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Please use this identifier to cite or link to this item:
http://140.128.103.80:8080/handle/310901/31816
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| Title: | 中衛體系公司經營策略之研究 |
| Other Titles: | A Study on Business Strategy for B2B Company |
| Authors: | 蔡宗佩
TSAI, TSUNG-PEI |
| Contributors: | 許恩得
HSU, EN-TE
會計學系 |
| Keywords: | 中衛體系;產品價值;加成交易
Center-satellite system;Product value;Trade-on |
| Date: | 2019 |
| Issue Date: | 2019-12-16T06:43:07Z (UTC)
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| Abstract: | 機械業在臺灣經濟發展上占有舉足輕重的地位，它是第三個達成兆元產值的產業，也是政府近年來積極推動的5+2創新產業之一。在機械業中的工具機，素來擁有機械之母的美名，它的品質更是攸關國家產業自主率高低的重要因素之一。雖然臺灣工具機業廠商規模以中小型居多，但藉由中衛體系的標準化與專業分工，使得各廠商在本身專注的領域內產生規模經濟，提升該產業的整體競爭力，得與國外大廠一較長短。但也因為中衛體系，讓各企業間取得原料容易，致使產品相似度高，進入門檻低，競爭激烈。個案公司係中小型工具機零組件廠，經由中衛體系獲得高效率、低成本的效益，但在技術與資源上還是不如市場領導者，所以先選定小範圍市場，鎖定市場內對品質需要較低者為目標顧客。雖然個案公司產品品質略低於市場領導者，但因顧客對品質需求較低，所以個案公司所提供的品質足以滿足顧客所需，也不會降低顧客的產品品質。個案公司除了銷售產品給顧客外，還免費教導顧客使用方式，加上售價較低，所以產品價值高於市場領導者。而為增加產品價值的可信度，個案公司提供樣品給顧客試用，以期透過顧客的使用經驗來取得認同。換言之，個案公司即是採行「加成交易」，也就是在顧客可接受的產品品質範圍內，藉由服務來提昇產品價值，同時還能降低售價以減少顧客的支出。
The machinery industry occupies a significant position in Taiwan's history of economic development timeline, which have been the third industry to achieve the output value of trillion dollars. Moreover, it is also one of the innovative industries promoted by the government actively in recent years. In the machinery industry, the tool machine is not only the fundamental of industrial mechanics but also equivalent in degree of autonomy on industry across country. With the standardization and specialization in the center-satellite system, tool machine manufacturers which composed of small and medium enterprise (SME) in Taiwan are able to create economies scale over themselves areas of expertise improving the overall competitiveness against foreign peer firms. However, as the center-satellite system, it is straightforward to obtain raw materials that these firms produce substitute goods as similar to another, which brings about high similarity for goods, low entry threshold and intense competition.The objective firm in this case study is a manufacturer of machine tool component, which obtained high efficiency and low-cost benefits from the center-satellite system. However, as a SME, it was still unable to follow the footsteps of market leader in terms of technology and resources. Hence, it targeted customers with lower quality requirements within the small-scale market. Although the quality of the goods provided by this firm is insufficient than that of the market leader, it is not an issue for this firm to meet their customer's requirements on quality.As well as selling goods in lower price to customers, the value on good produced from this firm is higher than market leader for providing the free manuals about how to use for its customers. Therefore, in order to increase the credibility of the value and gain recognition on good through the customer's experience, it allows customers to request samples with a view to receiving recognition from their experience. That is, this firm introduced the trade-on transaction to cut down its price, which is to increase the value on good through the service within the acceptable range of quality from customer. |
| Appears in Collections: | [會計學系所] 碩士論文
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| 107THU00385016-001.pdf | | 9766Kb | Adobe PDF | 24 | View/Open |
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