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研究生: 林俊銘
JYUN-MING LIN
論文名稱: 企業價值創新─以德英生物科技股份有限公司為例
Value Innovation─Case Study on G&E Herbal Biotechnology Co., Ltd.
指導教授: 梁瓊如
Chiung-Ju Liang
口試委員: 彭雲宏
Yeng-Horng Perng
林文晟
Wen Cheng Lin
學位類別: 碩士
Master
系所名稱: 管理學院 - 財務金融研究所
Graduate Institute of Finance
論文出版年: 2011
畢業學年度: 99
語文別: 中文
論文頁數: 90
中文關鍵詞: 價值創新核心競爭能力生物科技公司植物新藥癌症標靶藥物
外文關鍵詞: innovation of value, Core competitive ability, biotechnological companies, Botanical drugs, Target for cancer drugs
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  • 時至今日,國際經貿的無限發展,讓企業跨足的領域無限被延伸,隨著時間的演進,多少企業都曾經歷輝煌的過去,但有許多企業在時代的潮流中,逐漸被淘汰,終至消滅,但也有著相當數目的企業,不但沒有被擊倒,反而在一次又一次的考驗中,不斷地完成了不可能的任務,一再地挑戰成長的極限,國外的百年企業如奇異(General Electric Company)、寶僑(Procter & Gamble Co)就是個中翹楚,而國內則首推鴻海及台塑集團,那麼我們不禁想探討,這些企業是如何擊敗強勁的競爭對手,甚或不可知的市場與環境,在這生存戰爭中取得勝利,享受成長的甜美果實呢?
    在尋找及搜集了相關的文獻與參考資料後,歸納出這些企業都有著一個相當明顯的成功因子,那就是她們都不斷地進行企業價值創新活動,藉著內生或外來的創新因子,為企業注入源源不斷的活力,即使再大的企業,再古老的行業,只要能確實地盤點企業的核心競爭能力,進行價值創新的活動,自然能為企業帶來轉機,邁向更高、更遠及更美好的境界。
    本文以國內之生技公司─德英生物科技股份有限公司為研究對象,這家位於台南科學園區,主要從事植物新藥開發的生物科技公司,目前正專注地進行有關癌症標靶用藥的開發,及高純度與高吸收率之水飛薊素研究,是一間相當有趣並具題材性的生物科技公司,其中有著許多與前述成功企業相類似的成功特徵。
    本研究是透過作者所搜集有關生物科技產業及個案公司之書面資料及相關資訊,加上與該公司高層(董事長兼總經理)郭國華博士的訪談,剖析這一家以植物新藥為主的生物科技公司,找出在該公司內所進行的價值創新活動,並定義出該公司所建構出的創新模式,為未來研究生物科技產業者增加另一種不同的思考的議題及面向。


    Today, with the rapid development of international trade, the enterprises may expand their business into different fields and countries. However, as time went on, many enterprises with glorious past gradually suffered from the lost of competiveness and vanished in the wave of history. There also has a significant number of enterprises survived from numerous challenges and difficulties and therefore become strengthened and prosperous. Multinational companies such as General Electric Company, P & G (Procter & Gamble Co) are quite outstanding instance, while some Taiwan domestic enterprises such as Formosa Plastics Group, Hon Hai company etc. all are leaders in their industry and maintain their leading positions in decades. We cannot help but want to explore how these companies beat strong competitors and maintain competitive advantage in global market.
    After collecting the relevant information and reference, we concluded that these enterprises all have one significant success factor, which is Innovation. By continuing to carry out innovation activities in enterprise value, through endogenous or external factors, injecting the enterprises with endless energy. Even large and old enterprises can still maintain their competitiveness as long as they continuously carry out innovation activities.
    In this paper, we choose G&E Biotechnology Company as the research object which located in Tainan Science Park. G&E Biotechnology Company, mainly engaged in the development of herbal medicine biotechnology, is currently focusing on the development of cancer targeted therapy drug and research on high absorption rate of silymarin. With so many topics there, therefore, G&E Biotechnology Company is an interesting company and holds similar success characteristics aforementioned.
    This study is conducted mainly by collecting information of the biotechnology industry and together with the interview with the company executives (Chairman and Managing Director) Dr. Guo Guohua. By the analysis of this Herbal medicine biotechnology Company, seeking to find out the value of internal innovation activities and define the company's innovative model, hope to provide future research in biotechnology industry with a different issue and dimensions.

    第一章 緒 論 1.1研究背景與動機 1.2研究目的 1.3研究範圍與限制 1.4研究架構與流程 第二章 文獻探討 2.1價值創新 2.2創新的種類 2.3創新的風險 2.4讓創新與生命週期一致 2.5創新策略 2.6似是而非的先驅者優勢 2.7技術創新 2.8領先使用者之概念─明尼蘇達礦業製造公司 2.9顧客價值創新 2.10另闢成長蹊徑 2.11核心能力 2.12使用SWOT擬訂企業經營策略 2.13藍海策略 2.14附加價值曲線(微笑曲線) 第三章 研究方法與產業介紹 3.1研究方法 3.2生技產業之定義 3.3台灣生技產業之現況與趨勢 3.4植物新藥產業之定義及演進 3.5植物新藥產業之現況與趨勢 3.6癌症治療藥發展趨勢 3.7植物新藥開發過程 第四章 個案公司分析 4.1 個案公司簡介 4.2 個案公司大事紀要 4.3 個案公司之主要產品 4.4 個案公司之企業價值創新分析 第五章 研究結論與建議 5.1研究結論 5.2研究建議 5.3研究貢獻 5.4未來研究方向 參考文獻 參考網站 附錄

    1.Patrick Lencioni(2002)﹐“Make Your Values Mean Something”﹐Harvard Business Review
    2.Peter F. Drucker(1998)﹐“The Discipline of Innovation”﹐Harvard Business Review
    3.Geoffrey More(2004)﹐“Darwin and the Demon: Innovating Within Established Enterprises”﹐Harvard Business Review
    4.Ron Adner(2006)﹐“Match Your Innovation Strategy to Your Innovation Ecosystem”﹐Harvard Business Review
    5.Geoffrey A.Moore(2004)﹐“The old Innovation Stategy”﹐Harvard Business Review
    6.Philip Kotler (2003)﹐A Frame Work for Marketing Management﹐Second Edition
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    8.Fernando F. Suarez(2005)﹐“The Half-Truth of First-Mover Advantage”, Harvard Business Review
    9.Eric Von Hippel, Stefan Thomke, Mary Sonnack (1999),“Creating Breakthroughs at 3M”,Harvard Business Review
    10.Magidson﹐Gregg Brandyberry(2001)﹐“Putting Customers in the "Wish Mode"”,Harvard Business Review
    11.Stefan Thomke﹐Eric von Hippel(2002)﹐“Customers as Innovators: A New Way to Create Value”﹐Harvard Business Review
    12.Donald L. Laurie﹐Yves L. Doz﹐Claude P. Sheer(2006)﹐“Creating New Growth Platforms”﹐Harvard Business Review
    13.C.K. Prahalad﹐Gary Hamel(1990)﹐“The core competence of the corporation”﹐Harvard Business Review
    14.Chris Zook(2007)﹐“Finding Your Next Core Business: What if you've taken your core as far as it can go? ”﹐Harvard Business Review
    15.W. Chan Kim及Renee Mauborgne﹐“Blue Ocean Strategy”

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