臺灣博碩士論文加值系統

The Dominican brewer producer Cerveceria Nacional Dominicana (CND) is one of the most successful firms in the Dominican Republic with sales of some US$370 million with a distribution network that has 18 primary routes, ranging from plants to distribution centers and 451 secondary routes from distribution centers to customers. CND’s competitive advantages are Branding, Connection with its customers, Market Leadership and Product Portfolio. While competitors strive to remain in the market, CND’s strong position – an 87% of market share – confirms the firm’s commitment of producing and marketing goods and services with the highest quality, committed to customers and consumers and the national development.
CND’s competitive advantages are achieved with a combination of high quality, efficiency, innovation and customer responsiveness.
Efficiency
Its manufacturing plant, with a production capacity of 4 million hectoliters per year, currently has the necessary clearances to support the growth in the medium term. Starting from 2009, the company concentrated its manufacturing operations in CND’s manufacturing plant, leaving its other plant, Bohemia (CBSA), which had a production capacity of 0.5 million hectoliters of capacity, solely as sales and distribution center.
Quality
Optimal consumption’s temperature -2 degrees Celsius, far below the usual elsewhere.
In year 2002 CND received the ISO 9001 version 2000 in quality and ISO 14001 version 1996 environmental certifications as a guarantee of excellence in industrial activity.
Innovation
Always innovative, CND offers consumers the best taste in innovative presentations, and surprise them with promotional and communicative actions that set the standard of excellence.
Customer Responsiveness
CND’s high quality products and services had led the firm to earn consumers’ preference in Dom. Rep.; right now it has 87% of market share. Even after Ambev Dominicana entered the market in 2004 with its popular brand Brahma Beer, CND still holds number 1 position in people’s choice.

Chapter I Introduction
1.1 Research Background and Motivation
1.2 Research Purpose
1.3 Research Content and Flowchart
Chapter II Literature Review
2.1 Measuring Competitiveness
2.2 The Roots of Competitive Advantage
2.3 Building Core Competencies
2.3.1 The Four Criteria of Sustainable Competitive Advantage
2.3.2 Value Chain Analysis
2.4 The Building Blocks of Competitive Advantage
2.5 The Durability of Competitive Advantage
2.6 Competitive Rivalry and Dynamics
2.6.1 Intensity of Rivalry among Competitors
2.6.2 A Model of Competitive Rivalry
2.6.3 Interfirm Rivalry
2.6.4 Likelihood of Attack
2.6.5 Likelihood of Response
2.6.6 Competitive Dynamics
Chapter III Research Methodology
3.1 Research Design
3.1.1 Data Collection
3.1.2 Data Analysis
3.2 Interview Information
Chapter IV Industry Analysis and Company Introduction
4.1 Industry Analysis
4.1.1 Definition of Beer
4.1.2 Beer Industry Overview
4.1.3 Beer Industry Statistics
4.1.4 Beer Industry’s Five Forces Analysis
4.2 Company Introduction
4.2.1 CND’s Vision
4.2.2 CND’s Mission
4.2.3 CND’s Organizational Structure
4.2.4 CND’s Production Process
4.2.5 CND’s SWOT Analysis
Chapter V Case Study Analysis
5.1 Early Company History
5.2 CND’s Financial Statement
5.3 Product Portfolio
5.4 Presidente Beer [President]
5.5 Analysis of CND’s competitiveness
5.5.1 CND’s Roots of Competitive Advantage
5.5.2 CND’s Building Blocks of Competitive Advantage
5.5.3 CND’s Competitive Advantage
5.5.4 CND’s Competitive Rivalry
5.5.4.1 Facing competition
5.5.5 Going Global: Future Planning
Chapter VI Conclusion and Recommendations
6.1 Conclusion
6.2 Recommendations
References

1)A. Karnani &; B. Wernerfelt, 1985, Multiple point competition, Strategic Management Journal, 6: 87-97.
2)B. Morris, 2004, Coca-Cola: The real story, Fortune, May 31, 84-91.
3)C. M. Grimm, H. Lee, &; K. G. Smith, 2006, Strategy as Action: Competitive Dynamics and Competitive Advantage, New York: Oxford University Press.
4)Cassa Roberto, Raices y Desarrollo de un orgullo dominicano: Historia de la Cerveza en la Republica Dominicana, 2003, p. 169
5)D. G. Sirmon, M. A. Hitt, R. D. Ireland, &; B. A. Gilbert, 2011. Resource orchestration to create competitive advantage: Breadth, depth and life cycle effects, Journal of Management, 37
6)D. G. Sirmon, M. A. Hitt, &; R. D. Ireland, 2007, Managin firm resources in dynamic environments to create value: Looking inside the black box, Academy of Management Review, 32: 273-292.
7)D.R. Cooper, Business Research Method, McGraw Hill, Singapore, 2008.
8)E. L. Chen, R. Katila, R. McDonald, &; K. M. Eisenhardt, 2010, Life in the fast lane: Origins of competitive interaction in news vs. established markets, Strategic Management Journal, 31(13): 1527-1547
9)G. Pacheco-de-Almeida, 2010, Erosion, time compression, and self-displacement of leaders in hypercompetitive environments, Strategic Management Journal, 31(13): 1498-1526.
10)Grimm, Lee, &; Smith, Strategy as Action; G. Young, K. G. Smith, C. M. Grimm &; D. Simon, 2000, Multimarket contact and resource dissimilarity: A competitive dynamics perspective, Journal of Management, 26: 1217-1236.
11)Ireland, Hoskisson &; Hitt. The Management Strategy: Concepts and Cases. Canada: SOUTH-WESTERN CENGAGE Learning. 2013, p 4, 129.
12)J. Alcacer, 2006, Location choices across the value chain: How activity and capacity influence co-location, Management Science, 52: 1457-1471.
13)J. J. Li, K. Z. Zhou, &; A. T. Shao, 2009, Competitive position, managerial ties &; profitability of foreign firms in China: An interactive perspective, Journal of International Business Studies, 40: 339-352
14)J. R. Williams, 1992, How sustainable is your competitive advantage? California Management Review, 34(3): 29-51
15)K. D. Miller, 2007, Risk and rationality in entrepreneurial processes, Strategic Entrepreneurship Journal, 1: 57-74.
16)L. Kwanghui, H. Chesbrough, &; R. Yi, 2010, Open innovation and patterns of R&;D competition, International Journal ofnTechnology Management, 52(3/4): 295-321
17)M.-J. Chen, 1996, Competitor analysis and interfirm rivalry: Toward a theoretical integration, Academy of Management Review, 21:100-134.
18)M.-J. Chen &; D. C. Hambrick, 1995, Speed, stealth, and selective attack: How small firms differ from large firms in competitive behavior, Academy of Management Journal, 38: 453-482.
19)M. Makri, M. A. Hitt, &; P. J. Lane, 2010, Complementary technologies, knowledge relatedness, and invention outcomes in high technology mergers and acquisitions, Strategic Management Journal, 31: 602-628
20)Mejias O &; Garcia V., Informe de calificacion Cerveceria Nacional Dominicana C. por A., Feller-Rate Calificadora de Riesgo, 2010, p. 2
21)Ndofor, Sirmon, &; He, Firm resources, competitive actions and performance: T. R. Crook, D. J. Ketchen, J. G. Combs, &; S. Y. Todd, 2008, Strategic resources and performance: A meta-analysis, Strategic Management Journal, 29: 1141-1154
22)P. J. Derfus, P. G. Maggitti, C. M. Grimm, &; K. G. Smith, 2008, The red queen effect: Competitive actions and firm performance, Academy of Management Journal, 51:61-80
23)P.S. Barr, Current and Potential Importance of Qualitative Methods in Strategy Research, in: J.a.D.D.B. David J. Ketchen (Ed.), Research Methodology in Strategy and Management, Elsevier Ltd, Netherland, 2004, pp. 166.
24)R. Reed &; R. J. DeFillippi, “Causal Ambiguity, Barriers to Imitation, and Sustainable Competitive Advantage,” Academy of Management Review 15 (1990): 88-102.
25)Smith, Ferrier, &; Ndofor, Competitive dynamics research, 2001, p. 323, 330, 333.
26)S. Newbert, 2008, Value, rareness, competitive advantage, and performance: A conceptual-level empirical investigation of the resource-based view of the firm, Strategic Management Journal, 29: 745-768.
27)V. Tremblay, N. Iwasaki, and C. Tremblay, “The Dynamics of Industry Concentration for U.S. Micro and Macro Brewers,” Review of Industrial Organization 26 (2005):307-324.
28)Young, Smith, &; Grimm, “Austrian” and industrial organization perspectives. 1996.
29)Z. G. Zacharia, N. W. Nix, &; R. F. Lusch, 2001, Capabilities that enhance outcomes of an episodic supply chain collaboration, Journal of Operations Management, 29: 591-603