跳到主要內容

臺灣博碩士論文加值系統

(34.204.180.223) 您好!臺灣時間:2021/08/01 16:14
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

我願授權國圖
: 
twitterline
研究生:陳忠信
研究生(外文):Chung-Hsin Chen
論文名稱:非洲水產品貿易公司轉型之個案研究
論文名稱(外文):A case study on the transformation of a trading company specializing in aquatic products in Africa
指導教授:郭瑞祥郭瑞祥引用關係
指導教授(外文):Ruey-Shan Andy Guo
口試委員:林嬋娟許瑋元
口試日期:2015-06-11
學位類別:碩士
校院名稱:國立臺灣大學
系所名稱:企業管理碩士專班
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:2015
畢業學年度:103
語文別:英文
論文頁數:90
中文關鍵詞:貿易公司商業模式轉型大宗物資
外文關鍵詞:trading companybusiness modeltransformationcommodity
相關次數:
  • 被引用被引用:0
  • 點閱點閱:88
  • 評分評分:
  • 下載下載:0
  • 收藏至我的研究室書目清單書目收藏:0
貿易公司是年輕人新創公司最容易的選項之一,有時候甚至只需要一支電話跟一台傳真機就可以創業。由於貿易公司創造價值的方式是在買賣雙方間創造市場,所以他們必須非常了解產業,上下游的掌控能力必須非常強,才能在競爭激烈的市場中存活。隨著時代的演變,網路科技越來越發達,產業越來越成熟,資訊越來越透明,貿易障礙也越來越少的狀況下,買賣雙方無不努力地「去中間化」-藉由跳過中間者的方式增加利益以及降低成本-因此貿易公司生存的空間越來越狹隘,貿易公司的經營者必須有很堅強的決心,遠大的願景以及良好的策略,才能夠在這重重難關中突圍。

本研究藉由個案分析研究一間在非洲的水產貿易商如何創立的過程,如何在亞洲及非洲間創造市場及其策略,以及如何藉由產品的多元化進行公司的轉型。

本研究利用商業模式圖找出此類型貿易公司商業模式的固定模組及發展新產品的標準程序,期能利用接近標準化的方式幫助新創公司依據其產業背景快速設計整套新的商業模式以及發展新商品,並在必要時進行調整,重新設計以及落實計畫。尤其是在公司需要轉型的時候,更需要利用商業模式圖去全盤思考與改革。以此公司為例,其計畫藉由新產品的開發帶動公司的轉型,但是新產品的成功機率並不大,故需要有套標準的方式幫助公司快速篩選各種新產品並且辨識出重要而有效的新產品。確認產品之後,快速的動員及整合公司資源,投入產品及市場的開發。藉由此兩種工具,新創貿易公司的成功機率將會大大的提升。

Trading company is one of the easiest start-up businesses for young entrepreneurs due to its low entry barriers. All it requires can be as simple as a phone plus a fax machine to launch. A simple definition for typical trading companies is the intermediary between buyers and suppliers. It sources the desired products for its customers or delivers the products to the market in demand. Hence, being sensitive to the changes in both supply and demand sides acts as a key success factor in the trading business. However, like any other industry, it also has risks. One of the main issues the trading industry is facing is known as a phenomenon called: “disintermediation” – where the intermediary is skipped, replaced or substituted. Given the prevalence of internet, maturity of industry and its players, global trade liberalization, and advancement in technology, it is getting harder for a trading company to sustain and survive. Strong determination, great vision, and viable strategic tactics are essentials for a start-up trading company to compete in the current cutthroat battlefields and to stand out to take the leading position.

In this research, analysis on first two stages in the business life cycle of a trading company specializing in aquatic products in Africa will be examined in depth. Topics covered are: the difficulties and criteria of establishing a trading company in Africa, the growth strategy in African market with the development of competitive advantages through strategic alliance in the supply chain, and the diversification of the product lines and transformation of the organizational structure for continuous development. This research will give insights to readers on how to prevail in what seemly to be saturated and highly competitive African trading market.
By applying the business model canvas, this research identifies an interesting unique pattern in the business model of trading companies when launching new products. And by following this pattern, companies can quickly design, adjust, and implement new business models for new product lines as the pattern serves as a standard guideline in optimizing the process in the business model development and modification making it easier, faster, complete, and replicable every time.


CONTENTS
Master Thesis Certification by Oral Defense Committee i
ABSTRACT ii
ACKNOWLDGEMENT iv
CONTENTS v
LIST OF TABLES viii
LIST OF CHARTS ix
LIST OF FIGURES x
CHAPTER 1 INTRODUCTION 1
1.1 BACKGROUND 1
1.2 MOTIVATION 3
1.3 OBJECTIVES 5
1.4 RESEARCH FRAMEWORK 6
CHAPTER 2 LITERATURE REVIEW 7
2.1 PROFESSIONAL TRADERS 7
2.1.1 Definition of professional trader 7
2.1.2 Variety: Importer, exporter and triangle trade 7
2.1.3 Industry classification of professional traders 8
2.1.4 Customer segmentation and required capabilities 8
2.1.5 Development path of trading companies 9
2.2 TRADING INDUSTRY 10
2.2.1 Transaction costs 10
2.2.2 Added value of intermediary 12
2.3 INTERNATIONAL TRADE 15
2.3.1 Value created by international trade 15
2.3.2 Absolute advantage 16
2.3.3 Comparative advantage 16
2.3.4 Factor endowment theory 17
2.4 AGRICULTURAL TRADE 19
2.4.1 Characteristics of Commodity 19
2.4.2 Price factors 20
2.4.3 Non–price factors 22
2.4.4 Other external factors 26
2.5 INDUSTRY OF SESAME 30
2.5.1 Sesame Seed Production 30
2.5.2 Sesame Seed Export 32
2.5.3 Sesame Seed Demand 34
CHAPTER 3 METHODOLOGY 37
3.1 TYPE OF RESEARCH 37
3.2 CASE STUDY METHOD 40
3.3 FRAMEWORK OF BUSINESS MODEL 42
CHAPTER 4 CASE STUDY - A COMPANY 46
4.1 INTRODUCTION OF A COMPANY 46
4.1.1 Background about A Company 46
4.1.2 Analysis of Key Success Factor of A Company 49
4.1.3 SWOT analysis of A Company 61
4.1.4 The way to expansion 65
4.2 TRANSFORMATION OF A COMPANY 66
4.2.1 Design of A Company’s business model 66
4.2.2 Process of product development 72
4.2.3 Next product- Sesame 74
4.2.4 Competitiveness and profitability analysis for sesame 76
4.2.5 Phases of implementation of transformation 80
CHAPTER 5 CONCLUSIONS AND LIMITATIONS 83
5.1 CONCLUSIONS 83
5.2 LIMITATION 87
REFERENCES 88


References
1. Broda, C., & Weinstein, D. E. (2006). Globalization and the Gains from Variety. The Quarterly Journal of Economics, 121(2), 541-585.
2. Calloway, J. (2003). Becoming a category of one : how extraordinary companies transcend commodity and defy comparison. Hoboken, N.J.: J. Wiley.
3. Casson, M. (2003). The entrepreneur : an economic theory. Cheltenham, UK
4. Chang, Y.-S. (2007). A case study of Taiwan export trading company enhancing its competitive force. (碩士), 輔仁大學, 新北市.
5. Chang, Y. H. (2010). The study of service innovation and management on Taiwanese trading companies. (碩士), 國立政治大學, 台北市.
6. Chien, L.-Y. (2006). The Study of Business Model of Taiwan Export Trading Company. (碩士), 銘傳大學, 台北市.
7. Collis, D. J., & Montgomery, C. A. (2008). Competing on resources.(The Best of HBR)(Reprint). Harvard Business Review, 86(7 8), 140.
8. Cooper, D. R., & Schindler, P. S. (2011). Business research methods. New York: McGraw-Hill/Irwin.
9. Dale Colyer et al editors, D. C. (2000). Competition in agriculture : the United States in the World Market. New York: Food Products Press.
10. Helpman, E. (2011). Understanding global trade. Cambridge, Mass.: Cambridge, Mass. : Belknap Press of Harvard University Press.
11. Huang, C.-H. (2003). Discuss Relations of Core Stratege, Structure and Position of a Trading Firm Network from Value Net. (碩士), 雲林科技大學, 雲林縣.
12. Huang, H.-F. (2009). The Development and Transformation of Taiwanese Trading companies:from the Perspective of Demand-side. (碩士), 東海大學, 台中市.
13. Huang, L.-J. (2009). A Study on Key Success Factors of Taiwan’s Merchant Middleman. (碩士), 國立中正大學, 嘉義縣.
14. Huang, Y.-C. (2009). How does inter-firm coopetition relationship affect a trading company''s performance? (碩士), 中興大學, 台中市.
15. Huang, Y.-H. (2012). Research of The Integration of Taiwan Specialized Trading Agents. (碩士), 國立政治大學, 台北市.
16. Kryda, G. M. (1998). Why do traders invest in manufacturing? (Vol. 1409): School of Economics and Management.
17. Latruffe, L. (2010). Competitiveness, Productivity and Efficiency in the Agricultural and Agri-Food Sectors: Paris: OECD Publishing.
18. Lin, H.-T. (2013). The KSFs of Taiwan Enterprises’ Investment in Africa – A Cace Study for Longyun Textile in Garment Industry. (碩士), 淡江大學, 新北市.
19. Neil Adger, W., Arnell, N. W., & Tompkins, E. L. (2005). Successful adaptation to climate change across scales. Global Environmental Change, 15(2), 77-86.
20. Oosterveer, P. (2012). Food, globalization and sustainability. New York: New York : Earthscan.
21. Porter, M. E. (1980). industry structure and competitive strategy: keys to profitability. Financial Analysts Journal, 36, 30-41.
22. Porter, M. E. (1985). Competitive advantage : creating and sustaining superior performance. New York: Free Press.
23. Porter, M. E. (1996). What Is Strategy? Harvard Business Review, 74(6), 61-78.
24. Porter, M. E. (2008). The five competitive forces that shape strategy. Harvard Business Review, 86(1), 78.
25. Prahalad, C. K., & Hamel, G. (1990). The core competence of the corporation. (also includes a related article on the corporate structure at Vickers Co.). Harvard Business Review, 68(3), 79.
26. Taleb, N. N. (2013). 反脆弱. 臺北市: 臺北市 : 大塊文化.
27. Torelli, P. (2013). International economics: understanding the forces of globalization for managers: Business Expert Press.
28. Tsai, Y.-T. (2008). A study on the innovation of international business model. (碩士), 國立政治大學, 台北市.
29. Tweeten, L. G. (1992). Agricultural trade : principles and policies. London: IT Publications.
30. Williams, J. (2012). Competition and efficiency in international food supply chains : improving food security. London ; New York: Routledge.
31. Yaogo, S. (2013). Sesame seed import demand analysis in Japan, South Korea and Taiwan. 碩士論文--國立臺灣大學農業經濟學研究所.
32. Yin, R. K. (1989). Case study research : design and methods. Newbury Park, CA: Newbury Park, CA : Sage Publications.
33. 翁煌哲. (2004),貿易商的價值創造,全球化策略論壇6,國立政治大學企業管理學系主辦。

QRCODE
 
 
 
 
 
                                                                                                                                                                                                                                                                                                                                                                                                               
第一頁 上一頁 下一頁 最後一頁 top
無相關點閱論文