研究生: |
唐汎恆 Fan-heng Tang |
---|---|
論文名稱: |
工業電腦廠商藉由掌握產品生命週期尋找新藍海市場之個案研究-以A公司為例 Industrial computer manufacturer to find the product life cycle by master a case study of a New Blue Ocean Market – A case study on A Company |
指導教授: |
郭人介
Ren-Jieh Kuo |
口試委員: |
歐陽超
none 胡同來 none |
學位類別: |
碩士 Master |
系所名稱: |
管理學院 - 工業管理系 Department of Industrial Management |
論文出版年: | 2011 |
畢業學年度: | 99 |
語文別: | 中文 |
論文頁數: | 74 |
中文關鍵詞: | 差異化 、產品生命週期 、工業電腦 、藍海策略 |
外文關鍵詞: | Differentiation, Product Life Cycle, Industry Computer, Blue Ocean Strategy. |
相關次數: | 點閱:322 下載:8 |
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台灣工業電腦廠商早期是以工廠自動化與設備控制為主要的經營主軸;而台灣經濟發展至今,隨著產業的消長與變遷,原有的產業與市場規模已經無法支撐著麼多的工業電腦廠商。所以眾多的工業電腦廠商便開始在新產業應用與新市場上開始作佈局。工業電腦廠商從工業自動化這個領域走出來,開始投入在交通、醫療、通訊、遊戲、軍工、自助服務…等新的垂直產業,並重新定位為“產業電腦”,為工業電腦廠商找到新商機。台灣工業電腦廠商以往皆是立足台灣,放眼歐美市場,因為歐美市場對工業電腦的需求是最大的。不過從2008年發生金融風暴之後,許多的工業電腦廠商都重新思考市場佈局,不再只偏重歐美市場,對於新興國家與地區給予更正面的關注與積極的投入,不僅僅是因為新興地區的商機蓬勃,更重正要的是它象徵未來經濟板塊的移動,必須提早佈局卡位。
本研究透過個案A公司重要的決策關鍵人物作深入結構化訪談方式,及相關資料分析整理後,並以藍海策略的檢測標準為依據,重新審視市場與產業需求,從中找出差異化並再次定位,而在產品方面則利用跳脫產品生命週期的手法來為個案A公司重新找到在大陸市場經營的新藍海。
因此,本研究藉由掌握產品生命週期,發展與建構出競爭策略模式,讓中小型企業在面對市場競爭時能夠利用有限的資源作調整成為新的競爭力,為公司爭取市場的經營空間,賺取第一桶金。更是讓企業了解到如何透過反向思考,當面對廣大的市場,商機無限時,如何先選擇什麼不作,而不是甚麼都想作,幫助企業作出正確的判定與目標設定。企業亦應當時時檢視本身的資源與能力,以比較自身與競爭對手的相對競爭態勢,並透過適切的策略調整,來持續強化競爭優勢。
The main management axle of the Taiwanese industry computer manufacturer in the earlier stages was factory automation and device control; but with the recent Taiwanese economic development along with the industrial vicissitudes and transitions, the original industry and the market size became unable to support so many industry computer manufacturers. Therefore they began to build the layout of the new field of industrial application as well as the new market. The industry computer manufacturers started to walk out from the domain of industrial automation and started to invest in new vertical industries like transportations, medical treatments, communications, games, war industries, service industries, etc… putting itself in the new position of “Industrial Computer”, opening the door of new opportunities for the industry computer manufacturers. In the past, they were the foothold of Taiwan, scanning widely the European and American market because of its enormous computer demand. However, due to the financial storm of the year 2008, many of the industry computer manufacturers began to ponder a new market layout again; they no longer leaned only on the European and American market, they also started to revise and invest assertively on the newly-emerging nations and areas; and that is not only because of the good opportunities that new emerging area brings, but also because it represents the shift of the future economic tectonic plate; therefore, they needed to change and guarantee their position in advance.
This research does the thorough structurized interview method by the individual case of A Corporation’s important decision-making key man, and after reorganizing and analyzing the correlation data, plus taking the blue ocean strategy's examination standard as the basis, carefully examines the market and the industrial demands, finding the differentiation within it and repositioning itself, and from the product aspect, it uses a new method of surpassing the product life cycle, helping A Corporation to find again the market management of the new blue ocean in the mainland China.
Therefore, by controlling the product life cycle, this research develops and constructs the competition strategy pattern, enables the small and medium-sized enterprises to face the market competition using limited resources to adjust them into the new competitive power, helps the company to win over a management space in the market and earn the first barrel of gold. It moreover lets the enterprises understand how to use the reverse thinking when facing the expanded market, infinite opportunities, how to first choose to do nothing instead of wanting to do everything and becoming unable to focus. The enterprise must inspect its own resources and ability constantly, comparing itself with the competitor’s relative competitive advantage, keeping strengthening its competitive superiority by doing appropriate strategy adjustments.
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網路資料部分:
IT IS 智網:http://www.itis.org.tw
MIC 產業情報研究所:http://mic.iii.org.tw/index.asp
資策會資訊市場情報中心:http://www.digitimes.com.tw/
研華(股)公司: http://www.advantech.tw/
瞻營全電子:http://www.icop.com.tw/
凌華科技(股)公司:http://www.adlinktech.com/
威達電(股)公司:http://www.icpems.com/
科技資訊網:http://taiwan.cnet.com/
台經院產經資料庫:http://tie.tier.org.tw