| dc.contributor.advisor | 黃國峯 | zh_TW |
| dc.contributor.author (Authors) | 劉福松 | zh_TW |
| dc.contributor.author (Authors) | Liu, Fu-Sung | en_US |
| dc.creator (作者) | 劉福松 | zh_TW |
| dc.creator (作者) | Liu, Fu-Sung | en_US |
| dc.date (日期) | 2020 | en_US |
| dc.date.accessioned | 1-Jul-2020 13:46:08 (UTC+8) | - |
| dc.date.available | 1-Jul-2020 13:46:08 (UTC+8) | - |
| dc.date.issued (上傳時間) | 1-Jul-2020 13:46:08 (UTC+8) | - |
| dc.identifier (Other Identifiers) | G0107932411 | en_US |
| dc.identifier.uri (URI) | http://nccur.lib.nccu.edu.tw/handle/140.119/130568 | - |
| 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) | 107932411 | zh_TW |
| dc.description.abstract (摘要) | 本研究以個案研究方式，探討中小企業如何建構其企業之競爭優勢與成長策略。以紘一公司為例，說明台灣中小企業如何在競爭激烈的市場中建構自己的競爭優勢，以及在公司穩定經營後如何構思、執行企業之成長模式。此個案之討論問題一共有三題，分別是：一、紘一公司的競爭優勢為何？過去成功的因素為何？二、面對紘一公司的競爭環境，請問紘一公司的 成長與國際化發展策略為何？請說明各種方案成功的環境與條件前提。三、針對該發展策略，組織與功能政策的挑戰為何？應該如何調整？研究結果顯示，競爭優勢之建立、成功因素最主要有兩種方式，一是透過清楚之市場定位，釐清目標市場與客群，集中有限資源深耕市場。二是堅持不斷投入研發，建構市場所需的服務，持續與客戶溝通、了解與創造市場需求。並在資源有限的情形下，打造有價值資源、稀缺資源、無法被模仿的資源、無法被取代的資源。在考量成長與國際化發展策略時，必須將各種方案成功的環境與條件前提納入考量。運用Porter鑽石模型(1990)來選擇適合的國家進入。分別就要素條件、需求條件、產業內競爭情形、相關與支援產業、機會和政府等六個面向進行考量。並以四階段對外發展發展步驟為基礎，對外進行國際化策略。IV在組織與功能政策的挑戰與調整，需因應不同時期之策略需求，公司組織也隨之變革，1991年公司成立之初以業務發展為主、研發搭配業務拓展的組織架構。第二次1995年的組織調整，當時的組織對製造、品質保證的功能加以強化，落實品管。最近一次的組織變革在2009年為因應國際化策略將組織進行調整，強化國際經營部門，加大市場拓展量能。希望本研究之結果可以為中小企業建構公司競爭優勢有參考之價值。 | zh_TW |
| dc.description.abstract (摘要) | This study uses a case study to explore how small and medium-sized enterprises (SMEs) build their competitive advantage and develop growth strategies. Taking the H. I. Chemical Co., Ltd. as an example to explain how Taiwan`s SMEs build their own competitive advantages in a highly competitive market, and how to conceive and implement a company`s growth strategy after the company`s stable operation.There are three research questions in this study, including:First, what is the competitive advantage of the company? What are key success factors for the company in the past?Second, facing the competitive environment in the company, what is the growth and internationalization strategy? What are the environmental conditions for the success?Third, what are the challenges of organizational and functional policies in response to this growth strategy? How should they be adjusted?The research results show that there are two main ways to establish competitive advantages and success. The first is to clarify the target market and customer base through right market positioning, and concentrating limited resources to deepen the market. The second is to continue to invest in research and development, to build the services required by the market, and continue to communicate with customers, understand and create market demand. In the case of limited resources, the companyVIcreates valuable resources, scarce resources, resources that cannot be imitated and replaced by competitors.When considering growth and internationalization strategies, the environmental conditions for the success must be considered. Using the Porter’s (1990) diamond model to choose the right country or market to enter. It includes six dimensions: factor conditions, demand conditions, intra-industry competition, related and supporting industries, opportunities, and government. Based on the four-stage development steps, the company carries out an internationalization strategy.The challenges and adjustments of organizational and functional policies need to be responded to the strategic needs of different periods. The company`s organization has also been changed due to its strategy change. At the beginning of the company`s establishment in 1991, it focused on business expansion, and then organizational structure mainly focused on business development and R & D. The first organizational adjustment in 1995 was that the organization strengthened the functions of manufacturing and quality assurance to implement quality control. The most recent organizational change was in 2009, which adjusted the organization in response to internationalization strategies, strengthen international operating departments, and increase market expansion capacity.The results of this study contribute to SMEs practice to build their competitive advantages and develop a growth strategy. | en_US |
| dc.description.tableofcontents | 目 次第一章 緒論 1第一節 研究背景與動機 2第二節 研究問題與目的 3第三節 研究方法 3第二章 個案本文 4食品產業概況 4紘一實業有限公司簡介 6素食產業 13食品添加物 14紘一的競爭策略 15未來發展策略 18泰國或越南？ 23組織變革 24第三章 教學指引 27第一節 個案概要 27第二節 教學目標 27第三節 教學計畫 28第四節 個案討論問題與分析 28第四章 結論 38參考文獻 40 | zh_TW |
| dc.format.extent | 2083010 bytes | - |
| dc.format.mimetype | application/pdf | - |
| dc.source.uri (資料來源) | http://thesis.lib.nccu.edu.tw/record/#G0107932411 | en_US |
| dc.subject (關鍵詞) | 競爭優勢 | zh_TW |
| dc.subject (關鍵詞) | 成長策略 | zh_TW |
| dc.subject (關鍵詞) | 市場定位 | zh_TW |
| dc.subject (關鍵詞) | 組織變革 | zh_TW |
| dc.subject (關鍵詞) | Competitive advantage | en_US |
| dc.subject (關鍵詞) | Growth strategy | en_US |
| dc.subject (關鍵詞) | Market positioning | en_US |
| dc.subject (關鍵詞) | Organizational change | en_US |
| dc.title (題名) | 企業競爭優勢與成長策略之探討 以紘一實業有限公司為例 | zh_TW |
| dc.title (題名) | A Firm’s Competitive Advantage and Growth Strategy: A Case Study on H. I. Chemical Co., Ltd. | en_US |
| dc.type (資料類型) | thesis | en_US |
| dc.relation.reference (參考文獻) | 壹、 中文參考文獻紘一實業有限公司 http://www.h-i.com.tw/chi/ccom.asp， 最後瀏覽日期民國109年3月1日。產業價值鏈資訊平台 https://ic.tpex.org.tw/introduce.php?ic=M000 ，最後瀏覽日期民國109年3月1日。越南悠樂集團https://www.yelp.com/biz/au-lac-pure-vegetarian-westminster ，最後瀏覽日期民國109年3月1日。維基百科 https://en.wikipedia.org/wiki/Vegetarianism_by_country ，最後瀏覽日期民國109年3月1日。Culture trip https://theculturetrip.com/africa/seychelles/articles/this-map-shows-the-best-countries-in-the-world-for-vegetarians/，最後瀏覽日期民國109年3月1日。貳、 英文參考文獻Porter, M.E. (1990). The Competitive Advantage of Nations. London: Macmillan. | zh_TW |
| dc.identifier.doi (DOI) | 10.6814/NCCU202000460 | en_US |
