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研究生:徐瑀檑
研究生(外文):yu-lei hsu
論文名稱:傳統中小型家族企業透過聯合品牌與異業結盟進行轉型升級個案研究~以A公司為例
論文名稱(外文):Transformational strategy of traditional SMEs family business through Co-branding and/or Affiliating Strategy -- Company A as an example
指導教授:汪浩汪浩引用關係
口試委員:李元恕邱世寬
口試日期:2014-05-13
學位類別:碩士
校院名稱:逢甲大學
系所名稱:經營管理碩士在職專班
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:2014
畢業學年度:102
語文別:中文
論文頁數:71
中文關鍵詞:家族企業轉型限制潛在問題
外文關鍵詞:family businessesthe threats of replacementproblems
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台灣的傳統家族企業發展歷史中,在創立初期常需依賴家族資金與人力,因此家族與企業這兩種完全不同性質的平台,在很多方面仍然很難避免糾結在一起。所以台灣大部分的企業,即使已經上市,創業家族依然維持掌控情勢,因此仍可視為廣義的家族企業。
無論是何種家族產業都會有興盛與衰退的時期,當產業面臨激烈競爭或是產業更替時,重點在於企業如何在產業環境惡化情勢下去面對與因應,如何創造產業永續活力乃是當務之急。
更甚於此的是家族產業面臨的不只是前者問題,更有家族本身具有或多或少無法用條規來解決的問題限制。這些限制對產業帶來更大的經營挑戰與危機,可是從另一角度來看,當企業看清楚自己的限制在哪裡,進而著手改善不也是提升競爭力之大好機會。
傳統家族企業在轉型改革的過程中往往忽略家族中無形的問題亦或是明明知道卻不願去面對解決這些問題,讓改革轉型之路困難重重,更會因為公司核心價值與限制條件的拉力互相作用而越改越糟,反而有不同的結果。
本研究目的是以傳統家族產業轉型時可能的限制因素導致轉型成效不彰現況, 提出「異業結盟」、「聯合品牌」兩種轉型策略和家族企業限制條件進行分析探討,以期有效洞悉傳統產業轉型成敗的關鍵。
經過深度訪談後及綜合多方面蒐集的資料進行上述實務分析後的結論有三:
一是家族企業的不透明性和職權重複特質有限制策略聯盟的情況,建議將所有權關係的限制條件重新整合深入探討。
二是家族企業過去合作過的策略聯盟經驗,從結論資料顯示不論是選擇異業聯盟或聯合品牌的行銷策略都會受到家族企業的特質所干擾,建議設法解決可能影響策略成功失敗的問題癥結。
三是若進一步分析合作內容的差異根據資料分析得知研究個案A公司進行的異業結盟績效與聯合品牌的正面影響力比較起來,聯合品牌的合作模式比較能免除異業結盟時必須面對的所有權問題,又可溶入本業,似乎是較有優勢的選擇,然而,以研究個案的現況,未來面對擴大事業版圖的艱鉅任務時,是守住本業保守發展呢?抑或是選擇挑戰性高但具有未來前景的跨業合作呢?似乎還是要持續考驗整體家族企業的轉型成果。
本研究屬個案分析,以傳統家族企業特性為理論,用長期觀察的方式和深度訪談分析,訪談對象為研究企業的高階經營者,主旨在找出企業本身發展的限制因素及如何避開限制所做的改變。
並期盼相關研究成果可供台灣相關傳統家族企業做參考。
In history of Taiwanese business development, traditional SMEs family businesses rely mostly on family funds and manpower by their early stages of establishment. It’s almost the case that the family and business organizations were entirely different in nature and difficult to avoid their tangling together. Therefore, to the majority of enterprises in Taiwan, even though they have been listed in stock market, family entrepreneurship holds the control of the operation and market. Family business systems maintain.
No matter what the family will have to face a thriving industry during the recession, or the business is facing fierce competition or even the threats of replacement, the Taiwanese family business always focus on survival by facing the deterioration of the situation in the industrial environment. Coping with the change and creating a sustainable industrial activity is the priority.
It can be worse that not just a former family business have to face their own issues as a family by transformation, they are more or less therefore restrained to be instituitionalized by problem solving. These restrictions for the industrial development bring greater operational challenges and crises. From another perspective, however, when companies reviewed their limitations – a dead end could start the self-improvement, i.e. it could be a great opportunity to enhance their competitiveness without alternative but to change.
Traditional family businesses in the transitional process of reform often overlooked their own problems which are invisible. For unwilling to face or to understand these problems, the road of reform and restructuring is hard to pave. The tension between the company core values and restrictions makes the results totally different.
The Purpose of this study is to explore insights of traditional SMEs family business by searching their keys of successful transition strategies while facing restrained factors in the transformational process. Two -- &;quot;cross-industry alliance&;quot; and &;quot;co-branding&;quot; marketing -- strategies are chosen paralleled with restructuring ineffectiveness caused by family business constraints – ownership intervention into operation.
Conclusions are made after in-depth interviews and comprehensive data collection. They are threefold:
Firstly, the core issue of family business constraints would be business ownership barriers for strategic alliance and co-branding, it is recommended to restructure these by re-integration.
Secondly, the strategies, either as cross-industry alliance or co-branded marketing strategy, are subject to the cultural features of the family business as nonmarket natures. It is recommended to try to solve that problem affecting the success/failure of policies crux.
Thirdly, after further analysis through comparing positive impact of co-branding with that of collaboration model for the transformational re-integration, the co-branding strategy seems to be the more advantageous choice. Based on this case study we can find these factors as intervening barriers and hence practical tasks for expanding business. The further question of policy-making is then: keeping the company on the traditional track or facing the unknown challenges for the future prospects through cross-industry cooperative re-integration? It depends on the transformational dynamics of the family itself.
This case study is based on SMEs and collaborative theory and methods of in-depth interviews with high-level corporate managers after long-term participative observation. The traditional family business subjects to some constraints of organizational development of and from itself. The results are relevant for further researches related to traditional family business in Taiwan.
誌  謝 I
摘  要 II
Abstract IV
圖目錄 VII
表目錄 VIII
第一章緒論 1
第一節 研究動機及背景 1
第二節 研究目的與範圍 2
第二章文獻探討 4
第一節 傳統產業沿革 4
第二節 家族產業發展 6
第三節 異業結盟行銷策略 16
第四節 聯合品牌行銷策略 21
第三章研究設計與實施 25
第一節 研究流程與架構 25
第二節 研究方法與對象 29
第四章實證結果與分析 33
第一節 個案家族產業分析 33
第二節 個案訪談與研究分析 39
第五章結論與建議 49
第一節 研究結論 49
第二節 研究建議 51
參考文獻 52
一、中文部份
施振榮(2000),品牌管理,從 OEM 到 OBM,台北: 大塊文化。
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蕭旭志(2013),以「從在地化到國際化–琉金富貴文創品牌行銷個案探討,醒吾科技大學 碩士論文,新北市。
經濟部技術處(2006), 「品牌台灣發展計畫」。
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哈佛管理精華(2010) ,「家族企業成功五大要素」。
司徒達賢(1995),「策略管理」,遠流文化事業有限公司。
司徒達賢(2013),「家族治理與家族憲法」,http://cfbglobal201212.blogspot.tw。
徐明助,2003,「從異業聯盟觀點探討e-Learning 之發展經驗-以宏聯電腦與天下趨勢為例」,2003 電子商務與數位生活研討會。
李振坤,2007,「策略聯盟探討與個案分析」,國立清華大學高階經營管理 碩士班論文。
二、英文部份
Jayant, Saraph V., Benson P. George and Schroeder G. Roger (1989). An
Instrument for Measuring the Critical Factors of Quality Management. Decision Science, 20(3), 810-829.
Bingi, Prasad, Sharma, K., Maneesh. and Godla, K. Jayanth (1999). “Critical Issues Affecting an ERP Implementation,” Information Systems Management, 16(3), 7-14.
Ming, Z., 2003, “Managing the Cooperative Dilemma of Joint Ventures: The Role of Structural Factors”, Journal of International Management.
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