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研究生:金建全
研究生(外文):Chien-chuan Chin
論文名稱:台灣中小型品管儀器及生產設備製造業之經營模式分析─以S公司為例
指導教授:李小梅李小梅引用關係
學位類別:碩士
校院名稱:國立中央大學
系所名稱:管理學院高階主管企管碩士班
學門:商業及管理學門
學類:其他商業及管理學類
論文種類:學術論文
論文出版年:2011
畢業學年度:99
語文別:中文
論文頁數:134
中文關鍵詞:產業分析台灣品管儀器及生產設備製造業策略規劃經營模式
外文關鍵詞:Taiwan quality control and production equipmentstrategic planningindustry analysisoperating methods
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近年來,隨著科技競爭趨於白熱化與新興市場逐漸崛起之情況下,台灣品管儀器及生產設備製造業不僅面臨競爭愈來愈劇烈之產業環境,更必須適應產業結構之快速改變與技術能力不斷地提升。因此,台灣品管儀器及生產設備製造業者如何運用既有之核心競爭力,採行最適當之經營模式,不被瞬息萬變之外在環境所淘汰,將是決定其未來發展成敗與否之關鍵。
本研究之研究目的,主要探討企業之核心競爭力,以及針對其經營模式,包括行銷管理、作業管理、創新與研發及人力資源等功能層級策略進行分析,以洞悉企業獨特的競爭優勢,進而對企業未來進行經營策略之規劃與建議,為個案公司創造競爭優勢,維持穩定地營收成長。
本研究採用個案分析法,透過與高階主管的訪談,並進行相關文獻及次級資料的蒐集與分析。根據研究結果本研究獲得三項結論。首先,個案公司有鑑於資訊科技之蓬勃發展,儀器產業之技術門檻日益提高,積極地讓企業轉換跑道,改以專業技術較為密集之領域發展,致力於研發創新能力之提升及生產設備之投資,進而提高員工生產效率、降低人力與生產成本,創造出個案公司的競爭優勢。
再者,個案公司透過對於其自身核心競爭力之分析,研擬出最佳的經營模式,運用多元化之功能層級策略,包括行銷管理、作業管理、研發與創新及人力資源,致力於與內、外部客戶之間維持良好的互動關係,以提高客戶之忠誠度與滿意度,以及提升員工的向心力與工作效率,進而為個案公司帶來更高的獲利成長。最後,本研究運用SWOT分析方法,針對個案公司之經營策略提出最優質之策略規劃,以作為個案公司於未來研擬經營策略時之參考依據。
In recent years, due to fierce competition in the technological industry sector and the constant development of new markets, Taiwan quality control and production system manufacturers are not only facing an increasingly competitive business environment, but must also rapidly adapt to the constantly changing corporate structure and increasing technological sophistication. Thus, how Taiwanese quality control and production system manufacturers use their core competitiveness, adopt the most suitable business models, and avoid becoming obsolete in the face of the constantly changing business environment will be key factors in determining their future success or failure.
The purpose of this study is primarily to explore the core competitiveness of various firms, and conduct an in-depth analysis of the operating methods and strategies they employ, including, but not limited to their sales management, project management, R&D, human resources oversight and so on, in order to discover and understand each firms unique advantages. In this way we can better provide suggestions for the planning and implementation of future sales strategies, providing the case firms with competitive advantages so they can enjoy and maintain steady growth.
In this work, we employ the case study method, gathering data for analysis from direct interviews with upper management as well as from related literature and secondary data sources. The results of our research have led us to 3 conclusions. First, the case firms should draw lessons from the vigorous development of the IT (Information Technology) and instrument manufacturing sectors, becoming daily more technologically sophisticated. They should strive to change course themselves, switching over to a field of development with a bigger emphasis on highly skilled professionals, improving their R&D ability and investment in equipment, which would result in increased employee production efficiency and reduced personnel and production costs, giving the firm a competitive edge.
Next, the case companies should develop new operating methods suited to their own core competitiveness, based on the results of our analysis, and employ multi-faceted strategies at every level of operation, including sales management, operations management, R&D and human resources development, and so on. They should always endeavor to maintain a good interactive relationship between internal and external clients in order to improve customer satisfaction and loyalty while simultaneously improving employee loyalty and work efficiency, bringing the case firms improved earnings growth. Lastly, SWOT analysis is employed to identify the relevant factors for each case firm, allowing us to give them planning strategies tailored to best suit their needs. This should serve as reference data when these companies plan their future management strategies.
第一章 緒論 1
第一節 研究背景與動機 1
第二節 研究目的 3
第三節 研究流程 4
第二章 文獻探討 5
第一節 產業分析 5
第二節 核心競爭力 21
第三節 經營模式 30
第四節 策略規劃 41
第三章 研究方法 49
第一節 研究架構 49
第二節 研究方法 50
第三節 研究對象 51
第四章 產業分析與個案研究 53
第一節 產業分析 53
第二節 個案公司概況 53
第三節 經營模式 78
第四節 SWOT分析與策略規劃 100
第五章 結論與建議 113
第一節 結論 113
第二節 建議 117
第三節 研究限制 119
參考文獻 121
一、中文部份
1.王春旗,民93,主流與利基市場策略抉擇因素之個案研究。國立台灣大學國際企業學系碩士論文。
2.司徒達賢,民94,策略管理新論:觀念架構與分析方法。台北:智勝文化。
3.余朝權,民83,產業競爭分析專論。台北:五南。
4.吳思華,民76,產業政策與企業策略。台北:中華經濟研究所。
5.李興益(民96)。經營模式元件角色之分析。國立中央大學企業管理研究所碩士論文,桃園。
6.林建山,民90,產業政策與產業管理。台北:環球經濟出版社。
7.徐作聖、陳仁帥,民94,產業分析。台北:全華科技圖書公司。
8.許士軍,民94,定性研究在管理學研究上的重要性。第一屆管理學術定性研究方法研討會,pp.34-38。
9.陳士伯(未出版,2002 年),檔案行銷學,pp.38-39。
10.陳浩民(民94)。突破式創新與經營模式對創新導入之影響的文獻研究─兼論商業智能之前導作用。國立中央大學企業管理研究所碩士論文,桃園。
11.黃振育(2002)。解析如何進行策略規劃。品質月刊,38(5),pp.70-72。
12.楊欲富(1999)。碩士論文-策略規劃之動態模式研究。
13.蔡美慧(原著:Michael Allison & Jude Kaye)(民90)。非營利組織的策略規劃:實務指南與工作手冊。臺北市:喜瑪拉雅基金會,pp.17。

二、英文部分
1.Aaker, D. A. (1984). Strategic Market Management. N.Y.: John Wiley & Sons Co.
2.Aaker, David A. (1998), Strategic Market Management. 5th ed., New York:John Wiley & Sons Inc.
3.Amit, R. & Zott, C. (2001). Value creation in E-business. Strategic Management Journal, 22, 493-520.
4.Boynton & Zmud (1984). An Assessment of Critical Success Factor. Sloan Management Review, Summer, pp17-27.
5.Chesbrough & Henry W. (2003). Open Innovation: The New Imperative for Creating And Profiting from Technology. Harvard Business School Press.
6.Coyne,K.P.,Hall,S.D.J. & Clifford,P.G.(1997). Is your core competence a mirage? McKinsey Quarterly, 41-54.
7.Donald E. Riggs. (1984).Strategic Planning for Library Managers ,1-118.
8.Dubosson-Torbay, Osterwalder M. A., & Pigneur Y. (2001). E-business model design, classification, and measurements. Thunderbird International Business Review, 44(1), 5-23.
9.Hill, W. L. and Jones, R. (2001). Strategic Management Theory. Houghton Mifflin Company, Fifth Edition.
10.Kaufman & Herman. (1991). Strategic Planning in Education, Pennsylvania : Technomic Publishing Company, p.42.
11.Kolter, P. (1986). Principles of Marketing, 3rd ed., New York:Prentice-Hall.
12.Kotler, P. (1976). Marketing management, analysis, planning & controls. New Jersey: Prentice Hall.
13.Kotler, P., & Keller, K. L. (1997). Marketing management: analysis, planning, implementation, and control (8ed.). New Jersey: Prentice-Hall.
14.Long, C. and Vickers-Koch (1994). Using Core Capabilitiest o Creat Great Competitive Advantage. Organizational Dynamics. 24(1): 6-21.
15.Mahadevan, B. (2000). Business Models for Internet-Based E-Commerce: An Anatomy. California Management Review, 42(4), 55-68.
16.Minzberg, J. B. and Voyer J. (1995). The Strategy Process, Prentice-Hall, 16.
17.Mitchell, D., C. (2003). The ultimate competitive advantage of continuing business model innovation. The Journal of Business Strategy, 24(5), 15-21.

18.Morris, M., Schindehutte, M. & Allen, J. (2003). The entrepreneur''s business model: Toward a unified perspective. Journal of Business Research, 58(6), 726-735.
19.Narayanan, V.K. & Fahey L. (2001). The relevance of the institutional underpinnings of Porter''s Five Forces Framework to emerging economies: An epistemological analysis. Journal of Management Studies, Vol. 42, No.1, pp. 207-223.
20.Osterwalder, Y. P., & Tucci, C. L. (2005). Clarifying Business Models: Origins, Present, and Future of the Concept. Communication of the Associations for Information Systems, 15, 1-40.
21.Pearce and Robinson, (2000). Formulation, Implementation, and Control of Competitive Strategy.
22.Pearce, John A. and Robinson, Richard B. (2005). Formulation, Implementation and Control of Competitive Strategy. 10th ed., McGraw-Hill Irwin.
23.Porter, M.E., (1985). Competitive Advantage: Creating and Sustaining Superior Performance. N.Y.: The Free Pree
24.Prahalad,C.K. and G. Hamel. (1990). The Core Competence of Corporation. Harvard Business Review, 68(3), p79-91.
25.Quinn, R. W. (1994). Sport administration program directors at institutions of higher education : A study of qualifications as perceived by sport administration program directors and sport management practitioners. Unpublished doctoral dissertation. Temple University.
26.Schmid, B., Alt, B., Zimmermann, H., & Buchet, B. (2001). Anniversary edition: business models. Electronic Markets, 11(1), 3-9.
27.Selz, D. (1999). Value Webs: Emerging forms of fluid and flexible organizations: Thinking, organizing, communicating, and delivering value on the Internet. Dissertatio, University of St. Gallen.
28.Selznick, P. (1957). Leadership in administration. Evanston, IL: Row Peterson.
29.Shepherd, W. G., & Shepherd, J. M. (1979). The economics of industrial organization Prentice-Hall Englewood Cliffs.
30.Teece, D. J., G. Pisano and A. Shuen, (1990). Firm Capabilities, Resources and the Concept of Strategy, Consortium on Competitiveness and Cooperation Working Paper, University of California at Berkeley. Center for Research in Management, Berkeley, C.A.
31.Tikkanen, H., Lamberg, J., Parvinen, P., & Kallunki, J. (2005). Managerial cognition, action and the business model of the firm. Management Decision, 43(6), 789-809.
32.Timmers, P. (1998). Business Models for Electronic Markets. Electronic Markets, 8(2), 3-8.
33.Weihrich, H., Heinz Weihrich (1982). The Tows Matrix: A Tool for Situational Analysis. N. Y.: McGraw-Hill.
34.Williams, J. (1996). On Becoming a Strategic Partner with Management. Communication World, 13(3), 31-32.

三、網路部份
1.工研院經資中心(IT IS),取自:http://www.itis.org.tw/
2.台灣工業生產統計年報,取自:http://www.moea.gov.tw/Mns/populace/home/Home.aspx
3.行政院主計處,取自:http://www.dgbas.gov.tw/mp.asp?mp=1
4.行政院經濟建設委員會,取自:http://www.cepd.gov.tw/
5.資策會,取自:http://www.iii.org.tw/
6.經濟部統計處,取自:http://2k3dmz2.moea.gov.tw/gnweb/Indicator/wFrmIndicator.aspx
7.經濟部工業局,取自:http://www.moeaidb.gov.tw/
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