競合策略在企業發展之應用 -以xx食品貿易公司為例

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Title:	競合策略在企業發展之應用 -以xx食品貿易公司為例
Other Titles:	A Study on Application of Co-opetition for Business Development - A Case Study of xx food Trading Company
Authors:	李靜慧 LEE,CHING-HUEI
Contributors:	許恩得 HSU,EN-TE 會計學系
Keywords:	企業生命週期;競合策略;企業轉型;策略聯盟;流通業 Business life cycle;Coopetition;Business transformation;Strategic alliance;Distribution industry
Date:	2019
Issue Date:	2019-12-16T06:42:43Z (UTC)
Abstract:	台灣自1986年起因政策的開放，大型外資投資量販通路陸續進入台灣零售市場，完全顛覆且改變台灣消費者原有消費型態。緊接者接二連三的食安危機及金融風暴以及大陸市場開放等外在環境因素衝擊下，重擊了台灣中小企業，尤其以食品相關產業最為嚴重，企業面臨前所未有的困境。在資源有限的條件下，必須對於僅有的組織資源做最有效的運用，以強化自身的競爭優勢及核心能力，增加面對外在環境變化時應對的能力。本研究採行個案研究法，運用 Brandenburger 與Nalebuff（1996）的價值網及競合策略的架構，並搭配本研究調整的企業生命週期之概念，以個案公司三個發展階度為研究構面，依序探討每個階段面臨的經濟及產業環境變遷下，如何透過競合策略的運用而使得企業持續發展並提升競爭力。本研究發現個案公司在每個發展階段中都有不同的背景和資源限制，初期資源極其有限，但透過不同階段採不同策略及與各參賽者中的競合連結，策略的交叉運作下，可以由各階段的價值網變動中看出，各參賽者互為供應商、競爭者、顧客，彼此關係透過個案公司的串聯，形成一個循環運作的價值網，每個參賽者的加入都能增加其他參賽者的附加價值，也使得個案公司不斷在大環境惡化的困境中，卻能年年成長，並且朝著多角化經營，壯大個案公司內部組織，強化外部競合關係。 Taiwan, due to the opening by the policy in 1986, welcomed large-scale foreign-established wholesalers to the local retailing market continuously, which not only entirely overturned but also literally altered the previous consumers’ consumption patterns in Taiwan. Nonetheless, severely impacted by the external factors such as the food crisis, the financial tsunami and the opening of the markets in China, the small and medium enterprises in Taiwan have been damaged too much, especially the food-associated industry, which constitutes an unprecedented challenge to all the local businesses. Owing to the limited resources, each company must not only intensify its corporate competitive strengths and core competence but also enhance its ability to react to external environmental changes via effective optimization of its organizational resources. The study adopted the case study methodology. By applying the value net and coopetiton by Brandenburger and Nalebuff (1996) as the framework and the concept of business life cycle modified by the author, the author adopted the foregoing three phases as the study dimensions and probed how the company managed to gain the corporate sustainable development and to hike competitiveness by utilizing coopetition in each phase when facing changes and challenges in both the economic and industrial settings. The findings are the followings: The case had certain limitations on various contexts and resources in each phase，Initially, the resources were extremely limited, but the company managed to employ various strategies in diverse phases to associate with coopetition across respective players. With the strategies that worked in a cross way, alteration of the value net in each phase tells that all the players were mutual suppliers, competitors and customers that formed a value net that worked in a cycle under the serial connection by the company that interrelated them. Addition of new players helpful to the value added of others, which not only made the company grow each year and diversify the business despite recession worldwide but also strengthened the corporate organization internally and enhanced coopetition externally.
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