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    Please use this identifier to cite or link to this item: http://tkuir.lib.tku.edu.tw:8080/dspace/handle/987654321/93861

    Title: 臺灣地區航空貨運承攬業之競爭策略分析 : 以D公司為例
    Other Titles: Business strategy formulation for air cargo forwarding industry in Taiwan : a case study on company D
    台灣地區航空貨運承攬業之競爭策略分析 : 以D公司為例
    Authors: 郭家甄;Kuo, Chia-Chen
    Contributors: 淡江大學國際商學碩士在職專班
    林志鴻;Lin, Jyh-Horng
    Keywords: 空運承攬業;7S模型;五力模型;競爭策略;air cargo forwarding;7S;5Force;PESTEL;Competitive Strategy
    Date: 2013
    Issue Date: 2014-01-23 13:35:42 (UTC+8)
    Abstract: 根據美國波音公司對全球航空貨運量的預測,在未來的20年將成長兩倍,在全球化、貿易自由化的發展趨勢下,將可預期經濟貿易的榮景,台灣地理位置優越,在政府積極發展成為亞太營運中心的計畫下,將扮演著重要的空運轉運中心,為台灣航空貨運承攬業帶來更多商機,卻也造成了業者競爭激烈的狀況,承攬業者將如何因應,以最有利的競爭策略,達成永續經營,將是本研究的重點。

    本研究以一特定之國際承攬業者為個案研究對象,研究個案企業如何達成其經營之競爭策略。採用Lin and Pao (2004)提出之策略管理架構,歸納出企業競爭策略形成之重要因素,以提供承攬業者經營策略之參考,經由國內外相關文獻的蒐集與探討,歸納研究結果如下:

    一、 在企業使命陳述之下,分別以7S、五力、PESTEL模型探討其內部環境、外部產業環境,及總體環境對個案企業的影響,其形成最佳競爭策略之因素為:在內部環境面為「彈性價格、擴展市場」,在外部產業環境面為「品牌優勢、業務穩固」,在總體環境面為「亞太中心、利基空運」。

    二、 個案D企業之使命陳述:「成為全球空運市佔第一的物流運籌業」,評估其內部環境、外部產業環境及總體環境,歸納出競爭策略形成要素模型, 在個案企業最佳競爭策略形成後,以積極開發中小型客戶來成達成企業使命。
    According to world air cargo forecast of Boeing, the traffic will grow more than double over the next 20 year. As for the tendency of globalization and liberalization on trading, could expect economic prosperity in near future. Taiwan has strategic geographic position. While government is energetically to build Taiwan into an Asia-Pacific Regional Operations Center, Taiwan will play a major rule as air transportation center. It will bring lots of commercial possibilities for air cargo industry but also lead to a very keen competition market. This research aims to discuss how the industries deal with changes and overcome the barriers to make a competitive strategy for sustainable development.
    This research, based on a specific international air cargo forwarding company, as a case study, investigates the way to achievement of competitive strategy. In terms of Lin and Pao’s (2004) strategy management framework, the key factors in industrial competitive strategy formation are summed up, and these provide referemces to air cargo forwarding industry. This research attempt to approach on analysis the domestic and foreign literature, exploratory case study, it generalizes a conclusion as following:
    1. Base on industrial mission statement, analyzing the internal environment, the external industrial environment, and the overall environment by 7S model,5 Force model, PESTEL model severally to evaluate the influence on specific company. The key factors of competitive strategy formation are summarizing: “elastic pricing,expand market ” in the internal environment, “brand advantages, secure business in the external industrial environment, and the “Asia-Pacific Regional Operation Center stimulate on air forwarding” in the overall environment.”
    2. The mission statement of Company D is “To be the number one logistics industry on global market sharing.” Completely analyzing its internal environment, external industrial environment, and the overall environment, the model of key factors for a competitive strategy is concluded. After the industry forms the best competitive strategy, it is appropriate to enlarge small and medium business to achieve mission statement.
    Appears in Collections:[國際企業學系暨研究所] 學位論文

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