| 摘要: | 在嚴峻的經營環境中，企業正重新檢視原有的經營模式，尋求新的經營方法。如同Porter所論，日本企業最大的問題就是缺乏策略。一直以來，日本企業將焦點放在提升經營效率的成本管理和品質管理上，建立這種經營系統。但是，對歷經泡沫經濟的21世紀日本的多數企業來說，在企業內部進行徹底的經營管理之外，策略導向的經營方式是必須的。為了實行更有效率的經營管理，必須早期發現企業潛在的問題點。
現在，平衡計分卡與策略地圖，成為導致企業成功的管理方法而受到矚目。它不僅實施日本企業目前最缺乏的策略管理，也是有助於經營品質提升或報酬連動的績效評估的管理系統。
此外，目前領導數位家電產業仍以擁有高度競爭優勢的日本廠商為主，其中日本夏普公司在此不景氣的時期，卻能屢創佳績，超越預期營收目標。然而，近年來在日本、台灣、韓國的液晶面板業界，價格競爭激烈，難以增加各企業的營收，且整個業界的利潤降低。在此劇烈的競爭環境中，企業要能成功，其企業的經營策略便成為重要的關鍵。
因此，本論文採用策略地圖的理論，以日本夏普公司為個案研究的對象，探討企業經營與策略的關係。第一章提示本論文的主題和研究問題。第二章提出本論文所使用的各理論的定義，並進行先行研究的探討。第三章將討論日本、台灣、韓國液晶企業的動向。第四章是夏普的個案研究。完成夏普的策略地圖，分析其策略並探討現階段夏普的危機和今後的挑戦。最後，在第五章結論中，透過個案研究，以夏普的策略地圖相關的研究論文做總結。
To face up to the keen competition, enterprises are inspecting their original management systems and looking for new management strategy. As Porter said, the major problem of Japan enterprises is the lack of strategy. For a long time, Japan enterprises put the emphasis on cost management and quality management. It’s a system of improving management efficiency. However, it’s far from enough to most Japan enterprises, which had suffered from the economic bubble in 90’s. In order to manage in a more effective way and find the possible problem at the early stage, it’s necessary to adjust the management system into strategic-oriented.
Therefore, the using of Balanced Scoreboard and Strategy Maps are being considered as ways to successful management. They are systems not only the solution of the lack of strategy management in Japan enterprises, but also helpful to promote management skills and improve the performance accessment.
Nowadays, it’s Japan enterprises with high competitive advantage to lead consumer electronics industry. Among them, Sharp Corporation does a phenomenal job. It gets through the economic recession and the price competition from enterprises in Japan, Taiwan, and Korea, which lowers the profit of all this industry, and performs far beyond than anticipating. To survive from this tough business environment, the management strategy that Sharp takes is critical.
Thus, this thesis applies the theory of Strategy Maps in the case of Sharp Corporation to discuss the close connection between management and strategy. Chapter One presents this thesis problem statement. Chapter Two mentions the definition of each concept used with this thesis, and reviews the early research that relates to the strategy. Chapter Three shows the especially powerful manufacturers in the liquid crystal industry and explains the industry trend. Chapter Four is a case study of Sharp. The strategy map of Sharp is made. And the strategy technique of Sharp is analyzed. And discuss its crisis of Sharp at the present stage and the challenge in the future. In Chapter Five, summarizes the strategy map of Sharp. |
