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    Please use this identifier to cite or link to this item: http://tkuir.lib.tku.edu.tw:8080/dspace/handle/987654321/93854

    Title: 太陽能電池生產建置成本與競爭策略之研究 : 以T公司為例
    Other Titles: Study on building cost and competitive strategy of solar cell production : a case study on company T
    Authors: 邱馨儀;Chiu, Shin-Yi
    Contributors: 淡江大學國際企業學系碩士在職專班
    林志鴻;Lin, Jyh-Horng
    Keywords: 太陽能產業;競爭策略;使命陳述;solar energy industry;Competitive Strategy;Mission Statement
    Date: 2013
    Issue Date: 2014-01-23 13:35:21 (UTC+8)
    Abstract: 本研究即針對一特定太陽能電池製造商作為個案研究對象,採用Lin and Pao(2004)提出之策略管理架構,以探討個案公司在公司之使命陳述下,面對內外部環境及總體環境所擁有的優勢,歸納出能執行之經營競爭策略,並檢視是否能完成公司使命。透過國內外相關文獻、個案公司內部資料的蒐集,分析企業在太陽能產業經營微利化、獲利空間縮小的時空背景下,策略形成之重要相關因素。經本研究歸納之結論如下:


    With a specific solar cell manufacturer as the research subject, this study adopted the strategic management structure proposed by Lin and Pao (2004) to analyze the case company under its mission statement, summarize a feasible competitive strategy based on all its advantages in internal and external environments as well as the macro environment and review whether the company is capable of accomplishing the mission. By collecting related literatures home and abroad and internal data of the case company, the study analyzed the important elements that affect the strategy formation under the background of meager profit and smaller profit margin in solar energy industry, and came to the following conclusions:

    1. According to the literatures and market information collected, the study summed up the important elements in strategy formation after evaluating internal and external environments as well as the macro environment, which are professional operation and production team in internal environment, efficient and high-quality products in external environment and the issue of global warming and environmental protection in macro environment. Based on the abovementioned advantages, the case company was allowed to adopt the “efficient budget management to control production cost” as the best competitive strategy so as to accomplish the mission of becoming one of the top ten solar cell manufactures in the world.

    2. In light of the company’s mission, the study assessed the advantages and opportunities in internal and external environments as well as the macro environment, and found out that the case company can rapidly expand its business scale with the least construction costs by means of the best competitive strategy and therefore accomplish its mission.
    Appears in Collections:[國際企業學系暨研究所] 學位論文

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