定期貨櫃航運業競爭策略分析 : 以A公司為例

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Title:	定期貨櫃航運業競爭策略分析 : 以A公司為例
Other Titles:	Business strategy formulation for shipping industry : a case study on company A
Authors:	柯佩汝;Ko, Pei-ju,
Contributors:	淡江大學國際貿易學系國際企業學碩士在職專班林志鴻
Keywords:	航運;競爭策略;策略形成;Shipping;Business Strategy;Competitive Strategy;Strategy Formulation
Date:	2010
Issue Date:	2010-09-23 15:50:29 (UTC+8)
Abstract:	自1970年代開始台灣經濟起飛，主要的產業為加工出口業，在政府政策的鼓勵下，航運業隨之迅速成長，奠定國內航運業發展的基礎。但惟近年中國大陸經濟成長快速，對台灣航運地位產生嚴重威脅。其次2002年開始由於全球航商樂觀預估景氣，競相投入建造新船，使得全球運能快速增加，導致航商之間的價格競爭異常激烈。再者2010年東協和中國將正式建立自由貿易區，再加上東北亞二國日、韓，明年初整合後的「新亞洲」，將成為全球最大、成長力道最足的新市場，兩岸直航不僅帶來新的機會，也帶來新的不確定風險，在此背景下對台灣本土的航商而言不啻為新的挑戰。本研究探討企業如何藉由外在總體環境、產業競爭環境及內部資源的優勢擬定競爭策略，維持優勢領導地位。為提供本土航商企業在經營管理與實際執行上的參考，經由個案研究結果發現，A公司擁有「航線效益最佳化」、「人員潛力素質優」的內部優勢；在市場面為「近洋區域領導者」；在總體環境上同時配合「三通擴大商機」的時代趨勢。在面對全球航運市場的競爭與國際經濟情勢的變化之下，以「營運效益最佳化」的策略以維持近洋區間領導者的競爭優勢，實現「獲利最高近洋航商」之使命願景。 Since the Taiwan’s economy in 1970s has begun to soar, the main industry was the Export Processing Industry. Encouraged by government, the Shipping Industry has grown very fast, hence the foundation of domestic Shipping Industry also established. However, the blooming economy of Mainland China in recent years has threatened Taiwan shipping industry. Secondly, because the worldwide shipping companies have estimated economic cycle optimistically since 2002, they competed for building new ships. That results in the capacity of global logistics increasing rapidly and fierce price competition among shipping companies. Furthermore, ASEAN (Association of Southeast Asian Nations) including Mainland China, Japan and Korea will establish a Free Trade Area officially in 2010, forming an alliance “New Asia”, the largest potential market in the world. The direct cross-strait charter flights will not only bring new opportunities, but also bring uncertain risks. Since Taiwan’s native shipping companies will face new challenges, this study explores how an enterprise maintains its leading position by its competitive strategies through special resource of macro–environment, industry environment and internal–environment. So as to provide business management for native shipping companies in Taiwan,in this case the best resource for company A is“efficient shipping service and human resource”, “leading position in near-sea market”and“active business operations by the tendency of the cross-strait direct transportation”. To face the competitions in global shipping market and changes of international economy, we should utilize the strategy“promoting efficiency continually”. This strategy can help enterprise maintain the leading competitive edges in near-sea area, reaching the vision “the most profitable shipping company in near-sea area”.
Appears in Collections:	[Graduate Institute & Department of International Business] Thesis

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