| dc.contributor.advisor | 郭炳伸 | zh_TW |
| dc.contributor.advisor | Kuo, Biing-Shen | en_US |
| dc.contributor.author (Authors) | 鄔立宏 | zh_TW |
| dc.contributor.author (Authors) | Wu, Li-Hung | en_US |
| dc.creator (作者) | 鄔立宏 | zh_TW |
| dc.creator (作者) | Wu, Li-Hung | en_US |
| dc.date (日期) | 2019 | en_US |
| dc.date.accessioned | 5-Feb-2020 17:41:52 (UTC+8) | - |
| dc.date.available | 5-Feb-2020 17:41:52 (UTC+8) | - |
| dc.date.issued (上傳時間) | 5-Feb-2020 17:41:52 (UTC+8) | - |
| dc.identifier (Other Identifiers) | G0107932042 | en_US |
| dc.identifier.uri (URI) | http://nccur.lib.nccu.edu.tw/handle/140.119/128585 | - |
| dc.description (描述) | 碩士 | zh_TW |
| dc.description (描述) | 國立政治大學 | zh_TW |
| dc.description (描述) | 經營管理碩士學程(EMBA) | zh_TW |
| dc.description (描述) | 107932042 | zh_TW |
| dc.description.abstract (摘要) | 全球知名衛浴設備製造商大多為百年歷史悠久的大廠，而台灣凱撒成立於 1988 年，至今僅僅成立 30 年，凱撒如何在列強環繞競爭下取得越南衛浴設備市場市占率第 2 名的地位?衛浴設備產業不像一般的傳統產業，它屬於勞動密集但又需要高度技術門檻的產業。生產工序極其複雜，每一道工序的成敗都會影響到產品的良率，所以每個生產步驟都非常關鍵，所以衛浴設備廠商都必須要擁有屬於自己的核心燒瓷技術，才能有最基本的競爭 力。凱撒如何運用原本套用在競爭者分析時的策略「市場共同性 資源相似性」 (Market Commonality Resource Similarity) Similarity)，運用在合作者分析上，於 2002 年取得自義大利移轉來的「 FFC (Fine Fire Clay) 高溫耐火瓷」燒製技術，擁有了與列強競爭的籌碼。本研究採取質性研究方式，透過個案探討，研究成立僅有 30 年的台灣凱撒如何在越南衛浴設備市場，擊敗成立百年的美國標準和日本 TOTO ，僅落後於日本 INAX 在越南拿下市占第2 名。凱撒採取的企業策略為何 如何能 在激烈的競爭中取得不錯的市場份額，背後成功的原因為何?根據本研究分析，台灣凱撒選擇越南而不是中國為海外的第一個投資據點有其研究判斷。凱撒為越南市場採取符合當地的產品與銷售策略，從目前的結果來看都頗為正常和成功，或許這些成功的模式可以運用的越南以外的市場，讓台灣凱撒能朝百年衛浴設備廠前行。 | zh_TW |
| dc.description.abstract (摘要) | Most of the world`s well-known sanitary equipment manufacturers are the over 100-years old, large-scale factories. Taiwan Caesar was founded in 1988, the 30-years old company. How Caesar gains the second place in Vietnamese sanitary equipment market under this kind of strong competitive industry. Unlike the general traditional industries, the sanitary equipment industry is an industry which is labor-intensive but requires the high level technology. The production process is extremely complicated, and failure rate of each process will affect the yield of the product. Therefore, each production step is very critical, so the sanitary equipment manufacturers must have their own porcelain burning technology in order to have their core value and basic competitiveness. How Caesar uses the “Market Commonality-Resource Similarity” strategy originally used in competitor analysis, and in the analysis of collaborators. In 2002, Caesar gains Fine Fire Clay (FFC from Italy) which is the high-temperature refractory porcelain firing technology, and the bargaining power in this industry. This study includes qualitative research methods through case studies, after Japan’s INAX, it won the second place in Vietnam market. What the corporate strategy adopted by Caesar is.? How Caesar can achieve the good market share in the fierce competition, and what the reasons behind this success are. Taiwan Caesar chose Vietnam, not China, as their first overseas investment. Caesar had localized and chosen the right product and the right sales strategy for the Vietnamese market. From these successful results, Taiwan Caesar might be able to duplicate the business models on other regions. And perhaps this success and business model can take Taiwan Caesar to be the Centennial enterprise. | en_US |
| dc.description.tableofcontents | 第一章 緒論 1第一節 研究背景與動機 1第二節 研究目的 6第三節 研究架構 9第二章 東南亞衛浴設備產業現況及未來展望 11第一節 東協十國現況簡介 11第二節 南亞七國現況簡介 14第三節 東南亞衛浴設備市場未來的機會與展望 16第三章 凱撒衛浴個案分析 23第一節 凱撒衛浴公司的發展歷程 23第二節 凱撒衛浴的企業概況 28第三節 凱撒衛浴的企業競爭優勢 30第四章 凱撒衛浴立足越南、佈局東南亞的策略 39第一節 凱撒衛浴越南設廠的決策歷程與現況 39第二節 凱撒衛浴的全球競爭策略分析 46第五章 研究發現與結論 56參考文獻 60 | zh_TW |
| dc.format.extent | 1829311 bytes | - |
| dc.format.mimetype | application/pdf | - |
| dc.source.uri (資料來源) | http://thesis.lib.nccu.edu.tw/record/#G0107932042 | en_US |
| dc.subject (關鍵詞) | 台彎凱撒 | zh_TW |
| dc.subject (關鍵詞) | 表徵 | zh_TW |
| dc.subject (關鍵詞) | 企業競爭優勢 | zh_TW |
| dc.subject (關鍵詞) | 巡店 | zh_TW |
| dc.subject (關鍵詞) | 競爭不對稱性 | zh_TW |
| dc.subject (關鍵詞) | FFC (Fine Fire Clay) | en_US |
| dc.subject (關鍵詞) | Market commonality-resource similarity | en_US |
| dc.subject (關鍵詞) | CAGE Distance Framework | en_US |
| dc.subject (關鍵詞) | Learning curve | en_US |
| dc.subject (關鍵詞) | Prospect theory | en_US |
| dc.subject (關鍵詞) | Bullwhip effect | en_US |
| dc.title (題名) | 衛浴產業的南向策略 -以台灣凱撒為例 | zh_TW |
| dc.title (題名) | The southward strategy of the sanitary industry -A case study on Taiwan Caesar | en_US |
| dc.type (資料類型) | thesis | en_US |
| dc.relation.reference (參考文獻) | 波特，(2004)。《競爭策略》。台北：天下文化出版康納曼，(2012)。《快思慢想》。台北：天下文化出版李效良，(2004) 。3A供應鏈；長鞭效應。哈佛商業評論全球繁體中文版，陳修賢，(2008)。《後波特時代的企業優勢》。哈佛商業評論全球繁體中文版陳明哲，(2013)。MC-RS分析架構。哈佛商業評論全球繁體中文版 。韓第，(2016)。《第二曲線》。台北：遠見天下文化出版Cage Framework for Assessing Country Difference (By Ghemawat, HBR,2001)Chen,Ming-Jer. Competitor Analysis and Interfirm Rivalry:Toward a Theoretical Integration. Academy of Management Review.1996,21(1):pp100-134Chen,Ming-Jer；Danny Miller. Competitive Dynamics:Themes,Trend,and a Prospective Research Platform. The Academy of Management Annals.2012(1):pp1-76 | zh_TW |
| dc.identifier.doi (DOI) | 10.6814/NCCU201901313 | en_US |
