English  |  正體中文  |  简体中文  |  全文筆數/總筆數 : 49195/83607 (59%)
造訪人次 : 7092020      線上人數 : 75
RC Version 7.0 © Powered By DSPACE, MIT. Enhanced by NTU Library & TKU Library IR team.
搜尋範圍 查詢小技巧:
  • 您可在西文檢索詞彙前後加上"雙引號",以獲取較精準的檢索結果
  • 若欲以作者姓名搜尋,建議至進階搜尋限定作者欄位,可獲得較完整資料
  • 進階搜尋
    請使用永久網址來引用或連結此文件: http://tkuir.lib.tku.edu.tw:8080/dspace/handle/987654321/32115


    題名: 路線貨運公司進入宅配市場之動態競爭策略形成之探討 : 以C公司為例
    其他題名: Study on the dynamic competitive strategy formulation for line transportation company getting into"door to door" parcel delivery market : a case study on company c
    作者: 黃世芳;Huang, Shih-fang
    貢獻者: 淡江大學國際貿易學系國際企業學碩士班
    林志鴻;Lin, Jyh-horng;賴錦璋;Lai, Chin-chang
    關鍵詞: 路線貨運公司;宅配市場;使命陳述;競爭策略形成要素;動態策略;Line Transportation Company;Parcel Delivery Market;mission statement;Business Strategy Formulation Factors;Dynamic Strategy
    日期: 2005
    上傳時間: 2010-01-11 01:42:52 (UTC+8)
    摘要: 隨著生活型態的改變、生活水準的提昇與電子商務的流行,消費者會希望在購物後、年節送禮與休閒旅遊時也能有省力與便捷的配送方式,這些需求都將改變流通和貨運業的樣貌,因此使得「宅配」成為新興的注視焦點,吸引了眾多廠商投入競爭的行列。

    本研究係以國內路線貨運公司的發展狀況,透過個案公司的使命陳述來探討企業進入宅配市場之競爭策略形成要素與策略關係之研究,以進行其內部環境與外部環境要素評估,並就企業之生命週期之動態策略來歸納出成熟期轉化至另一導入期之策略形成之重要相關因素,據以制定其競爭策略,並期望能提供有用的建議給予路線貨運相關產業參考。本研究採個案研究方法,透過國內外相關文獻探討、資料的蒐集,經由本研究探討,可歸納結論如下:

    一、在個案公司之使命陳述下,分析評估其內部環境與外部環境並歸納出競爭策略形成要素,以作為個案公司特定競爭策略的制定與修正參考。

    二、內部環境與外部環境評估要素為企業之競爭條件,就內部環境來說,個案公司應維持其完整及高效率的輸配送系統、人員的專業訓練以達到帶給客戶品質、可靠、效率、及專業的價值之使命。

    三、個案公司自路線貨運業的成熟期發展出進入導入期之宅配市場的關鍵策略為進入阻絕策略,於此建議路線貨運廠商於進入導入期之競爭策略如後:1. 進入阻絕策略:營業據點之增選及車隊的形成與調整2. 成本領導策略:物流中心的完整建立及資訊系統的開發3. 差異化策略:積極培養物流人才及品牌之經營。
    With the change of life style, upgrade of living level and popularity of e-commerce, consumers want a rapid and convenient goods delivery method after shopping or gift giving, even while on a trip. These demands will change the line transportation market, therefore, the “door to door” parcel delivery industry will emerge, which attracts a lot companies to get into competition.

     This study concentrates on the current development of line transportation companies in Taiwan with emphasis on the relationship between business strategy formulation factors and strategies so as to assess the internal environmental factors and external environmental factors through the mission statement of the target company; analyzes the dynamic strategies in different life cycle stages, and thus summarizes the critical factors related to the strategy formulation, thereby initiating business strategies and presenting the findings to the line transportation companies. Making use of the explosive case study method, this study has studied the related archives comprehensively, and collected secondary data extensively with findings as follows:

    1. Within the business mission statement, this study has assessed the internal and external competitive environment of the target company together with the macro environmental factors so as to summarize the business strategy formulation factor diagram.

    2. Within the business mission statement, the internal environmental assessment factors and external environmental assessment factors are critical for business strategy formulation. As to the target company, the internal environmental assessment factors, including maintaining a complete and high efficient transportation system, professional training of staffs, are considered to be the key elements to accomplish of good quality, reliable, efficient and professional values.

    3. Business strategy for line transportation company which are getting into” Door to Door” parcel delivery market is to adopt blockade strategy, other recommendations to the line transportation companies in new introduction life cycle are as follows: (1) adopting blockade strategy-sites addition and selection, truck teams formulation and adjust (2) creating cost leadership strategy- establishing sound logistic centers, developing new information system (3) creating differentiation strategy- developing logistic professionals and brand management.
    顯示於類別:[國際企業學系暨研究所] 學位論文

    文件中的檔案:

    檔案 大小格式瀏覽次數
    0KbUnknown242檢視/開啟

    在機構典藏中所有的資料項目都受到原著作權保護.

    TAIR相關文章

    DSpace Software Copyright © 2002-2004  MIT &  Hewlett-Packard  /   Enhanced by   NTU Library & TKU Library IR teams. Copyright ©   - 回饋