臺灣博碩士論文加值系統

本研究主要在探討氣動工具業者的核心能耐及管理機會方格之建構，以M7公司為例，在全球市場上，各品牌彼此間競爭非常激烈，M7公司身為台灣氣動工具品牌，專注於全球品牌經營。各國代理商皆在歐美品牌眾多的市場環境之下努力的突破重圍。氣動工具業者要如何善用本身的優勢與能力，來明確並持續扎根自身的核心能耐，進而發展出氣動本身的競爭優勢，擬定一個符合自己本身資源與能力的都能達成的策略，便是本研究欲探討的目的。
本研究透過問卷調查，總共回收57份問券，以M7公司為研究對象，發放問卷給予其全球的代理商，代理商們依據真實狀況來回填問券，針對M7公司目前提供的服務，其中有「專業性」、「服務完整性」，以及「品牌價值」三個構面。依重要性與滿意程度總計有27題項，來找出代理商心目中認為的M7公司所提供的服務滿意程度，並依此結論來修正公司策略，來達成在全球各市場提高市佔率。

This study is to build the construction of core capability and management opportunities grid of M7 company which is air tools manufacturer. There are hundreds of brands sharing and very competitive situation in the field of professional air tools global market. M7 is new and fresh but have to dealing with some powerful and more than 100 years history and esteemed brands. All of M7’s distributors have to face such kind of situation. How air tools manufacturer make good use of their resources and capabilities. And build up truly and useful core capability, find out the advantage of competitive and clarify the future strategy of global competition. That is the purpose of this study.
Through questionnaire surveys with 57 samples, M7’s distributors present their real feedback in completing the questionnaires, with honestly. There are three parts including “ professional service”, “service efficiency” and “brand value”. According to the importance and satisfaction feedback of 27 items. To find out the situation what they feel about M7’s service. M7 company can modify the future strategy base on the result they provided. And increase the market share worldwide.

第一章 緒論 1
第一節研究背景與動機 1
第二節研究問題與目的 2
第三節產業簡介 2
第四節研究範圍 3
第五節論文章節安排 3
第二章文獻回顧 4
第一節資源基礎 4
第二節核心能力 5
第三節競爭策略 5
第四節管理機會方格 6
第五節員工自評與國外代理商的評比 7
第三章研究方法 10
第一節M7公司簡介 10
第二節資料蒐集 12
第三節問卷構面之定義及衡量設計 13
第四節研究分析工具 15
第四章 統計結果與實證分析 17
第一節 敘述性統計 17
第二節 代理商與員工之管理機會方格 17
第三節M7公司重要與表現同步比較分析矩陣 26
第四節 討論 32
第五章 結論與建議 32
第一節 研究結論 33
第二節 理論應用及實務意涵 35
第三節 研究限制與後續研究建議 37
參考書目 38
一、 中文部分 38
二、英文部分 38
附錄 40

一、中文部分
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