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    題名: 台灣地區國內航空業競爭策略之分析-以F航為例
    其他題名: Business strategy for Taiwan domestic airlines: a case study on F airline
    臺灣地區國內航空業競爭策略之分析-以F航為例
    作者: 曹冰瑩;Tsao, Bing-yung
    貢獻者: 淡江大學國際商學碩士在職專班
    林志鴻;Lin, Jyh-horng;賴錦璋;Lai, Chin-chang
    關鍵詞: 廠商理論;7S模型;五力模型;PESTEL;航空業;競爭策略;7S Framework;Five Forces Model;PESTEL;Airline;Business Strategy
    日期: 2005
    上傳時間: 2010-01-11 01:38:12 (UTC+8)
    摘要: 本研究係以台灣地區國內航空業的發展現況,以廠商理論為基礎來探討國內航空業
    廠商,如何因應環境的變化發展優勢永續經營。並透過個案公司的使命陳述,進行其內部環境、產業環境及外部環境的評估,進而提出該企業競爭策略形成的要素。本研究採用個案研究分析方法,透過國內外文獻的探討、初級資料及次級資料的蒐集,經由本研究的探討歸納結論如下:

    一、在廠商理論的架構下以個別企業為出發點,以企業使命為策略決策思考的中心,在使命的前提下考量組織對於環境之衝擊所衍生出的各種要素做為策略執行之前的依據。本研究在個案公司的使命陳述下,當個案公司考量內部環境、產業環境及外部環境三大環境各要素重點時,歸納出其策略競爭要素及策略之形成,可做為該公司特定競爭策略之制訂與修訂的參考。

    二、環境的變動往往影響企業能否順利的達成所欲追求的目標,隨著環境的變動,策略即指示企業在環境中所應處的位置;在這樣的前提之下不同時期的企業使命將會帶動不同的策略形成,而不同的策略形成亦將影響未來策略的制訂與執行。

    三、藉由7S模型、五力模型及PESTEL理論架構分析之下,可知F航空公司以「穩定國內、發展區域、放眼兩岸、進軍國際」為其企業策略,在內部環境上以「維修領先、乘客安心」來因應環境之變化,在產業環境以「提供顧客便捷時間與航機」立足於產業。而於外部環境則以「確認掌握交通政策」順應台灣地區交通運輸業的發展趨勢,來達成以著重顧客滿意為導向的「飛安不打折、零壓力飛航服務」之企業使命。
    This research is to find out and discuss how to manage Taiwan Domestic Airlines in the uncertain environment and sustain their competitive advantages. Through the mission statement of the case company, this research proceeds on evaluation of the internal, industrial and external environment and then proposes the main factors of how the enterprise generates the competitive strategies. This research adopts the means of case study analysis, and thus the conclusions of the research are made
    based on the discussion of domestic and foreign documents, collection of primary and secondary documents. They are listed as follows:

    (1) Taking individual enterprise under the skeleton of firm theory as the starting point, centering on corporate mission as tactic decision and deliberation, the research considers the factors based on the premise of mission deriving from the environmental impact of the organization to be taken as the basis before the tactic is carried out. With the mission statement of the case company, three main environmental factors, internal, industrial and external factors, are considered to draw its strategic competition factors and to reveal how the strategies are formed to be the company’s reference when they need to make or modify particular competitive strategies.


    (2) Whether enterprises can achieve their goals successfully often influence on environmental changes. Since the environment changes, the strategy is going to instruct the enterprise of their position in the environment. Under such a premise, the corporation mission will push to apply different strategy in different period of time. Beside, different strategy will also have influence on the establishment and implementation of future strategies.

    (3) Based on 7S framework, the five-force model, and PESTEL theoretical skeleton analysis, we know that F Airline uses “domestic stabilization, developing areas, broaden two borders, globalization” as its corporation strategy. In the internal environment, they “having good maintenance to satisfy customer needs” to adjust accordance with the environmental change. In the industrial environment, they keep the “to value customers in flight fleet and time” to survive on the industry. In the external environment, they correspond with the “confirming government transportation policy” adjusting to the present development for reaching their corporation mission and “become the no exception for the flight safety with zero pressure flight service airline.”
    顯示於類別:[國際企業學系暨研究所] 學位論文

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