臺灣博碩士論文加值系統

英利集團總部設於中國長春，在大陸地區已有二十七年發展歷史，主要在提供各大汽車廠零部件。基於長期合作慣例，英利的產品約有近五成輸出至VW大眾汽車公司。由於營銷佔比過於集中，無形之中將受制於購買方對於價格的制約而影響獲利，如何規劃轉型策略以維持競爭力與利潤，值得深入探討。
本研究先以五力分析和SWOT分析模型，設計問卷題目訪問英利集團11位高階主管。五力分析結果，英利集團在替代品面向得分最高，競爭力較強，顯示產品較不易被取代；在競爭者面向得分次高，顯示較不受競爭者威脅；在供應商得分最低，顯示原料供應者對集團影響很大，必須妥善維持與供應商的關係。SWOT分析結果，英利集團的優勢為現有產品和部件具有競爭優勢，劣勢為新技術和新產品的開發不足，威脅在於經營管理、成本價格等面向，機會在於產品符合大廠認證。未來迫切改善方向為經營管理、產品品質、產量效率與交付能力。
接著以價值鏈分析法，比較11位高階主管和30位中層幹部的意見。結果發現，高階主管認為英利集團價值程度最高的是產業經驗，其次是管理者價值，第三是商業模式極佳；而中層幹部受訪問卷中則顯示最高為商業模式極佳，其次是產品品質，第三是提高品質的合理成本。兩者在價值鏈主張的不同，也反映出管理者與執行者認知的差異，未來需要加強溝通整合。本文最後針對環境、市場、技術等問題，逐一提出因應策略，擬具英利集團未來的轉型與發展策略。

EL Group is headquartered in Changchun, China. It has a history of 27 years in mainland China and mainly provides automobile spare parts for major auto plants. Based on long-term cooperation practices, approximately 50% of EL’s products are exported to VW Volkswagen. Because the proportion of marketing is too concentrated, which will be influenced by the purchaser's constraints on prices and affect profits, how to plan a transformation strategy to maintain competitiveness and profit is worth exploring in depth.

In this study, the five-force analysis and the SWOT analysis model were used to design questionnaires to interview 11 high-level executives of EL Group. As a result of the five force analysis, EL Group scored the highest score in terms of substitutes, and it was highly competitive. It showed that the products were less likely to be replaced; in the higher scores for competitors, it showed that they were less threatened by competitors; in the lowest scores, suppliers showed raw materials. Suppliers have a great influence on the group and must properly maintain their relationship with the supplier. SWOT analysis results, EL Group's advantages for existing products and components have a competitive advantage, the disadvantage is the lack of development of new technologies and new products, the threat lies in business management, cost and price-oriented, the opportunity lies in the product in line with the certification of manufacturers. The urgent improvement direction in the future is business management, product quality, production efficiency and delivery capability.

Then, using the value chain analysis method, the opinions of 11 high-ranking supervisors and 30 middle-level cadres were compared. It was found that high-level executives believe that EL Group has the highest level of value in terms of industry experience, followed by managerial value, and the third is an excellent business model; while the middle-level cadres interviewed in the survey showed that the highest business model is excellent, followed by product quality. The third is the reasonable cost of improving quality. The difference between the two in the value chain also reflects the difference between managers and executives, and it is necessary to strengthen communication and integration in the future. At the end of this paper, we address the issues of the environment, market, and technology, and propose strategies for responding to them one by one. We plan to have a transformation and development strategy for EL Group in the future.

第一章 緒論.....................1
第一節 研究背景與動機...........1
第二節 研究目的................3
第三節 研究流程................5
第二章 文獻探討..................6
第一節 PESTEL環境分析..........6
第二節 波特五力分析............11
第三節 SWOT分析...............13
第四節 價值鏈分析..............15
第三章 研究方法..................19
第一節 個案介紹................19
第二節 高階主管意見調查.........23
第三節 中層幹部意見調查.........26
第四節 策略分析方法............28
第四章 研究結果..................31
第一節 汽車零件產業競爭力研究....31
第二節 EL集團SWOT分析..........38
第三節 EL集團高階主管價值鏈分析..48
第四節 中層幹部價值鏈分析.......55
第五章 結論與建議................63
參考文獻........................75
表 次
表 2-1 BMW 波特五力分析評估.............................................. 12
表 2-2 價值鏈評分表-基本活動............................................... 16
表 2-3 價值鏈評分表-支持活動................................................ 17
表 3-1 EL 集團沿革 ................................................................... 21
表 4-1 行業潛在進入者分佈................................................ 31
表 4-2 行業中的競爭者分佈........................................... 32
表 4-3 替代產品分佈.............................................................. 33
表 4-4 行業中的購買者（客戶）分佈........................................ 34
表 4-5 行業中的供應者（廠商）分佈................................... 35
表 4-6 五力分析矩陣分佈...................................................... 36
表 4-7 EL 集團優勢分佈 .................................................... 38
表 4-8 EL 集團劣勢分佈 ............................................... 40
表 4-9 EL 集團威脅分佈 .............................................. 42
表 4-10 EL 集團機會分佈 .................................................... 44
表 4-11 受訪者 SWOT 評估細項分佈................................. 47
表 4-12 EL 集團產業價值鏈分佈 ..................................... 48
表 4-13 產品價格意見分佈...................................................... 49
表 4-14 提高質量安全的合理成本意見分佈................................ 50
表 4-15 產品質量意見分佈................................... 51
表 4-16 產業經驗意見分佈........................................ 52
表 4-17 管理者意見分佈......................................... 53
表 4-18 商業模式意見分佈............................................... 54
表 4-19 價值鏈活動矩陣得分分佈........................... 55
表 4-20 價值鏈活動滿意度分佈............................................. 56
表 4-21 中層幹部價值鏈成功因素分佈.............................................. 58
表 4-22 高階主管與中層幹部價值鏈成功因素得分分佈................................. 61
圖 次
圖 1-1 EL 集團投資架構 ........................................................ 2
圖 1-2 EL 集團公司分佈 .................................................... 4
圖 1-3 研究流程..................................................................... 5
圖 2-1 PESTEL 環境分析構面.............................................. 6
圖 2-2 Michael Porter 五力分析模型 .................................... 11
圖 2-3 SWOT 分析示意圖............................................. 13
圖 2-4 SWOT 分析步驟...................................................... 14
圖 2-5 波特價值鏈分析模型.......................................... 15
圖 2-6 BMW 價值鏈........................................................... 18
圖 3-1 研究架構圖................................................. 19
圖 3-2 EL 集團經營績效 .................................................. 20
圖 3-3 產業分析理論架構................................................... 28
圖 3-4 戰略計劃過成主要構成圖..................................... 29
圖 4-1 五力分佈圖......................................................... 37
圖 4-2 五力雷達圖............................................................. 37
圖 4-3 EL 集團價值鏈-關鍵成功因素........................................ 48
圖 4-4 EL 集團高階及中層幹部價值鏈比較分析 ............................ 61

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