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    Please use this identifier to cite or link to this item: http://tkuir.lib.tku.edu.tw:8080/dspace/handle/987654321/32050

    Title: 台灣自行車廠商經營策略形成之研究 : 以G公司為例
    Other Titles: Formulation of business strategy for bicycle manufacturers in Taiwan : a case study
    臺灣自行車廠商經營策略形成之研究 : 以G公司為例
    Authors: 凃鴻堯;Tu, Horng-yau
    Contributors: 淡江大學國際商學碩士在職專班
    林志鴻;Lin, Jyh-horng
    Keywords: 自行車;企業使命;內部環境;產業環境;總體環境;產品擴張策略;市場發展策略;相關多角化策略;Bicycle;Mission Statement;Internal Environment;Industrial Environment;Macro-Environment;Product Extension Strategy;Market Development Strategy;Related Diversified Strategy
    Date: 2006
    Issue Date: 2010-01-11 01:35:32 (UTC+8)
    Abstract: 隨著生活日漸富裕,自行車在今日人類生活中所扮演的角色,已從早期單純的交通代步工具,轉化為運動與休閑的時尚表徵。對自行車廠商來說,如何走出標準制式化的產品製造範疇,突顯其個性化、功能化、甚而客製化的特色,以因應整個需求環境的變遷,已成為一項重要且急切的課題。
    根據策略形成要素『整合與創新』,本研究發展出下列三項策略:(一)整合策略:生產面與銷售面的整合,充分發揮內部環境面之關鍵性要素「產銷整合」,深化產銷優勢。(二)差異化策略:G公司除在實體產品與競爭者產生差異外,而且應增加或結合互補產品與服務,在服務功能上與競爭者產生差異化。(三)產品擴張、市場發展策略:面對來自健身中心替代品的威脅,G公司應積極推出健身中心所需要的一系列Cycling 產品,採取產品擴張策略;甚或進入健身中心運動休閒市場,採取市場發展策略或相關多角化策略,將產業的威脅轉為個別企業的機會。

    In today’s wealthy society, the role of bicycle plays in our life has been changed from simply being a vehicle tool to being sports-and-leisure- goods which represents a new life style. For bicycle manufacturers, it’s an important and urgent issue to make not only standardized products but characteristic, functional and customized ones to meet people’s diversified and specific needs and to proactively react to the changing environment.
    With the case study of G Company (“the Company”), the research sought to discuss the Company’s internal conditions and competitive advantages as well as the actions taken to cope with the changing environment. We can see how the Company achieves its vision and mission effectively by strengthening the strength and improving its weakness. The study aims to develop the business strategy for the Company by well-understanding the industrial trend and identifying the key factors through the theoretical structure and model. By means of the discussing of the formulation of business strategy, the research expects to provide a model for the bicycle manufacturers in Taiwan.
    The case study adopts descriptive research methodology by reviewing related domestic and overseas literatures, collecting primary and secondary information and analyzing the Company based on a theoretical framework. It concludes 3 key factors as follows: the key factors of the internal environment, the industrial environment and the macro-environment are the integration of production and marketing, branding and innovation, respectively. With the analysis of the aforementioned three key factors in three dimensions, the research summarizes that “Integration and Innovation” is the key strategic factor for the Company.
    Based on the key factor of “Integration and Innovation”, the research concludes 3 different strategies for the Company:1. Integration strategy:Taking the advantage of the integration of products and sales, the Company should deepen the strength of production and marketing by developing the key factor of internal environment “Production and Marketing”. 2. Differentiation strategy:To excel the rest of the bicycle manufacturers, the Company should take efforts on differentiating in physical products by lunching more specific and unique functions, as well as in tailor-made services. 3. Product extension and market development strategy:Facing the threats from the substitutes in the fitness center, the Company should take the product extension strategy of proactively launching a series of cycling products for fitness centers. Moreover, it may adopt the market development strategy or diversification strategy to take the chance of turning industrial threat into opportunity by entering into the new market of fitness centers.
    Appears in Collections:[國際企業學系暨研究所] 學位論文

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