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研究生:王永東
研究生(外文):Yung-Tung Wang
論文名稱:中國不鏽鋼行業經營策略之個案研究-以個案公司內部整合為例
論文名稱(外文):Case study of operation strategies of the stainless steel industry in China – An example of internal integration from the corporate client
指導教授:梁瓊如梁瓊如引用關係
指導教授(外文):Chiung-Ju Liang
口試委員:梁瓊如
口試日期:2011-11-17
學位類別:碩士
校院名稱:國立臺灣科技大學
系所名稱:管理研究所
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:2011
畢業學年度:100
語文別:中文
論文頁數:107
中文關鍵詞:經營策略產業分析個案研究
外文關鍵詞:Business StrategyIndustry AnalysisCase Study
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本論文報告利用長期對大陸不鏽鋼行業市場搜集的市場資訊,極盡所能的希望做到全面而準確地從行業的整體高度來架構分析體系。報告從目前大陸不鏽鋼行業的宏觀景氣現況出發,接著以大陸不鏽鋼行業的發展及不鏽鋼需求走向為依托,進而詳盡分析大陸不鏽鋼行業當前的市場規模與競爭態勢。報告內容中主要分析了大陸不鏽鋼環境、大陸不鏽鋼行業發展情況、個案公司在大陸不鏽鋼行業主要競爭者經營情況、大陸不鏽鋼行業投資與前景,同時佐以行業全面詳實的市場數據,以期提供予個案公司準確地把握整個大陸不鏽鋼行業的市場走向和發展趨勢,從而在競爭中贏得先機。
本研究以前瞻性、適時性,透過大量的一手市場調研數據來分析,深入而客觀地剖析大陸當前不鏽鋼行業的供給情況、消費情況及競爭情況,並根據大陸不鏽鋼行業的發展軌跡及多年的實戰經驗,審視個案公司所採取的策略是否可達其目標,並從中提出對建議與對策。
研究結論:個案公司應藉由上、中、下游的產品予以進行策略上的整合,除延續一貫化的生產整合與產業、區域客戶的服務及深耕外,在通路上應提升業務行為及物流支援的互補性,始能有效擴大服務範圍及提高各項業務之市場佔有率,達到擴大業務範疇與經營規模的目的。若整合順利,則整合後,除能產生市場綜效及財務綜效外,將能產生巨大的營運綜效,更可藉由資訊系統之整合,節省每年各營運單位所耗費之各項資訊費用,並能享有上、中、下游生產與銷售據點的交叉行銷利益,這些上述論述還需經由企業文化消化及整合後,再持續觀察及評估,藉此提供個案公司在大陸不鏽鋼業務發展之參考。
This essay report uses market information gathered for many years from the stainless steel industry in China to make the utmost effort to comprehensively and accurately structure an analytic system from the industry’s standpoint. This report starts from the macroscopic prosperity of current stainless steel industry in China, and elaborates according to the development and the trend of demand of the stainless steel industry in China, to analyze current market scope and competition situation of the stainless steel industry in China in details. In this report, the main analysis includes the environment of stainless steel business in China, the situation of stainless steel business development in China, operation conditions of major competitors of corporate client in stainless steel industry in China, investments and prospects of stainless steel industry in China, as well as comprehensive and accurate market statistics of this industry, in order for corporate client to precisely grasp the market trend and development tendency of the entire stainless steel industry in China, thus gaining opportunities ahead in the competition.
This proactive and timely research utilizes a large quantity of first hand market survey statistics to analyze and to thoroughly and objectively study the supply, consumption and competition situations of current stainless steel industry in China, to review whether the strategy adapted by corporate client can reach its goals, and to provide suggestions and strategies based on the path of stainless steel business development and several years of market experiences in China.
Conclusion of this research: corporate client should proceed strategic integration through upstream, midstream, and downstream products; in addition to the continuation of consistent integration on production, service and in-depth operation toward industry and regional clients, corporate should also enhance business conduct and compatibility of logistic support in sales channels, in order to effectively expand the range of service, elevate the market share of each business practice, and ultimately achieve the goal of expansion of business and operation scope. If the integration goes smoothly, this will result in a comprehensive market and financial effect leading to a profound, integrated operation effect, and corporate client can also save the annual expense spent on information by each operation unit, as well as enjoy benefits of cross marketing from upstream, midstream, downstream productions and sales points after such integration. Moreover, the aforementioned discussion needs to be realized and integrated by the corporate culture, and then the observation and evaluation should also be continued to provide a reference for corporate client regarding stainless steel business development in China.
中文摘要………………………………………………………………Ⅱ
英文摘要………………………………………………………………Ⅳ
謝 誌………………………………………………………………Ⅵ
目 錄………………………………………………………………Ⅶ
圖 目 錄………………………………………………………………Ⅷ
表 目 錄………………………………………………………………X
第一章 緒論…………………………………………………………1
第一節 研究背景與動機…………………………………………1
第二節 研究目的…………………………………………………7
第三節 研究內容與範圍…………………………………………7
第四節 研究限制…………………………………………………8
第二章 文獻回顧……………………………………………………10
第一節 經營策略……………………………………………10
第二節 競爭優勢………………………………………………13
第三節 產業分析………………………………………………15
第三章 研究方法……………………………………………………18
第一節 質性研究方法…………………………………………18
第二節 個案訪談………………………………………………19
第四章 產業及個案分析……………………………………………20
第一節 中國不鏽鋼行業發展綜述………………………………20
第二節 中國不鏽鋼行業發展狀況分析……………………… 52
第三節 個案公司介紹……………………………………… 89
第五章 個案研究…………………………………………………100
第一節 個案公司內部整合之動機與背景…………………100
第二節 個案公司內部整合之過程…………………………101
第三節 個案公司未來規劃…………………………………101
第六章 結論與建議………………………………………………103
第一節 研究結論…………………………………………103
第二節 研究建議…………………………………………104
參考文獻……………………………………………………………106
一、中文部分:
1.Charles W.L.Hill & Gareth R.Jones著,黃營杉譯,「策略管理」,華泰文化,民國88年。
2.Michael E. Poter 著,周旭華譯,「競爭策略」,天下文化,民國87年。
3.大前研一著,黃宏義議,「策略家的智慧」,台北,長河出版社,1988年。
4.司徒達賢,「策略管理」,遠流出版,pp.11-15、19-24、32-41。
5.吳思華,策略九說:策略思考的本質,第三版,台北:臉譜出版,民國89年。
6.吳思華,「策略九說:第四說─資源說」,世界經濟文摘,89期,頁74-87,1994年。
7.胡幼慧,「質性研究:理論、方法及本土女性研究實例」,漢文書局,台北,民國85年。
8.高敬文,「質化研究方法論」,師大書苑,台北,1996年。
9.許士軍,「管理學」,第十版,台北,東華書局,1995年。
10.許士軍,「掌握競爭優勢的策略思考」,新競爭時代的經營策略,天下文化,pp.221-231。

二、英文部分
1.Aaker, D. A., “Strategic Market Management”, Humantites, New York, pp.29, 1984
2.Aaker, D. A., “Managing assets and skills: the key to a sustainable competitive advantage”, California Management review, pp.91-106, Winter 1989
3.Aaker, D. A., “Strategy Marketing Management”, 3rd ed., N.Y.: John wiley & Sons, 1992
4.Aaker, D. A., “Strategy Market Management”, 5th ed., N.Y.: John wiley & Sons, 1998
5.Ansoff, H. I., “Strategy for Diversification”, Harvard Business Review, pp.113-124, 1957
6.Ansoff, H. I., “Corporate Strategy”, N.Y.: McGraw-Hill, 1965
7.Ansoff, H. I., “Implanting Strategic Management”, Prentice Hall, New York. pp.3-8, 1990
8.Ansoff, H. I., “The New Corporate Strategy”, 3rd ed., N.Y.: John Wiley & Sons, 1988.
9.Covin. Jrffery G., “Enterpreneurial versus conservative firms: Acomparison of strategies and performace”, Journal of Management Studies, Vol. 28, Iss.5, pp.439-462, 1991
10.Day, G. S., “Strategic Market Planning: The Puruit of Competitive Advantage”, West Publishing Company, Minnesota, 1984
11.Drucker, Peter F., “The Practice of Management: The Study of the most important function in American Society”, Harper & Row, 1954
12.Drucker, Peter F., “Business Objective and Survival Needs: notes on a displine of business enterprise”, The Journal of Business, 31:2, pp.81-90, Apr. 1954
13.Glueck, William F., “Business Policy: Strategy Formation and Management Action”, 2nd ed., Mcgraw-Hill, N.Y., 1976
14.Hill, C. W. and G. R. Jones, “Strategic Management Theory”, Dallas: Houghton Mifflin, 1998
15.Hofer, C. W. & Schendel, D., “Strategic Formulation: AnalyticalConcepts“, West, Minn., 1978
16.Miles, R. E. and C. C. Snow., “Organizational Strategy, Structure and Processes”, N.Y.: McGraw-Hill, 1978
17.Mintzberg, H., “The Structuring of Organization”, Prentice-Hall, NJ, 1979
18.Porter, M. E., “Comprtitive Strategy: Techniques for Analyzing Industries and Competitors”, N.Y.: The Free Press, 1980
19.Porter, M. E., “Competitive advantage: Creating and sustaining superior performance”, New York: The Free Press, 1985
20.Porter, M. E., “What is Strategy”, Harvard Business Review, Vol. 74, No.6, pp.61-78, 1985
21.Porter, M. E., “The Competitive advantage of Nations”, New York, 1990
22.Weihrich, H., “The SWOT Matrix-A Tool for Situational Analysis”, Long Range Planning, Vol. 15, No.2, pp.54-66, 1982
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