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題名 以策略矩陣分析法探討競合中的動態競爭：自行車產業兩領導廠商為例
The Strategic Matrix Analysis of Competitive Dynamics in Co-opetition: The Case of Two Leaders in the Bicycle Industry
作者 林明翰
Lin, Ming Han
貢獻者 彭朱如
Peng, Tzu Ju Ann
林明翰
Lin, Ming Han
關鍵詞 動態競爭
競合動態
動態競合
策略矩陣分析法
自行車產業
Competitive dynamics
Co-opetition dynamics
Co-opetitive dynamics
Strategic matrix analysis
Bicycle industry
日期 2017
上傳時間 10-Aug-2017 10:20:18 (UTC+8)
摘要 為了共同面對來自中國大陸廠商的價格競爭壓力，台灣自行車業的兩大領導廠商──巨大與美利達，以朝向高值化的共同目標籌組了競爭者間的合作體系。然而，競爭者雙方以合作為前提下，競合關係下的動態性以及廠商間的競爭性行動呈現何種面貌？又，如何應用策略矩陣分析法更細緻地分析，在競合關係中廠商間的競爭行為？
本研究結合動態競爭的對偶層次分析及策略矩陣分析法，以策略點為分析基礎，更細緻地展開處於合作情境下的兩家競爭廠商，如何在歐洲自行車市場佈局競爭性行動。根據結構內容分析兩家廠商2006至2016 年間的新聞事件後發現，在合作的前提下，兩家廠商分別在競爭性行動的時間軸、地理涵蓋範圍、價值單元以及策略點皆進行具差異性的佈局，呈現多樣化的競爭內涵。
本研究除擴展競合情境下的動態競爭研究外，亦藉由策略矩陣分析法豐富化廠商間可分析的競爭行為，並探討資源條件不同的廠商間，其競爭行為如何佈局的實質細節。本研究對於廠商如何在競合關係中發起競爭性行動，提供了實務性的指引與參考。
To present a united front against the stress of price-cutting competition from Mainland China, Taiwan’s two leaders in the bicycle industry, Giant and Merida, established an inter-firm cooperation system between competitors in order to achieve the common goal of delivering high-valued product. However, under the premise of cooperation agreement between two competing leaders, what is the dynamicity in co-opetition and the inter-firm competitive action under the real scenario? And, how can we apply the strategic matrix analysis to inter-firm rivalry on competitive behvior involved in co-opetition relationship?
This study combines dyadic analysis from competitive dynamics with strategic matrix analysis to investigate the two research questions addressed above. By using the “strategic point” as the analytical basis, this study examines two competing leaders under cooperation agreement and extracts their competitive actions in European bicycle market with structured content analysis. Building on the results from the analysis of the news between 2006 and 2016, two competing leaders separately differentiate and conduct their competitive action deployments on four dimensions, which are time-axis, geographical coverage, value unit, and strategic point. Therefore, this study reveals the various
contents of two competing leaders in the cooperation-competition.
More than contributing to the research field of competitive dynamics in co-opetition, this study enriches the analyzability of inter-firm competitive behaviors by
conducting strategic matrix analysis. It provides the details about how the firms compete with each other with different resource endowments. This study broadens our view of the competitive dynamics in co-opetition and introduces
practical guidelines on initiating competitive action to the firms in co-opetition relationship.
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描述 碩士
國立政治大學
企業管理研究所(MBA學位學程)
104363099
資料來源 http://thesis.lib.nccu.edu.tw/record/#G0104363099
資料類型 thesis
dc.contributor.advisor 彭朱如zh_TW
dc.contributor.advisor Peng, Tzu Ju Annen_US
dc.contributor.author (Authors) 林明翰zh_TW
dc.contributor.author (Authors) Lin, Ming Hanen_US
dc.creator (作者) 林明翰zh_TW
dc.creator (作者) Lin, Ming Hanen_US
dc.date (日期) 2017en_US
dc.date.accessioned 10-Aug-2017 10:20:18 (UTC+8)-
dc.date.available 10-Aug-2017 10:20:18 (UTC+8)-
dc.date.issued (上傳時間) 10-Aug-2017 10:20:18 (UTC+8)-
dc.identifier (Other Identifiers) G0104363099en_US
dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/111887-
dc.description (描述) 碩士zh_TW
dc.description (描述) 國立政治大學zh_TW
dc.description (描述) 企業管理研究所(MBA學位學程)zh_TW
dc.description (描述) 104363099zh_TW
dc.description.abstract (摘要) 為了共同面對來自中國大陸廠商的價格競爭壓力，台灣自行車業的兩大領導廠商──巨大與美利達，以朝向高值化的共同目標籌組了競爭者間的合作體系。然而，競爭者雙方以合作為前提下，競合關係下的動態性以及廠商間的競爭性行動呈現何種面貌？又，如何應用策略矩陣分析法更細緻地分析，在競合關係中廠商間的競爭行為？
本研究結合動態競爭的對偶層次分析及策略矩陣分析法，以策略點為分析基礎，更細緻地展開處於合作情境下的兩家競爭廠商，如何在歐洲自行車市場佈局競爭性行動。根據結構內容分析兩家廠商2006至2016 年間的新聞事件後發現，在合作的前提下，兩家廠商分別在競爭性行動的時間軸、地理涵蓋範圍、價值單元以及策略點皆進行具差異性的佈局，呈現多樣化的競爭內涵。
本研究除擴展競合情境下的動態競爭研究外，亦藉由策略矩陣分析法豐富化廠商間可分析的競爭行為，並探討資源條件不同的廠商間，其競爭行為如何佈局的實質細節。本研究對於廠商如何在競合關係中發起競爭性行動，提供了實務性的指引與參考。		zh_TW
dc.description.abstract (摘要) To present a united front against the stress of price-cutting competition from Mainland China, Taiwan’s two leaders in the bicycle industry, Giant and Merida, established an inter-firm cooperation system between competitors in order to achieve the common goal of delivering high-valued product. However, under the premise of cooperation agreement between two competing leaders, what is the dynamicity in co-opetition and the inter-firm competitive action under the real scenario? And, how can we apply the strategic matrix analysis to inter-firm rivalry on competitive behvior involved in co-opetition relationship?
This study combines dyadic analysis from competitive dynamics with strategic matrix analysis to investigate the two research questions addressed above. By using the “strategic point” as the analytical basis, this study examines two competing leaders under cooperation agreement and extracts their competitive actions in European bicycle market with structured content analysis. Building on the results from the analysis of the news between 2006 and 2016, two competing leaders separately differentiate and conduct their competitive action deployments on four dimensions, which are time-axis, geographical coverage, value unit, and strategic point. Therefore, this study reveals the various
contents of two competing leaders in the cooperation-competition.
More than contributing to the research field of competitive dynamics in co-opetition, this study enriches the analyzability of inter-firm competitive behaviors by
conducting strategic matrix analysis. It provides the details about how the firms compete with each other with different resource endowments. This study broadens our view of the competitive dynamics in co-opetition and introduces
practical guidelines on initiating competitive action to the firms in co-opetition relationship.		en_US
dc.description.tableofcontents 第一章 緒論 1
第一節 研究動機與背景 1
第二節 研究目的與研究問題 3
壹、 研究目的 3
貳、 研究問題 3
參、 研究範圍 3
第二章 文獻探討 5
第一節 動態競爭理論 5
第二節 競合中的動態競爭 8
第三節 策略矩陣分析法 12
壹、 策略形態與策略制定 12
貳、 策略形態的構面 12
參、 如何應用策略矩陣分法探討動態競爭 14
第三章 研究方法 16
第一節 研究設計 16
壹、 結構內容分析法 16
貳、 策略矩陣的構成 17
第二節 研究對象與資料蒐集 20
壹、 自行車產業及個案公司簡介 20
貳、 合作情境之給定：A-Team 29
參、 資料蒐集與取樣 33
肆、 資料之編碼與分析 33
第四章 研究發現 37
第一節 價值單元之佈局差異 37
壹、 競爭者價值單元佈局之比較分析 37
貳、 競爭者價值單元之佈局比較－時間軸分析 41
第二節 策略形態構面與策略點之佈局差異 51
壹、 競爭者策略形態構面之比較分析 51
貳、 競爭者策略點之比較分析 54
第五章 結論與建議 60
第一節 研究結論與理論意涵 60
第二節 實務貢獻與啟發 62
第三節 研究限制與後續研究建議 62
壹、 研究限制 62
貳、 後續研究建議 64
參考文獻 66

表 次
表3-1自行車產業上中下游關聯 20
表3-2兩家自行車廠之產銷概況比較 25
表3-3 A-Team各執行階段之發展主軸 31
表3-4 A-Team成員(2016年) 32
表4-1個別廠商之相對價值單元行動總次數百分比比較：按時間先後排列 43
表4-2個別廠商上下游端價值單元相對總次數佔比 50
表4-3相同策略點之不同競爭內涵 56
表4-4相同策略點之不同競爭內涵：產品區隔 57
表5-1研究發現彙總表 60

圖 次
圖3-1自行車製造業之策略矩陣圖 19
圖4-1價值單元和策略點行動次數之分佈比較 38
圖4-2個別廠商之相對價值單元行動總次數百分比比較 39
圖4-3個別廠商之相對價值單元行動總次數百分比比較：按時間先後排列 47
圖4-4上下游端價值單元相對總次數百分比比較：按時間先後排列 49
圖4-5策略形態構面之相對行動總次數百分比比較 52
圖4-6個別廠商策略形態構面之分佈比較 53
圖4-7個別廠商之相對策略點行動總次數百分比比較 55		zh_TW
dc.format.extent 1419965 bytes-
dc.format.mimetype application/pdf-
dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0104363099en_US
dc.subject (關鍵詞) 動態競爭zh_TW
dc.subject (關鍵詞) 競合動態zh_TW
dc.subject (關鍵詞) 動態競合zh_TW
dc.subject (關鍵詞) 策略矩陣分析法zh_TW
dc.subject (關鍵詞) 自行車產業zh_TW
dc.subject (關鍵詞) Competitive dynamicsen_US
dc.subject (關鍵詞) Co-opetition dynamicsen_US
dc.subject (關鍵詞) Co-opetitive dynamicsen_US
dc.subject (關鍵詞) Strategic matrix analysisen_US
dc.subject (關鍵詞) Bicycle industryen_US
dc.title (題名) 以策略矩陣分析法探討競合中的動態競爭：自行車產業兩領導廠商為例zh_TW
dc.title (題名) The Strategic Matrix Analysis of Competitive Dynamics in Co-opetition: The Case of Two Leaders in the Bicycle Industryen_US
dc.type (資料類型) thesisen_US
dc.relation.reference (參考文獻) 司徒達賢，2016。策略管理新論：觀念架構與分析方法（第三版）。台北：智勝文化。
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