跳到主要內容

臺灣博碩士論文加值系統

(3.236.28.137) 您好!臺灣時間:2021/07/25 20:40
字體大小: 字級放大   字級縮小   預設字形  
回查詢結果 :::

詳目顯示

: 
twitterline
研究生:紀荐豪
研究生(外文):Chi,Chien-hao
論文名稱:台灣塑木複合材料產業經營策略探討
論文名稱(外文):Taiwan WPC Material Property Manage Tactic Conferring
指導教授:謝登隆謝登隆引用關係
指導教授(外文):Hsieh,Tenglung
口試委員:孫鈺峯吳立偉
口試日期:2012-07-10
學位類別:碩士
校院名稱:東海大學
系所名稱:管理碩士在職專班
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:2012
畢業學年度:100
語文別:中文
論文頁數:50
中文關鍵詞:塑木複合材料
外文關鍵詞:WPC
相關次數:
  • 被引用被引用:4
  • 點閱點閱:682
  • 評分評分:
  • 下載下載:162
  • 收藏至我的研究室書目清單書目收藏:0
摘要
近年來,隨著綠色環保意識的高漲,節能減碳並使用環保材料的產品已成為全球的趨勢,而世界各國的政府也陸續推出相關法令以鼓勵環保產品的使用。塑膠廢棄物在自然界中難以被分解,而樹木的生長需要很長的一段時間,加上木材燃燒又會產生CO2,因此塑木(WPC)產業即是結合了回收的塑膠廢棄物及天然纖維為原料,以其製造各種不同的產品如各樣的建材、家具等,其可應用的範圍非常的廣泛,未來的發展性也不容小覷,因此我們以塑木產業為本研究之探討目標。
本研究以Hamel(1994)對核心競爭力的定義:核心競爭力是一種可以「創造顧客核心價值」、「與競爭者差異性」及「進入市場」的能力,並結合了塑木產業的特性,提出產品功能開發、品牌、垂直整合、專利權及通路為塑木產業的核心競爭力。本文主要以塑木廠商H公司為研究對象,分析其核心競爭力及在市場上的所面臨的競爭者,並以此為研究方向歸納出H公司的經營策略。
H公司目前處於萌芽期,應觀察早期替代曲線斜率的變動幅度,並將塑木材料的價格訂高於實木價格的1.3~1.5倍,即可保有在市場上的競爭力,而隨著塑木可取代的材料越來越多,降低成本並提高資源利用率也將成為新的研究趨勢。垂直整合為H公司與其他競爭者的差異能力,其自備模具、機器設備、混合比例等,並申請專利,也朝著垂直整合上游的目標邁進,將提高其他競爭者的進入障礙。而在下游的部分,掌握通路是很重要的,H公司的策略目標為經營自營商、開放加盟、與家具業通路合作,在國外則是與當地政府及財團合作,運用授權的方式來克服語言、通路障礙,並在當地設廠以減少成本,及採行低階市場破壞性創新的策略。H公司的長期經營策略為經營品牌及創新產品,以及與B&Q和IKEA等家具業通路商異業合作,並進行OEM的多角化經營。

關鍵字:WPC、核心競爭力、替代曲線、垂直整合、品牌、創新、OEM

Abstract
The upsurge of green environmental awareness in recent year, saving energy and reducing carbon and using environmentally friendly materials has become a global trend for governments around the world launched the relevant laws and regulations to encourage the use of environmentally friendly products. Plastic waste in nature, difficult to be dissolution while the growth of the trees take a very long period of time and wood-burning will produce CO2, therefore WPC (WPC) industry that is, a combination of recycling plastic waste and natural fiber its raw materials to manufacture various products such as all sorts of building materials, furniture, etc., its scope of application is very extensive, the development can not be underestimated in the future, so we explore the objectives of the research-based WPC industry.
In this research, Hamel (1994) defined the core competitiveness: The core competence is to create a "customer core value," the ability of competitors difference "and" to enter the market ", and combines the characteristics of WPC industry proposed development of product features, brand, vertical integration, patents and route for the WPC industry's core competitiveness. H Company of the WPC manufacturers, and analysis of its core competitiveness and facing competitors in the market research and summarize the H company's business strategy.
H Company currently is under growth, should be observed for the changes in early alternative to the slope of the curve, and the price of wood materials provides 1.3 to 1.5 times higher than that nature wood prices to retain competitiveness in the market, and with the WPC can replace product more and more, reduce costs and improve resource utilization will also be a new trend. The vertical integration of the differences of H Company and other competitors, which own molds, machinery and equipment, mixing ratio, and patented, forward towards the goal of vertical integration upstream, will increase the barriers to entry for other competitors. In the downstream part, controlled the distribution route is very important. H company’s strategic objectives is open joining cooperation with the furniture industry, in a foreign country, in cooperation with the local government and the consortium for business dealers, authorized to overcome the obstacles of language, access, and set up factories to reduce costs, and adopt a low-end market disruptive innovation strategy. H company is long-term business strategy for brand management and product innovation, as well as cross-industry and B & Q and IKEA furniture industry distributors and OEM's to diversify.

Keywords: WPC, the core competitiveness of alternative curve, vertical integration, brand, innovation, OEM

目錄
圖目錄 V
表目錄 V
第一章 緒論 1
第一節 研究背景與動機 1
第二節 研究動機 5
第三節 研究目的 6
第二章 文獻探討 8
第一節 綠建材之相關文獻 8
第二節 垂直整合之相關文獻 11
第三節 核心競爭力之相關文獻 16
第四節 品牌之相關文獻 18
第三章 塑木產業發展趨勢與特性 22
第一節 綠建材市場概況 22
第二節 塑木產業之製程概況 26
第三節 替代曲線 28
第四節 最終產品分析 30
第四章 塑木產業經營策略之探討 32
第一節 H公司介紹 32
第二節 競爭者分析 34
第三節 H公司的核心競爭力 35
第四節 國內經營策略 38
第五節 國外經營策略 40
第六節 長期經營策略 41
第五章 結論 43
參考文獻 46


參考文獻
中文參考文獻
王文俊(2006),平面顯示器產業之研究,東海大學管理在職專班碩士論文。
艾豐(2002),企業名牌戰略,高雄市:宏文館出版。
李芳齡譯(2008),創新者的成長指南,天下雜誌。
林晉寬(1995),從資源基礎理論探討資源特性與成長策略之關係,國立政治大學企業管理研究所碩士論文。
葉明水(2005),品牌思考To B or not to B?,管理雜誌,8月第374期,pp112-113。


英文參考文獻
Arrow, K. J. (1975), “ Vertical Integration and Communication, ” The Bell Journal of Economics, Vol.6, pp. 173-184.
Avenel, E. & Barlet, C. (2000), “ Vertical Foreclosure, Technological Choice, and Entry on the Intermediate Market, ” Journal of Economics & Management Strategy, Vol.9, pp.211-230.
Cartlon, D. W. (1979), “Vertical Integration in Competitive Market under Uncertainty,” Journal of Industrial Economics, Vol. 27, pp. 109-189.
Christensen, C. M. (2003), The Innovator’s Solution: Creating and Sustaining Successful Growth, Harvard Business School Press.
Coase, R. H. (1937), “The Nature of the Firm,” Economica, Vol. 4, pp. 386-405.
Colangelo, G. (1995), “Vertical V.S. Horizontal Integration:Pre-Empetive Merging,” Journal of Industrial Economics, Vol. 43, pp. 323-327.
Farquhar, P. H. (1990), “ Managing Brand Equity,” Journal of Advertising Research, Vol.10, pp. 7-12.
Gobe, M. (2001), Emotional Branding: The New Paradigm For Connecting Brands to People, Big Apple Tuttle-Mori Agency, Inc.
Hamel, G. (1994), “The Concept of Core Competence, in Hamel, G. & Heene, J., eds, Competence-Based Competition, John Wiley, New York.
Hamel, G. & Heene, A. (1994), Competence-Based Competition, Wiley & Sons, New York.
Hamel, G. & Prahalad, C. K. (1990),” The Core Competence of Corporation,” Harvard Business Review, Vol. 68, pp. 79-91.
Harrigan, K. R. (1985), “ Exit Barriers and Vertical Integration, ” Academy of Management Journal, Vol. 28, pp. 686-697.
Hill, C. W. L. & Jones, G. R. (2003), Strategic Management Theory: An Integrated Approach, Not Avail: BK & Cdr edition.
Keller, K. L. (1993), “ Conceptualizing, Measuring, and Managing Customer-Based Brand Equity,” Journal of Marketing, Vol. 57, pp. 1-22.
Keller, K. L. (1998), Strategic Brand Management: Building, Measuring and Managing Brand equity, New Jersey: Prentice-Hall Inc, Hemel Hempstead.
Kotler, P. (1994),Marketing management:Analysis,Planning, Implementing,Control, 10th ed., New York:Prentice-Hall.
Kotler, P. (1999), Marketing Management‐an Asian Perspective, Singapore: PrenticeHall.10.
Leonard-Barton, D. (1992), “Core Capabilities and Core Rigidities: A Paradox in Managing New Product Development,” Strategic Management Journal, Vol. 13, pp. 111-125.
Lei, D. T. (1997), “ Competence-Building, Technology Fusion and Competitive Advantage: The Key Roles of Organizational Learning and Strategic Alliances,” International Journal Technology Management, Vol. 14, pp, 208-237.
Long, C. & Vickers-Koch, M. (1995), “ Using Core Capabilities to Create Competitive Advantage,” Organization Dynamics, Vol. 24, pp. 7-21.
Mahoney, J. T. (1992), “The Choice of Organizational Form: Vertical Financial Ownership Versus Other Methods of Vertical Integration,” Strategic Management Journal, Vol. 13, pp. 559-584.
Malburg, C. (2000), “Vertical Integration,” Industry Week, Vol. 249, pp.17.
Park, C. W., Jaworski, B. J. & Maclnnis, D. J. (1986), “ Strategic Brand Concept-Image Management,” Journal of Marketing, Vol. 50, pp.135-145.
Porter, M. E. (1980), Competitive Strategy-Techniques for Analysis Industries and Competitors, New York: Free Press.
Porter, M. E. (1996), Competitive Strategy-Techniques for Analysis Industries and Competitors, New York: Free Press.
Riordan, M. H. & Williamson, O. E. (1985), “Asset Specificity and Economic Organization, ” International Journal of Organization, Vol.3, pp.365-378.
Salop, S. C. & Scheffman, D. T. (1983), “Raising Rivals’ Costs”, The American Economic Review, Vol. 73, pp. 267-271.
Selznick, P. (1957), “ Leadership in Administration: A Sociological Interpretation,” Berkeley: Harper & Row, Vol. 41, pp.95-107.
Spengler, J. J. (1950), “ Vertical Integration and Antitrust Policy,” Journal of Political Economy, Vol. 58, pp. 347-352.
Stigler, G. J. (1951), “ The Division of Labor is Limited by the Extent of the Market, ” Journal of Political Economy, Vol. 59, pp. 185-193.
Tampoe, M. (1994), “ Exploiting the Core Competence of your Organization,” Long Range Planning, Vol. 27, pp. 66-77.
Watson, G. H. (1993), “How Process Benchmarking Supports Corporate Strategy? ” Planning Review, Vol. 21, pp. 12-15.
Williamson, O. E. (1971), “The Vertical Integration of Production: Market Failure Considerations,” American Economic Review, Vol. 61, pp. 112-123.
Wrigley, L. (1970), Divisional Autonomy and Diversification, Unpublished Doctoral Dissertation, Harvard Business School, Cambridge.
Yin, X. & Zuscovitch, E. (1998), “ Is Firm Size Conducive to R&D Choice? A Strategic Analysis of Product and Process Innovations, ” Journal of Economic Behavior & Organization, Vol. 35, pp. 243-262.

參考網站
工業技術研究院,http://www.itri.org.tw/chi/
內政部建築研究所,http://www.abri.gov.tw/utcPageBox/CHIMAINHP.aspx?ddsPageID=CHIM
台灣綠建材發展協會,http://www.gbm.org.tw/
行政院環境保護署,http://www.epa.gov.tw/
蓮成工業有限公司,http://www.green-tec.com.tw/

連結至畢業學校之論文網頁點我開啟連結
註: 此連結為研究生畢業學校所提供,不一定有電子全文可供下載,若連結有誤,請點選上方之〝勘誤回報〞功能,我們會盡快修正,謝謝!
QRCODE
 
 
 
 
 
                                                                                                                                                                                                                                                                                                                                                                                                               
第一頁 上一頁 下一頁 最後一頁 top