本研究以「波特五力」及「管理科學矩陣」兩項策略理論分析產業外在與內在策略競爭態勢，並以兩個傳統產業為案例實地比較其轉型成功與失敗的各種因素，提出經營建議與最佳策略供做企業轉型之參考。 產業的結構會影響產業之間的競爭強度，藉由波特五力分析了解產業結構與競爭的因素，並建構整體「由外而內」的競爭策略。管理科學矩陣分析則是探討企業內部如何「由內而外」健全「管理功能體系」與「企業功能體系」，達成有效經營目標。綜合上述策略分析，藉以檢驗研究案例轉型成敗關鍵所在。 論文探討兩家傳統公司轉型的過程及其成敗因素。其中研究案 例的電視公司，因改變產品經營策略、轉型多角化經營及邁向數位科技發展，在業務營收及客戶滿意度(收視率)有成功表現，企業發展蒸蒸日上。反觀另一研究案例B公司，雖亦致力由傳統產業轉型為高科技產業，但因領導人無法掌握企業轉型變革諸項策略因素，公司內部缺乏轉型願景，又無堅強的領導團隊，以致於轉型績效不彰，終致功敗垂成，企業未能振衰啟微，前途未卜。 從研究結論得知，就外部客觀環境而言，企業本身競爭力強，與上、下游產業具有較佳的議價優勢，新進業者進入門檻高，且對替代產品具有較佳抗爭性者，較易轉型成功；反之，五股作用力若多數居於劣勢，轉型備覺艱辛。其次就企業內部運作策略而言，能否建構以「行銷導向」為主軸的市場發展策略，主事者能否建立堅強的領導風格及組織優良團隊，影響企業轉型甚鉅。 Abstract: The study is to analyze the situation of internal and external strategic competitiveness in the industry by Porter’s Five Forces and Management Science Matrix. Two companies in traditional industries are used as examples to compare the various factors relating to a successful or failed transformation, meanwhile, to provide the operating suggestions and best strategies for reference.
The structure of the industry may affect the level of the competitiveness among industries. Porter’s Five Forces can help us understand the factors of the industry structure and competitiveness and set up the competitive strategy. The Management Science Matrix analysis is to examine how the enterprise builds up managerial function system and enterprise function system to reach operating goals. I hope to find out the key factors in relation to the transformation by the mentioned analysis.
The study investigates the transformation process and main elements of two companies in the traditional industry. The television company in the study changed the production strategy and diversification strategy to transform to digital hi-tech industry, in which brought sound incomes and led to high customer satisfactory rate. In contrast, although the other company strived to transform to hi-tech industry from traditional industry, the leader did not command the change strategies. The company was lack of transforming vision and strong team leadership so that the company could not succeed in transforming.
The study result indicates that it is easier to be successful when the company has strong competitiveness, better pricing bargain advantage with the companies in vertical industries, high entry barrier for new joiner and low production substitutions; otherwise, it is difficult to transform if most five forces are week. Meanwhile, in terms of internal operating strategy, the sales driven market development strategy, strong leadership and good team are key factors, which lead to a successful transformation.
