企業環境、經營績效與競爭策略之研究—以石英元件個案公司為例

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题名:	企業環境、經營績效與競爭策略之研究—以石英元件個案公司為例
其它题名:	An Empirical Study on Business Environment,Operating Performance and Competitive Strategy－A Case Study in Crystal Industry
作者:	林逸倫 Lin,Allan Y.L.
贡献者:	王凱立 Wang,Kai-Li 高階經營管理碩士在職專班
关键词:	個案分析;經營績效;競爭策略;企業環境;石英元件 Competitive Strategy;Business Environment;Crystal Industry;Operating Performance;Case Study
日期:	2013
上传时间:	2014-02-17T08:34:53Z (UTC)
摘要:	本文試圖從企業環境與競爭優勢的觀點，探討石英元件個案廠商其因應策略對經營績效之影響，進而提出策略建議。研究運用五力分析、SWOT分析與價值鏈分析歸納產業競爭優勢，進而分析個案公司因應策略與經營績效。本文歸結石英產業所面臨的產業環境為高度技術引入與高價格競爭，廠商主要原料仍須仰賴進口，匯兌成本與物料風險等不確性因素仍較高，獲利穩定性將受影響，而個案公司因累積20餘年完整製程及開發技術為核心能力，持續發展具小型化產品導入量產，同時能彈性化調整生產線，滿足客戶多樣化之需求為經營特色，因此個案公司(1)在企業環境因應策略上：以技術服務領先提升產品性價比程度；(2)在競爭優勢策略上：以深化品牌自主、適度擴充產能、開發核心技術、提升內部凝聚為改革方向。(3)在經營績效方面：持續開發具利基高毛利產品，並兼顧大量單一規格產品客戶，掌握高度議價能力為方向，以求利潤及產能發揮總體綜效，創造更高利潤強化財務結構。綜合上述評析，建議個案公司成長策略以持續擴大自有品牌業務的能量，垂直整合製成技術，提升高規格產品研發產製能力，深化人才管理提高員工質量，如此俾能發展出屬於公司的核心競爭優勢，協助公司得以進階到更上一層規模。 This study aims to explore how the target vendor that provides quartz components will respond to this effect concerning business performance from the point of view of its corporate environment and competitive performance. This research employs Michael Porter's Five Forces Model for analysis in addition to SWOT Analysis and Value Chain Analysis to summarize the competitive advantage for the enterprise. This research also explores how the target vendor will respond to this matter by using its business strategy, and how it may tackle with its business performance. This study concludes that a quartz industry is now facing a problem of corporate environment with respect to an introduction to high technology and price competition. There exist a number of uncertain risks such as the remittance and materials. That is, the target vendor has accumulated 20 years of rich experiences in complete process and development of technology. This study regards both experiences as the core competency to meet the desired business diversification for its customers. (1) In respect of coping strategy for business environment, the enterprise shall increase its degree of product price/performance ratio with its advanced technology and services. (2) In respect of competitive advantage strategy, the enterprise shall define its reform orientation as intensified brand autonomy, moderate expansion of productivity, development on core technology and enhanced internal cohesion. (3) In respect of business performance, the enterprise shall continue to develop some high margin niche products. The enterprise shall take the customers and a large amount of single unit products into account in addition to mastering a high degree of ability to negotiate prices. Hence, the enterprise is able to display an overall synergy for profits and productivity; thus, it may create higher margin profits and enhance its financial structure. By integrating the above evaluation and analysis, we suggest that the growth strategy used by some enterprises shall concentrate on business energy of its own brand. These business enterprises also put emphasis on process technology and vertical integration. They also improve manufacturing capability for high standard products, and deepen talent management to improve personnel quality. Consequently, there will be enough room for developing core competency and competitive advantage of a company to help the company to advance to the next level of company size.
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