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|題名: ||自行車產業營運策略形成之探討 : 以台灣地區I公司為例|
|其他題名: ||Business strategy formulation in the bicycle industry : a case study of the I company in Taiwan|
|作者: ||周憶萱;Chou, Yi-Hsuan|
林志鴻;賴錦璋;Lin, Jyh-Horng;Lai, Chin-Chang
|關鍵詞: ||自行車產業;企業使命;內部環境;產業環境;總體環境;策略形成;bicycle industry;enterprise mission;Internal Environment;Industrial Environment;Macro Environment;Strategy Formulation|
|上傳時間: ||2016-01-22 14:49:34 (UTC+8)|
本研究針對自行車產業之現況及發展趨勢，探討自行車業者在產業結構變化下，如何因應高度競爭的環境，並以企業內外部優勢達成營運策略。本研究藉由探討台灣地區一特定自行車公司，透過個案公司營運策略之形成進行研究，採用Lin and Pao (2004)提出之策略評估架構，透過個案公司的使命陳述，以7S模型進行內部環境評估、以五力分析模型進行產業環境評估以及PESTEL架構進行總體環境評估，建立本研究的理論架構，歸納出企業競爭策略形成之重要相關因素，以提供自行車產業相關參考，歸納結論如下：
The bicycle industry in Taiwan has become the foremost global support center of complete bikes and components and established a rounded upstream, midstream and downstream system after decades of development but is confronting challenges such as low-price competitions of China or Vietnam and industry migration which cause decline of bicycle production and disintegrate competitive advantages. To adapt industrial demands, the bicycle industry in Taiwan has to find survival niche aggressively because of fluctuations of industrial environment as well as structure. At present, the bicycle which was emblematic of a money-making and travel tool in early days has been transformed to the synonym of fashion and leisure exercise in the wake of economic development, advocacy of environmental protection and popularity of exercises and LOHAS trends, all of which are bringing new chances to Taiwan once laurelled as the "kingdom of bicycles" .
In this research for status quo and development tendency of the bicycle industry, we investigated how a bicycle company, which confronted industrial fluctuations in a high-competitive environment, made a business strategy based on advantages inside and outside an enterprise. According to the case study, the strategy formulation of a specific bicycle company in Taiwan was studied through strategy evaluation structure of Lin and Pao (2004), mission statement of the bicycle company, internal environment evaluation based on the 7S model, and five forces analysis model for industrial environment assessment and PESTEL for macro environment assessment by which the theoretical architecture of the research was developed and the factors critical to competitive strategy formulation of an enterprise as references of the bicycle industry were concluded. The conclusions are summarized as follows:
1. Company I in the case study, which integrated all resources, summed up niche for business strategy positioning and made advantage of internal and external advantages, has fulfilled the profit targets and developed the best strategy.
2. The best competitive strategy of Company I in the case study was analyzed according to the mission statement of “Serve as Outstanding Bicycle OEM”.