簡易檢索 / 詳目顯示

研究生: 柯莎夏
Kiktenko - Oleksandra
論文名稱: 電線電纜設備產業競爭策略之個案研究
A Case Study of Competitive Strategy in the Wire and Cable Machinery Industry
指導教授: 劉代洋
Dai-yang Liu
口試委員: 黃彥聖
Yan-sheng Huang
張琬喻
Wan-yu Zhang
學位類別: 碩士
Master
系所名稱: 管理學院 - 企業管理系
Department of Business Administration
論文出版年: 2008
畢業學年度: 96
語文別: 英文
論文頁數: 73
中文關鍵詞: strategic advantagesstrategic positionfirst-mover advantages (FMAs)competitive strategywire and cable industry machinerycore competence
外文關鍵詞: core competence, strategic advantages, strategic position, competitive strategy, first-mover advantages (FMAs), wire and cable industry machinery
相關次數: 點閱:278下載:1
分享至:
查詢本校圖書館目錄 查詢臺灣博碩士論文知識加值系統 勘誤回報
  • The electric wire and cable industry holds a key status in every national economy. During the 80s the government of Taiwan started to guide and lead this key industry and promote its development. After Taiwan became a member of WTO, the wire and cable machinery industry faced more severe global competition than before. Competition is always the central agenda for all companies and is a key reason for a company’s success or failure. The present thesis focuses on analyzing competitive strategies used by the wire and cable machinery industry in Taiwan.
    Competitive strategy can help a company to find and establish a favorable and sustainable position within an industry and withstand growing hypercompetition. The present study analyzes the structure of the wire and cable machinery industry, its current development features and further development opportunities, utilizing Michael Porters classical taxonomy (generic strategies: cost leadership, differentiation and focus), SWOT and first-mover advantage (FMA) discusses appropriate competitive strategies for an observed company in an individual case study framework. The findings of the present research are as follows:
    1. Although Taiwanese manufacturers have achieved a fairly high level of machine performance there are still some gaps in processing technology, design and output capacity. In addition most Taiwanese wire and cable machinery companies need to improve management and operation systems, marketing, branding and distribution policies.
    2. The subject company follows a differentiation strategy as noted in the list of generic strategies put forward by Michael Porter and obtains size and timing first mover advantages. Although the company has all necessary resources and capabilities for maintaining its competitive strategy, it needs to improve its positioning and strengthen its advantages, to be able to differentiate itself.


    The electric wire and cable industry holds a key status in every national economy. During the 80s the government of Taiwan started to guide and lead this key industry and promote its development. After Taiwan became a member of WTO, the wire and cable machinery industry faced more severe global competition than before. Competition is always the central agenda for all companies and is a key reason for a company’s success or failure. The present thesis focuses on analyzing competitive strategies used by the wire and cable machinery industry in Taiwan.
    Competitive strategy can help a company to find and establish a favorable and sustainable position within an industry and withstand growing hypercompetition. The present study analyzes the structure of the wire and cable machinery industry, its current development features and further development opportunities, utilizing Michael Porters classical taxonomy (generic strategies: cost leadership, differentiation and focus), SWOT and first-mover advantage (FMA) discusses appropriate competitive strategies for an observed company in an individual case study framework. The findings of the present research are as follows:
    1. Although Taiwanese manufacturers have achieved a fairly high level of machine performance there are still some gaps in processing technology, design and output capacity. In addition most Taiwanese wire and cable machinery companies need to improve management and operation systems, marketing, branding and distribution policies.
    2. The subject company follows a differentiation strategy as noted in the list of generic strategies put forward by Michael Porter and obtains size and timing first mover advantages. Although the company has all necessary resources and capabilities for maintaining its competitive strategy, it needs to improve its positioning and strengthen its advantages, to be able to differentiate itself.

    TABLE OF CONTENTS Abstract.................................................i Table of Contents.......................................ii List of Tables..........................................iv List of Figures.........................................vi Chapter 1. Introduction..................................1 1.1. Research Background and Motivation..............1 1.2. Research Objectives.............................3 1.3. Reasearch Structure and Framework...............3 1.4. Research Contributions..........................5 1.5. Research Limitations............................5 Chapter 2. Literature Review.............................7 2.1. Michael E. Porter’s Generic Strategies Taxonomy....7 2.2. First-Mover Advantage Paradigm.....................12 Chapter 3. The Methodology..............................17 3.1. Data Source........................................17 3.2. Case Method........................................17 Chapter 4. Industry Analysis and Company Introduction...21 4.1. Wire and Cable Machinery Industry Analysis.........21 4.2. Global Trends and Development Opportunities within Wire and Cable Industry.................................36 4.3. Company Introduction...............................39 Chapter 5. Case Analysis................................55 5.1. Generic Strategies Analysis Framework..............55 5.2. First-mover Advantages Analysis Framework..........57 Chapter 6. Conclusions and Discussion...................59 Reference...............................................61 Appendix................................................72 Appendix A Further Trade Fairs for Wire and Cable Machinery Industry and Related Products ................72 Appendix B International Organizations and Associations related to Wire and Cable Machinery Industry and Related Products................................................73 LIST OF TABLES Table 2-1 Risks of Generic Strategies....................8 Table 2-2 The Leader’s Advantages......................13 Table 4-1 Wire and Cable Machinery Manufacturers........27 Table 4-2 Annual Production and Sales Volume of Wire and Cable..................................30 Table 4-3 Annual Export and Import Volume of Wire and Cable Types............................31 Table 4-4 Annual Prodcution and Sales Volume of Different Types of Wire and Cable...............32 Table 4-5 Annual Import & Export Volume of Wire and Cable....................................................31 Table 4-6 Annual Import & Export Volume of Wire and Cable Within Geographic Regions........................34 Table 4-7 Annual Export Volume of Top10 Producing Countries in the Wire and Cable Market....................35 Table 4-8 Annual Import Volume of Top 10 Importing Countries in the Wire and Cable Market..................35 Table 4-9 Manufacturing Requirements for Wire and Cable Production.....................................36 Table 4-10 Comparison Table of Pioneer Machinery Co., Ltd and Pan-Pioneer Co., Ltd................................41 Table 4-11 Comparison Table of Pioneer Machinery Co., Ltd and Pan-Pioneer Co., Ltd Production Lines...............43 Table 4-12 Growth Rate of Pioneer Machinery Co., Ltd...46 Table 4-13 Percentage of Spending of Pioneer Machinery Co., Ltd ..............................................49 Table 4-14 Global Market Share of Pioneer Machinery Co., Ltd ...................49 Table 4-15 Representative Offices and Sales Agents of Pioneer Machinery Co., Ltd....................50 Table 4-16 Main Rivals of Pioneer Machinery Co., Ltd for Global Market Share...........................51 Table 4-17 Comparison Table of Main Competitors of Pioneer Machinery Co., Ltd in Taiwan by Sales Region.................................................53 Table 4-18 SWOT Analysis Matix.........................54 LIST OF FIGURES Figure 1-1Research Flow Chart...........................4 Figure 4-1 Wire and Cable Industry Structure...........23 Figure 4-2 Structure of Pioneer Machinery Co., Ltd, Taiwan ................................................47 Figure 4-3 Structure of Sichuan Pioneer Technology Co., Ltd....................................................48 Figure 4-4 Pioneer Machinery Co., Ltd Global Sales: By Region and Country.....................................51

    References
    Literature in Chinese
    1. Monthly Statistics of Finance, Taiwan Area, the Republic of China. (2008). Taipei city: Press of Department of Statistics, Ministry of Finance, March, pp. 124-125
    2. Jiang Rui-rong & Ma Li-feng (Chief Compilers). (2007). 2007 Electrical Industry Yearbook (first ed.). Zhudongzhen, Xinzhu district: IEK Production Center Press.
    3. Bai Yun-yi (Chief Compiler). (2000). 50th Anniversary of Taiwan Industry Development (first ed.). Taipei city: Department of Industrial Press, pp. 363-364.
    4. Ding Xi-xiu (Chief Compiler) & Fengde Research Team. (2003). (Fengde Report) Adopted Policy for 72 Industries after entering WTO. Taipei city: Fengde Press, pp. 37-38.

    Literature in English
    1. Barney, J.B. (1991). “Firm resources and sustained competitive advantage,” Journal of Management, 17 (1), pp. 99-120.
    2. Booth, M. & Philip, G. (1998). “Technology, competencies, and competitiveness: The case for reconfigurable and flexible strategies,” Journal of Business Research, 41, pp. 29-40.
    3. Brooks, M.R. (1993). “International competitiveness: Assessing and exploring competitive advantage by ocean container carriers,” Logistics and Transportation Review, 29 (3), pp. 275-293.
    4. Campbell-Hunt, C. (2000). “What have we learned about generic competitive strategy? A meta-analysis,” Strategic Manajement Journal, 21(2), pp. 127-154.
    5. Cappel, S.D., Wright, P., Wyld, D.C. and Miller, J.H. (1994). “Evaluating strategic effectiveness in the retail sector: A conceptual approach,” Journal of Business Research, 31 (1, 2), pp. 209-212.
    6. Carow K., Heron, R. and Saxton, T. (2004). “Do early birds get the returns? An empirical investigation of early-mover advantages in acquisitions,” Strategic Management Journal, 25, pp. 563-585.
    7. Chan-Olmsted, S. & Jamison, M. (2001). “Rivalry through alliances: Competitive strategy in the global telecommunication market,” European Management Journal, Vol.19, Iss. 3, pp. 317-331.
    8. Copper, D.R. & Schindler, P.S. (2006). Business Research Methods (9th ed.). Singapore: Mc Graw Hill, International Edition.
    9. Coughlan, P.J. (2005). “The leaders’ (dis) advantage” in strategy (Reprint), Harvard Business School Cases, MBA Core Case, Studying Materials,Peking: Chinese National Univesity Press, pp. 165-177.
    10. Dess, G. & Davis, P. (1984). “Porter’s (1980) generic strategies as determinants of strategic group membership and organizational performance,” Academy of Management Journal, 27, pp. 467-488.
    11. Eisenmann, T.R. (2006). “Internet companies’ growth strategies: determinants of investment intensity and long-term performance,” Strategic Management Journal, 27, pp. 1183-1204.
    12. Fornell, C., Robinson, W.T. and Wernerfelt, B. (1985). “Consumption experience and sales promotion expenditure,” Management Science, 31 (September), pp. 1084-1105.
    13. Frynas, J.G., Mellahi, K. and Pigman, G. A. (2006). “First mover advantages in international business and firm-specific political resources,” Strategic Management Journal, 27, pp. 321-345.
    14. Ghemawat, P., Cassiman, B., Collis, D.J. & Rivkin J.W. (2006). Strategy and the business landscape (2nd ed.). Upper Saddle River New Jersy: Pearson Prentice Hall, pp. 1-138.
    15. Glazer, A. (1985). “The advantage of being first,” The American Economic Review, 75 (3), pp. 473-480.
    16. Glazer, R. (1991). “Marketing in an information-intensive environment,” Journal of Marketing, 55, pp. 323-335.
    17. Golder, P.N. and Tellis, G.J. (1993). “Pioneer advantage: Marketing logic or marketing legend?”, Journal of Marketing research, 30 (May), pp. 158-170.
    18. Govindarajan, V., 1989, “Implementing competitive strategies at the business unit level: Implications of matching managers to strategies,” Strategic Management Journal, 10 (3), pp. 251-269.
    19. Grant, R.M. (2005). Contemprorary Strategic Analysis (5th ed.). UK: Balckwell Publishing, pp. 3-249.
    20. Green, R.F., Lisboa, J., Yasin, M.M. (1993). “Porter’s (1980) generic strategies in Portugal,” European Business Review, 93 (2), pp. 3-10.
    21. Hall, W.K. (1980). “Survival strategies in a hostile environment,” Harvard Business Review Vol. 58, Iss. 5 (September-October), pp. 75-85.
    22. Hambrick, D.C. (1983a). “An empirical typology of mature industrial product environments,” Academy of Management Journal, 26, pp. 213-230.
    23. Hambrick, D.C. (1983b). “High profit strategies in mature capital goods industries: a contingency approach,” Academy of Management Journal, 26, pp. 687-707.
    24. Hax, A. and Wilde, D.L. (1999). “The Delta model: adaptive management for a changing world,” Sloan Management Review, 40 (2), pp.11-28.
    25. Hill, C.W.L. (1988). “Differentiation versus low cost or differentiation and low cost: a contingency framework,” Academy of Management Review, 13, pp. 401-412.
    26. Huff, L.C. and Robinson, W.T. (1994). “The impact of leadtime and years of competitive rivalry on pioneer market share advantages,” Management Science, 40 (Oct.), pp. 1370-1377.
    27. Huff, S.L. (1988). “Supporting competitive strategy with information technology,” Business Quarterly, 53 (2), pp. 37-39.
    28. Jennings, D.F. and Lumpkin, J.R. (1992). “Insights between environmental scanning activities and Porter’s generic strategies: an empirical analysis,” Journal of Management, 18 (4), pp. 791-803.
    29. Kalyanaram, G., Robinson W.T. and Urban, G.L. (1995). “Order of market entry: Established empirical generalizations, emerging empirical generalizations, and future research,” Marketing Science, 15 (3), Part 2 of 2, pp. G212-G221.
    30. Kalyanaram, G. and Urban, G.L. (1992). “Dynamic effects of the order of entry on market share, trial penetration, and repeat purchase for frequently purchased consumer goods,” Marketing Science, 11 (Summer), pp. 235-250.
    31. Karnani, A. (1984). “Generic competitive strategies: An analytical approach,” Strategic management Journal, 5, pp. 367-380.
    32. Kean, R. C., Niemeyer, S. & Miller, N.J. (1996). “Competitive strategies in the craft product retailing industry,” Journal of Small Business Management, 31 (1), pp. 13-23.
    33. Kerin, R.A., Varadarajan P.R. and Peterson, R.A. (1992). “First mover advantage: A synthesis, conceptual framework, and research propositions,” Journal of Marketing, 56 (October), pp. 33-52.
    34. Kim, E., Nam, D., Stimpert, J.L. (2004). “The applicability of Porter’s generic strategies in the digital age: assumptions, conjectures, and suggestions,” Journal of Management, 30 (5), pp. 569-589.
    35. Kim, L., & Lim, Y. (1988). “Environment, generic strategies and performance in a rapidly developing country: A taxonomic approach,” Academy of Management Journal, 31, pp. 802-827.
    36. Klepper, S. (1996). “Entry, exit, growth, and innovation over the product cycle,” American Economic Review, 86, pp. 562-583.
    37. Kotha, S., & Vadlamani, B.L. (1995). “Assessing generic strategies: An emperical investigation of two competing typologies in discrete manufacturing industries,” Strategic Management Journal, Vol. 16, pp. 75-83.
    38. Kroft, R. and Szafran, A.J. (1998). “Developing a competitive advantage in the market for radiology services,” Hospital and Health Services Administration, 33 (2), pp. 213-220.
    39. Lambkin, M. (1988). “Order of entry and performance in new markets,” Strategic Mamagement Journal, Summer Special Issue, 9, pp. 127-240.
    40. Lee, H., Smith, K.J., Grimm, C.M. and Schomburg, A. (2000). “Timing, order and durability of new product advantages with imitation,” Strategic Management Journal, 21, pp. 23-30.
    41. Liberman, M.B., Montgomery, D.B. (1988). “First-mover advantages,” Strategic Management Journal, Vol.9, pp. 41-58.
    42. Liberman, M.B., Montgomery, D.B. (1988). “First-mover (dis)advantages: restrospective and link with the resource-based view,” Strategic Management Journal, Vol.19, pp. 1111-1125.
    43. Lilien, G.L. and Yoon, E. (1990). “The timing of competitive market entry: An exploratory study of new industrial practices,” Management Science, 36 (5), pp. 568-585.
    44. Liff, S., He, J., Steward, F. (1993). “Technology content and competitive advantage: Strategic analysis in the steel processing and watch manufacturing sectors in the People’s Republic of China,” International Journal of Technology Management, 8 (3-5), pp. 309-332.
    45. Makadok, R. (1998). “Can first-mover and early-mover advantages be sustained in an industry with low barriers to entry/imitation?”, Strategic Management Journal, Vol. 19, pp. 683-696.
    46. March, JG. (1991). “Exploration and exploitation in organizational learning,” Organization Science, 1(2), pp. 202-213.
    47. McGinnis, M.A. and Kohn, J.W. (1988). “Warehousing, competitive advantage, and competitive strategy,” Journal of Business Logistics, 9 (2), pp. 32-54.
    48. McNamee, P. and McHugh. (1989). “Competitive strategies in the clothing industry,” Long Range Planning, 22 (4), pp. 63-71.
    49. Meidan, A. and Chin, A.C. (1995). “Mortgage-pricing determinants: A comparative investigation of national, regional and local building societies,” International Journal of Bank Marketing, 13 (3), pp. 3-11.
    50. Milgrom, P. & Roberts, J. (1990). “The economics of modern manufacturing: Technology, strategy, and organization,” American Economic Review, Vol. 80, Iss.3, pp. 511-528.
    51. Milgrom, P., Yingyi, Q & Roberts, J. (1991). “Complementaries, momentum, and evolution of modern manufacturing,” American Economic Review Vol. 81, Iss.2 (May), pp. 84-88.
    52. Milgrom, P. & Roberts, J. (1995). “Complementaries and fit: Strategy, structure, and organizational changes in manufacturing,” Journal of Accounting and Economics, Vol.19 (March-May), pp. 179-208.
    53. Miller, A., & Dess, G. (1993). “Assessing Porter’s (1980) model in terms of its generalizability, accuracy and simplicity,” Journal of Management Studies, 30 (4), pp. 553-585.
    54. Miller, D., & Frisen, P.H. (1986). “Porter’s (1980) generic strategies and performance: an empirical examination with American data – part I: testing Porter,” Organization Studies, 7 (1), pp. 37-55.
    55. Mohr, J. & Nevin, J.R. (1990). “Communication strategies in marketing channels: A theoretical perspective,” Journal of Marketing, Vol.54, Iss.4 (October), pp. 36-52.
    56. Mueller, D.C. (1997). “First-mover advantages and path dependence,” International Journal of Industrial Organization, 15, pp. 827-850.
    57. Murray, A.I. (1988). “A contingency view of Porter’s generic strategies,” Academy of Management Review, 13 (3), pp. 390-400.
    58. Nystrom, P.C. (1994). “Departmental affiliations and selective perceptions of competitive strategies,” International Journal of Management, 11 (4), pp. 865-869.
    59. Oskarsson, C. and Sjoberg, N. (1994). “Technology analysis and competitive strategy: The case of mobile telephones,” Technology Analysis and Strategic Management, 6 (1), pp. 3-19.
    60. Parry, M.E. and Bass, F.M. (1990). “When to lead or follow? It depends,” Journal of Marketing, 60 (1), pp. 61-72.
    61. Petersen, S. (1992). “Expanding roles of the IE: Creating a competitive advantage,” Industrial Management, 34 (4), pp. 15-17.
    62. Philips, L.W., Chang, D. and Buzzell, R.D. (1983). “Product quality, cost position, and business performance,” Journal of Marketing, 47 (2), pp. 26-43.
    63. Porter, M. E. (1980). Competitive Strategy: Techniques for Analyzing Industries and Competitors. New York: The Free Press.
    64. Porter, M.E. (1985). Competitive Advantage: Creating and Sustaining Superior Performance. New York: The Free Press.
    65. Porter, M.E. (1996). “What is Strategy,” Harvard Business Review, Vol. 74 (November-December), Iss. 6, pp. 61-78.
    66. Porter, M.E. (2008). “The five competetive forces that shape strategy,” Harvard Business Review, January 2008, Vol.86, Iss.1, pp.78-93.
    67. Powell, T.C. (1994). “Untangling the relationship between strategic planning and performance: The role of contingency factors,” Canadian Journal of Administrative Sciences, 11 (2), pp. 124-138.
    68. Prahalad, C.K. & Hamel, G. (1990). “The core competence of the corporation,” Harvard Business Review,Vol. 68 (May-June), Iss.3, pp.79-91
    69. Prahalad, C.K. & Hamel, G. (1994). “Strategy as a field of study: Why search for a new paradigm?” Strategic Management Journal, Vol. 15, Summer Special Issue, pp. 17-34.
    70. Oster, S.M. (1994). Modern competitive analysis. New York: Oxford University Press, Inc.
    71. Reitsperger, W.D., Daniel, S.J., Tallman S.B. & Chismar, W.G. (1993). “Product quality and cost leadership: compatible strategies?”, Management International Review, 33, pp. 7-21.
    72. Robinson, R.B., & Pearce, J.A. (1983). “The impact of formalized strategic planning on financial performance in small organizations,” Strategic Management Journal, 4 (3), pp. 197-207.
    73. Robinson, W.T. (1988). “Sources of market pioneer advantages: The case of industrial goods industries,” Journal of Marketing Research, 25 (February), pp. 87-94.
    74. Robinson, W.T. and Fornell, C. (1985). “The sources of market pioneer advantages in the consumer goods industries,” Journal of Marketing Research, 22 (August), pp. 297-304.
    75. Robinson, W.T., Fornell, C. and Sullivan, M.V. (1992). “Are market pioneers intrinsically stronger that later entrants?”, Strategic Management Journal, 13 (3), pp. 609-624.
    76. Scheibar, P. (1986). “Succession Planning 1: Senior management selection,” Personnel, 63 (11), pp. 16-23.
    77. Scheomaker, P.J.H. (1992). “How to Link Strategic Vision to Core Capabilities,” Sloan Management Review, Vol.34 (Fall), Iss.1, pp. 67-81.
    78. Schoenecker, T.S., Copper, A.C. (1998). “The role of firm resources and organizational attributes in determining entry timing: a cross-industry study,” Strategic Management Jaournal, 19, pp. 1127-1143.
    79. Schuler, R.S. and Jackson, S.E. (1989). “Determinants of human resourse management priorities and implications for industrial relations,” Journal of Management, 15 (1), pp. 89-99.
    80. Song, X.M., Benedetto, C.A.D. and Zhao, L.A. (1999). “Pioneering advantages in manufacturing and service industries: empirical evidence from nine countries,” Strategic Management Journal, 20, pp. 811-836.
    81. Szymanski, D.M., Troy, L.C. and Bharadwaj, S.G. (1995). “Order of entry and business performance: An empirical synthesis and reexamination,” Journal of Marketing, 59 (4), pp. 17-33.
    82. Tampoe, M. (1994). “Exploiting the core competitive advantage of your organization,” Long Range Planning, Vol.27, No4 (August), pp. 66-77
    83. Thornhill, S. & White, E.R. (2007). “Strategic purity: a multi-industry evaluation of pure vs.hybrid business strategies,” Strategic Management Journal, 28, pp. 553-561.
    84. Tufano, P. (1989). “Financial innovation and first-mover advantage,” Journal of Financial Economics, 25 (December), pp. 213-240.
    85. Yamin, S., Gunasekaran, A. & Mavondo, F.T. (1999). “Relationship between generic strategies, competitive advantage and organizational performance: an empirical analysis,” Technovation, 19, pp. 507-518.
    86. Yee-kwong, R. C., Wong, Y.H. (1999). “Bank generic strategies: does Porter’s theory apply in an international banking center,” International Business Review, 8, pp. 561-590.
    87. Vanderwerf, P., Mahon, J.F. (1997) “Meta-analysis of the impact of research methods on findings of first-mover advantages,” Management Science, 43, pp. 1510-1519.
    88. White, R.E. (1986). “Generic business strategies, organizational context and performance: an empirical investigation,” Strategic Management Journal, 7, pp. 217-231.
    89. Wright, P., & Parsinia, A. (1988). “Porter’s synthesis of generic business strategies: a critique,” Industrial Management, May-June, pp. 20-23.
    90. Wright, P., Knoll, M., Caddie, B., & Pringle, C. (1990). “Strategic profile, market share and business performance,” Industrial Management, 32 (3), pp. 23-28.
    Web-sites:
    1. Taiwan Electronic Wire & Cable Industry Association hpttp://www.taiwancable.org.tw/chin/about8.asp; hpttp://www.taiwancable.org.tw/chin/about7.asp
    2. China Wire - http://www.wirechina.net/international/shownews_en.asp?ne wsid=206.
    3. Messe Düsseldorf - http://www.messe-duesseldorf.de
    4. Pacific Electric Wire and Cable Co., Ltd - http//www.pewc.com.tw
    5. Ta Ya Electric Wire & Cable Co., Ltd – http//www.taya.com.tw
    6. Walsin Lihua Co., Ltd – http//www.walsin.com.tw
    7. Hua Eng Wire & Cable Co., Ltd – http//www.hegroup.com.tw
    8. Jung Shing Wire Co., – http//www.jswire.com.tw
    9. San Feng Electrical Equipment Co., Ltd – http//33726503.aloha.com.tw
    10. Business Express - http://business.com.tw/cop/com.asp?id=bw3dzvah metya76
    11. Ahuge International Co., Ltd. - http://www.chinkuann.diytrade.com
    12. Sanfeng Machinery & Electric Co., Ltd - http://33726503.boss.com.tw/show_page.asp?income=33726503
    13. Shangshun Machinery Co., Ltd - http://www.sources4u.com.tw/autocutting_machines/22061634.htm
    14. Sankai Machinery Industry Co., Ltd - http://business.com.tw/com/com.asp?id=3gjcm23su0et8o7
    15. Changmao Technology Co., Ltd- http://business.com.tw/com/com.asp?id=e9nnf4n6erbnqrh
    16. Top Honor International Corp. - http://www.fiberoptic4u.com/sdp/94227/3/cp-132944.html
    17. King Sheng Machinery Industrial Co., Ltd- http://www.king-sheng.com.tw/
    18. Xin Sheng Terminal & Machine Inc. - http://www.stm.com.tw/
    19. Weiye Machinery Co., Ltd- http://w3.bysources.com.tw/9906286705/
    20. Yousheng Trade Co., Ltd - http://business.com.tw/com/com.asp?id=6gz0jyopb3suq2s
    21. Gaowei Machinery Co., Ltd- http://www.industry.net.tw/31/3112/5de81bbe/
    22. Ya Sih Technology Co., Ltd- http://www.yasih.com.tw/
    23. Jin Lun Machinery Industry Corp. - http://www.jinlun.com.tw/
    24. Yeh Chi Component Ltd. - http://15972164.boss.com.tw/
    25. Wisdom Automatic Co., Ltd - http://wisdomauto.trade-taiwan.org
    26. Omeya Technology Co., Ltd - http://www.omeya.com.tw/
    27. Shuh Jy Industrial Co., Ltd - http://www.shenlung.com.tw/
    28. Hui Chun Enterprise - http://www.hui-chun.com/
    29. Lamex International Company - http://lamex.com.tw/tw/about_main.htm
    30. International Machtronic Co., Ltd - http://23779467.boss.com.tw/
    31. Xianyang Jingmi Machinery Co., Ltd - http://business.com.tw/com/
    com.asp?id=ss5z3o59u3byi2r
    32. Wilson Engineering & Machinery Co., Ltd - www.wilson51.com.tw
    33. International Machtronic Co., Ltd - www.machtronic.com.tw
    34. Wire Düsseldorf -http://www.messe-duesseldorf.de/wire/press/49_225.htm
    35. Research in China –
    http://www.researchinchina.com/Report/IndustrialMachinery/5105.html
    36. Report Buyer - http://www.reportbuyer.com/industry_manufacturing/wire_
    able/analysis_report_china_power_cable_industry.html
    37. Industrial Economics & Knowledge Center (IEK) –
    htpp//www.iek.itri.org.tw
    38. Taiwan Electrical and Electronoc Manufacturer’s Association (TEEMA) - http://www.teema.org.tw/publish/moreinfo.asp?autono=3206
    39. International Wire & Machinery Association (IWMA) –
    hpttp://www.iwma.org
    40. International Wire & Cable Exhibitors Association (IWCEA) - http://www.wireworld.com/wireorg/iwecea.htm
    41. Italian Wire Machinery Manufacturers Association (ACIMAF) - http//www.acimaf.com
    42. Austrian Wire and Cable Machinery Manufacturers Association - http://www.awcma.com/
    43. Wire and Cable Industry Suppliers Association (USA, WCISA) - http://www.wcisaonline.org/

    無法下載圖示
    全文公開日期 本全文未授權公開 (校外網路)

    QR CODE