自行車產業營運策略形成之探討 : 以台灣地區I公司為例

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Title:	自行車產業營運策略形成之探討 : 以台灣地區I公司為例
Other Titles:	Business strategy formulation in the bicycle industry : a case study of the I company in Taiwan
Authors:	周憶萱;Chou, Yi-Hsuan
Contributors:	淡江大學國際企業學系碩士在職專班林志鴻;賴錦璋;Lin, Jyh-Horng;Lai, Chin-Chang
Keywords:	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
Date:	2015
Issue Date:	2016-01-22 14:49:34 (UTC+8)
Abstract:	台灣自行車產業經過數十年的發展，成為全球成車及零組件最重要的供應中心，也建立了完整的上、中、下游體系，但面臨中國大陸、越南等國低價競爭以及廠商外移等因素的影響，產量開始下滑，競爭優勢也逐漸被瓦解；被隨著環境變化，產業結構也逐漸改變，台灣的自行車產業必須積極尋找屬於自己的生存利基，以適應產業需求。隨著經濟的發展，環保概念的提倡，以及運動、樂活風氣的盛行，自行車由早期的生財及交通代步工具，變身為時髦休閒運動的一種，這股風潮為曾經擁有「自行車王國」美譽的台灣，注入一股新的契機。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：一、個案Ｉ公司充分整合資源，歸納出經營上的策略定位的利基，善用內部、外部優勢達成獲利目標並據以形成最佳策略。二、以個案Ｉ公司之使命陳述「成為卓越代工的自行車業者」，分析該公司之最佳競爭策略。 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”.
Appears in Collections:	[Graduate Institute & Department of International Business] Thesis

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