臺灣博碩士論文加值系統

企業在成長期時，營收及規模不斷的擴大。但是當經營環境變的成熟，且競爭又變得激烈時，企業會採取甚麼樣的策略以維持競爭優勢？這是本研究感興趣的議題。透過個案研究方式研究一家跨國高科技公司的策略轉型，藉由個案公司策略轉折的分析，本研究試圖找出影響決策的因素，以及因應未來成長需要所做的改變。

研究結果發現，隨著產業結構的改變，企業必須相對調整經營模式以保持競爭優勢，產業進入成熟期，競爭壓力會使得既有廠商尋找新的差異化模式。透過產業分析，及交易成本理論，我們發現企業可以將價值鏈中非核心的部分外包，以保持其經營上的彈性，例如：低階的生產製造、及多重通路的運用等。同時，領導廠商的行為改變也會影響原本的產業現況，它會刺激產業結構的改變，隨著更多企業透過外包改變原本的經營疆界，改變產業上下游的交易成本，因此，產業及企業之間是存在動態的交互影響。此外，通路策略是企業重要的市場策略，新產品或是新市場，透過直銷是比較有效的方式，成熟的產品或是市場，則可以透過不同的通路結構迅速進入市場，不論是直銷或是代理，企業必須了解技術產品的生命週期及市場的需要，發展最適合的通路行銷策略。本論文也據此提出實務的建議及後續研究的方向。

As industry is getting mature, competition would become fierce and the growth of the incumbent firm would become difficult. How the incumbent firm manages such saturation by changing its resource configuration attracts our research attention. Based on a qualitative research approach, we examine the transformation strategy of an established multinational high-tech firm specialized in designing and producing test and measurement equipment. By analyzing the content and process of strategic changes during the transformational stage, this study identifies the determinants of choosing between direct account sales and agent models in response to future growth.
Our research results show that in response to changing industrial structure, company must adjust its business model in order to maintain its competitive advantage. When industry is mature, company needs to find ways to differentiate itself from competition. One alternative is to outsource its non-core activities along the value chain, such as low-end manufacturing, and the use of channels etc., to gain operational flexibility. Meanwhile, the leading firm’s strategy change also affects the industry structure, it stimulates the industry change. When more companies adjust their business scope through outsourcing, it also changes the inter-firm transaction costs between upstream and downstream companies. Therefore, there is a dynamic interaction between industries and enterprises. Furthermore, channel strategy is an important market strategy. For entering with new products or new markets, direct account sales would be more effective. As for mature products or markets, different channels can be structured to enter market quickly. Whether by direct account sales or agents, companies must understand the product life cycle and market needs to develop the most appropriate channel marketing strategy. This paper provides practical recommendations and suggestions for future research.

目 錄

口試委員會審定書 i
誌謝 ii
中文摘要 iii
THESIS ABSTRACT iv
目 錄 v
圖目錄 viii
表目錄 ix
第一章 緒 論 1
1.1 研究動機 1
1.2 研究問題與目的 2
1.3 研究方法 3
1.4 研究限制 4
第二章 文獻探討 5
2.1 產業分析 5
2.2 價值鏈與經營模式 6
2.3 交易成本理論 8
2.4 通路選擇策略 9
第三章 個案公司的策略轉型 12
3.1 個案公司簡介 12
3.2 電子量測儀器產業分析 14
3.3 電子量測產業趨勢 20
3.4 產業內的主要競爭狀況 23
3.5 A公司電子量測部門 24
3.5.1 電子量測部門的成長 24
3.5.2 電子量測部門組織及價值鏈活動 28
3.5.3 組織能力及文化 32
3.5.4 策略轉變 33
3.6 第三章總結 35
第四章 多重通路下的業務成長策略 37
4.1 通路模型選擇 37
4.1.1 中高階產品的銷售 40
4.1.2 高度客製化系統的銷售 41
4.1.3 基礎產品的銷售 42
4.2 A公司的通路發展 43
4.2.1 A公司的通路商 43
4.2.2 2010年經營成效 44
4.2.3 歸納整理 46
4.2.4 電子量測儀器通路的演變 48
4.3 直銷及代理多重通路的成功關鍵因素 50
4.3.1 公司管理階層的共識 50
4.3.2 強化公司的核心能力及市場開發的能力 51
4.3.3 調整組織結構及能力 52
4.3.4 加強通路商的管理及協助通路商發展其能力 53
4.4 第四章總結 53
第五章 結論與建議 54
5.1 研究結論 54
5.2 研究建議 55
5.3 後續研究建議 56
參考文獻 57

中文部分:
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英文部分:
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