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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