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Author: 陳鳳滿
Fong - Man Chen
Thesis Title: KTM的轉型-從傳統到創新
The Transformation of KTM:From Tradition to Innovation
Advisor: 欒斌
Pin Luarn
Committee: 陳正綱
None
吳宗成
None
Degree: 碩士
Master
Department: 管理學院 - 管理研究所
Graduate Institute of Management
Thesis Publication Year: 2010
Graduation Academic Year: 98
Language: 中文
Pages: 48
Keywords (in Chinese): 自行車行銷管理變革管理危機管理領導理論
Keywords (in other languages): Marketing, Organization Change, Crisis Management, Leadership Theory, Bicycle
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  • 過去分析型的個案,多以平鋪直敘的方式來呈現企業問題、分析的過程與解決方案,使沒有管理經驗的學生無法體會管理理論應用在實務上的意義,而有實務經驗的學生則無法理解教科書上的理論內涵,在理論和實務無法結合的情況下,個案教學往往變的事倍功半。
    從2005年開始,哈佛大學商學院積極在亞洲推動個案教學,哈佛個案和傳統的個案撰寫不同的是,哈佛個案可幫助學生透過個案的故事內容學習到管理的內涵與理論在實務中被應用的情境,學生也可藉由課前的閱讀、分組與課堂討論,體驗到管理決策的制定與分析過程。
    再者,教育部也鼓勵國內各大專院校引進哈佛式的個案教學法。因此,本論文採用哈佛式個案撰寫法,陳述本個案在營運上所經歷的各重要事件及當時的情境,並期望讀者可藉由個案的內容和教師手冊學習到理論與實務的結合,進而累積問題解決的經驗。
    本個案為品牌轉型之實例,個案描述現今KTM的總裁Carol,於1995年因情義而接手掌管當時正陷入財務危機的KTM,她除了要克服語言、文化的障礙,還必須全心投入以了解工廠的運作,才能開源節流彌平財務缺口。經過一連串的改革後,Carol終於成功帶領KTM轉虧為盈,其品牌也獲得企業客戶和最終使用者的認同。
    然而,就在2008年的一次車展上,Carol因競爭對手的竄起和老客戶的建議,決定發起設計變革,但此決策卻遭到員工群體反對,使Carol和員工的關係又回到當初的冰點,在這樣孤立無援的情況下,Carol應該選擇繼續堅持還是放棄。
    本論文包含個案內容和教師手冊兩部分,透過本論文可讓讀者了解企業進行危機管理、B2B顧客關係管理、以及變革的內涵、困難與解決方式等,進而在日後碰到相同狀況時,能知道應對的方式。


    In the past, analytical case study uses plain and direct narration to describe how enterprises solve operational problems. The result is students without any working experience face difficulty in applying these theories to the real world. As for students with working experience, they are not able to fully understanding the meaning of the theory. Under such situation, traditional case study can't reflect the real world situation.
    From 2005, Harvard Business School encouraged schools in Asia to use the Harvard Business School case teaching. A case is a real business situation which helps student to study the environment and learn decision making skills. Through group discussion, students are able to understand more about the views of self and others.
    This case is a real business situation of brand transformation. It describes the CEO of KTM company Carol in charge of KTM when the company was facing bankruptcy. She worked hard and used her intelligence to solve problems and gained the trust from the employees. Then she triggered a series of changes on production process, internal purchase process, employee training plan and RandD activity. These changes not only allowed KTM to have positive income in 2001 but also increase it’s market share and customer satisfaction. In 2008, Carol planed to launch a product design change on all product models, however she faced an unexpected crisis. The decision is between to continue or to give up. No one knows which one is the right choice.

    目錄I 表目錄II 摘要III AbstractIV 誌謝V KTM的轉型-從傳統到創新1 一、自行車產業概況1 (一).自行車產業的發展和趨勢1 (二).全球自行車生產國2 (三).全球自行車消費市場3 (四).台灣自行車產業概況4 二、KTM的崛起5 (一).獲利的迷思5 (二).台灣女子一肩扛起6 (三).杯酒釋兵權7 (四).燃眉之急7 (五).去除陳疴8 (六).第一次的改變9 (七).浴火重生11 三、順境中的波濤12 (一).好品質=好產品?12 (二).四面楚歌12 (三).第二次的改變?14 (四).討論問題15 教師手冊16 一、個案總覽(Case Synopsis)16 (一).教學目標(Teaching Objectives)17 (二).課前準備(Assignment)17 (三).適用課程與對象(Course and Levels for which the Case is Intended)18 (四).教學總覽(Pedagogical Overview)18 二、問題與參考答案(Discussion Questions and Answers)18 三、教學建議(Teaching Suggestions)44 四、後記(Epilogue)45 參考文獻46 附錄48

    一、中文部分
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