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研究生:劉姿吟
研究生(外文):LIOU,ZIH-YIN
論文名稱:營造業標竿企業之經營策略與競爭優勢之研究
論文名稱(外文):Business Strategy and Competitive Advantage of the Benchmarking Enterprises in Construction Industry
指導教授:黃忠發黃忠發引用關係
指導教授(外文):HUANG,CHUNG-FAH
口試委員:劉述舜林國良
口試委員(外文):LIU,SHU-SHUNLIN,KUO-LIANG
口試日期:2016-05-26
學位類別:碩士
校院名稱:國立高雄應用科技大學
系所名稱:土木工程與防災科技研究所
學門:工程學門
學類:土木工程學類
論文種類:學術論文
論文出版年:2016
畢業學年度:104
語文別:中文
論文頁數:111
中文關鍵詞:營造業標竿學習法經營策略競爭優勢
外文關鍵詞:construction industrybenchmarking learningbusiness strategycompetitive advantage
相關次數:
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營造業經營策略及執行效益普遍績效不彰,營造業面對各種內憂外患等因素困境,「標竿學習法」漸漸成為業界改善此現象的新寵。研究主要目的為篩選標竿營造業並彙整企業個案,比較不同標竿企業之策略瞭解競爭優勢,最後分析國內營造業所面臨之經營困境與解決對策。本研究引用策略相關理論編制訪談問項之架構,針對企業之基本資料、市場、上下游、核心能力、人力資源、品牌及國際化七大構面延伸問項,探討各標竿企業之競爭優勢,以深入訪談、次級資料收集彙整各標竿企業個案,最後採個案研究法探討個案公司所面臨的問題及應採用之策略。
本研究結果發現營造業之競爭優勢有五大部分:品牌效應、資金充裕、工法技術、整合系統、管理能力,故就目前情勢論之營造主要之核心競爭力為「企業品牌延伸之價值」,為建立企業品牌形象之競爭優勢,標竿企業樹立品牌之方式為堅持品質、爭取地標性工程及重視CSR行銷。而本研究歸納出營造業面臨的困難面有公共工程作業嚴謹、專業人員短缺、基層人員流動率高、BIM技術之變革、營造業國際化市場經驗不足。茲將本研究結果對營造業納出實務上建議摘述如下:
1.企業承接大型及特殊之公共工程建立品牌形象,而有營收攀升之效益,故應兼顧公家及民間工程,而其中公共工程以爭取地標性工程為主。
2.與優良包商訂定長期合約,以投資包商方式確保工程品質及履約工程進度,培養班底給予工人固定工作機會以利克服目前缺工危機。
3.掌握BIM趨勢,推廣業主BIM建築維護之價值,顯現出企業之差異化,爭取建築資訊模型之市場。
4.運用汰弱換強達到穩定流動率,亦多朝向與學界產學合作預先保留人才,且能讓學子了解營造產業而有其適應性並能控制流動率。
5.標竿企業目前以PCM及投資方式佈局海外,海外適合跨足領域為香港、新加坡及馬來西亞,因具有招標公開公平採有利標、無語言溝通障礙及國內人力成本低等優勢,故海外市場經驗需掌握國際化趨勢並從中發展。

With generally unsatisfactory results of poor operation strategy implementation and both internal and external difficulties, the construction industry is paying more attention to the “benchmarking learning method” as the solution to its problems. The main purpose of this study is to select and compile individual cases of benchmarking enterprises in Taiwan’s construction industry, compare their business strategies to find out their competitive advantages, and draw references from the cases to provide suggestions on how to solve the current operational difficulties facing the construction industry as a whole. Based on the theories related to business strategies, a questionnaire survey was developed in this study, covering the seven dimensions of company profile, market, upstream/downstream, core capability, human resource (HR), brand and internationalization to find out the competitive advantages of the selected companies. In addition, through in-depth interviews and secondary data collection, more understanding of the case companies was formed. Finally, through the case analysis, this study analyzed the problems and responding solution strategies of the case companies.
According to the analysis results, it is found in this study that these benchmarking enterprises in Taiwan’s construction industry have competitive edges in the following five aspects: brand effect, capital sufficiency, know-how/technology, system integration, and management capability. Among them, the “added values of company brand” is the core competitiveness of these benchmarking construction companies. They establish their brands mainly by focusing on quality, landmark projects and CSR marketing. It is also found in this study that the construction companies in Taiwan often have problems with rigid operational standards in public projects, shortage of professionals, high turnover of lower-level employees, advancements of building information modeling (BIM) technologies, and insufficient experiences with international markets. Based on the analysis results of this study, the following suggestions for the construction companies in Taiwan in response to the above-mentioned problems are proposed:
1.Take large-scale and/or unique public projects to build the corporate brand/image, which can also help to promote revenue growth. Therefore, a balance should be struck between private and public projects, in particular landmark public projects.
2.Keep informed of the latest BIM development and educate clients about the values of BIM to distinguish themselves from their competitors and gain a share of the BIM market.
3.Replace incompetent employees with competent ones to ensure employee turnover stability and forge partnerships with schools to access and train in advance future employees who will be more adapted to the industry and the companies before graduation and, consequently, less likely to change jobs.
4.The benchmarking companies also have market presence abroad through mechanisms such as PCM and overseas investment. Hong Kong, Singapore and Malaysia are their preferable destinations for these places have the advantages of open and fair bidding mechanisms, zero language barriers, and lower labor costs. To develop in overseas markets, understanding of the internationalization trend should be acquired in advance.

摘要 I
Abstract II
誌謝 III
目錄 IV
圖目錄 VI
表目錄 VII
第一章 緒論 1
1.1研究背景與動機 1
1.2研究目的 1
1.3研究步驟與流程 2
第二章 文獻探討 4
2.1 經營策略之相關研究 4
2.1.1經營策略之定義 4
2.1.2經營策略之分類 6
2.1.3核心競爭力之相關研究 13
2.2國內外有關營造業經營策略之研究 14
2.3標竿學習法 17
2.3.1國外標竿學習法研究概況 18
2.3.2國內標竿學習法研究概況 20
2.4小結 22
第三章 研究方法 24
3.1質性研究方法 24
3.2研究問卷編制 25
3.2.1問卷設計架構 26
3.2.2深度訪談問項 27
3.3資料蒐集方式 27
3.4研究對象 28
第四章 標竿營造業之企業個案與競爭優勢 29
4.1個案經營概述 29
4.1.1 A公司 30
4.1.2 B公司 33
4.1.3 C公司 36
4.1.4 D公司 39
4.1.5 E公司 44
4.1.6 F公司 49
4.1.7 G公司 52
4.1.8 H公司 55
4.1.9 I公司 58
4.1.10 J公司 61
4.2 標竿企業各項目經營策略比較分析 66
4.2.1企業績效分析 66
4.2.2企業上下游分析 70
4.2.3企業核心能力分析 72
4.2.4企業人力資源分析 76
4.2.5企業品牌分析 79
4.2.6企業國際化分析 81
4.3標竿營造企業經營困難面及策略運用 83
4.4小結 89
第五章 結論與建議 90
5.1 結論 90
5.2 對業界及後續研究建議 92
5.3研究限制 92
參考文獻 94
附錄一 訪談問卷 i

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