| dc.contributor.advisor | 陳明進 | zh_TW |
| dc.contributor.advisor | Chen, Ming-Chin | en_US |
| dc.contributor.author (作者) | 張嘉正 | zh_TW |
| dc.contributor.author (作者) | Chang, Chia-Cheng | en_US |
| dc.creator (作者) | 張嘉正 | zh_TW |
| dc.creator (作者) | Chang, Chia-Cheng | en_US |
| dc.date (日期) | 2025 | en_US |
| dc.date.accessioned | 3-十一月-2025 14:43:24 (UTC+8) | - |
| dc.date.available | 3-十一月-2025 14:43:24 (UTC+8) | - |
| dc.date.issued (上傳時間) | 3-十一月-2025 14:43:24 (UTC+8) | - |
| dc.identifier (其他 識別碼) | G0112932084 | en_US |
| dc.identifier.uri (URI) | https://nccur.lib.nccu.edu.tw/handle/140.119/160070 | - |
| 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) | 112932084 | zh_TW |
| dc.description.abstract (摘要) | 本研究以M公司為研究個案，探討其如何藉由精密模具與塑膠射出成型技術優勢，進入雷射微投影光機與智慧給藥醫材等新產品市場。透過SWOT、PEST、產品生命週期、波特五力分析、核心競爭力分析(VRIIN)模型與策略矩陣（BCG及安索夫矩陣）等分析架構，全面評估其策略機會與競爭優勢。
研究結果顯示，M公司新產品具備高技術、高進入門檻之特性，惟發展該產品之新事業需整合內部資源並搭配明確商業模式與組織功能政策，方能實現策略目標。本文建議企業應聚焦於品牌建構、法規佈局與全球客戶策略，穩固其多角化發展優勢，並提供其他中小型製造商策略轉型之參考。 | zh_TW |
| dc.description.abstract (摘要) | This study takes Company M as a case study to explore how it leverages its strengths in precision mold manufacturing and plastic injection molding technology to enter new markets such as laser micro-projection modules and smart medical drug delivery devices. By applying strategic frameworks including SWOT, PEST, Product Life Cycle, Porter’s Five Forces, Core Competency Analysis (VRIIN), and Strategic Matrices (BCG and Ansoff Matrix), this study provides a comprehensive evaluation of the company’s strategic opportunities and competitive advantages.
The findings of this study indicate that Company M’s new product lines are characterized by high technological barriers and entry thresholds. However, to achieve strategic objectives, the company must effectively integrate internal resources with a clear business model and functional organizational policies. The results suggest that Company M should focus on brand building, regulatory planning, and global customer strategies to strengthen its diversification advantage, offering valuable insights for other small-sized manufacturers undergoing strategic transformation. | en_US |
| dc.description.tableofcontents | 第一章 緒論 1
第一節 研究動機 1
第二節 研究目的 2
第三節 研究流程與論文架構 3
第二章 文獻探討 7
第一節 策略管理理論 7
第二節 相關論文探討 11
第三章 個案產業背景與公司簡介 12
第一節 產業背景與發展 12
第二節 個案公司簡介 19
第四章 個案公司發展新產品策略分析 22
第一節 內外部環境分析 22
第二節 競爭力評估 34
第三節 策略聚焦與制定 50
第四節 組織資源配置與風險管理 61
第五章 結論與建議 74
第一節 結論 74
第二節 建議 76
參考文獻 78 | zh_TW |
| dc.format.extent | 5859287 bytes | - |
| dc.format.mimetype | application/pdf | - |
| dc.source.uri (資料來源) | http://thesis.lib.nccu.edu.tw/record/#G0112932084 | en_US |
| dc.subject (關鍵詞) | 塑膠模具射出成型產業 | zh_TW |
| dc.subject (關鍵詞) | 雷射微投影光機 | zh_TW |
| dc.subject (關鍵詞) | 智慧給藥器材 | zh_TW |
| dc.subject (關鍵詞) | 策略分析 | zh_TW |
| dc.subject (關鍵詞) | Plastic injection molding industry | en_US |
| dc.subject (關鍵詞) | Laser micro-projection module | en_US |
| dc.subject (關鍵詞) | Smart medical drug delivery device | en_US |
| dc.subject (關鍵詞) | Strategic analysis | en_US |
| dc.title (題名) | 傳統塑膠產業公司發展新產品策略分析－以M公司發展雷射微投影光機與智慧給藥醫材為例 | zh_TW |
| dc.title (題名) | Strategic Analysis of New Product Development in the Traditional Plastic Industry: A Case Study of M Company's Laser Micro-Projection Module and Smart Medical Drug Delivery Device | en_US |
| dc.type (資料類型) | thesis | en_US |
| dc.relation.reference (參考文獻) | 一、中文文獻
李雅仙，2023，塑膠射出成型產業經營管理策略之探討－以L公司為例碩士論文，台中市：逢甲大學經營管理碩士在職學位學程。
李瑋昀，2024，企業多角化經營之探討－以S電子公司為例碩士論文，台中市：逢甲大學經營管理碩士在職學位學程。
張華書，2023，國內醫療器材產業經營策略之探討－以B公司為例碩士論文，台中市：逢甲大學經營管理碩士在職學位學程。
二、英文文獻
Ansoff, H. I. 1957. Strategies for diversification. Harvard Business Review, 35(5), 113–124.
Barney, J. 1991. Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99–120. https://doi.org/10.1177/014920639101700108
Barney, J. B. 2011. Gaining and sustaining competitive advantage (4th ed.). Pearson.
Boston Consulting Group (BCG). 1970. The product portfolio. Boston Consulting Group Publications.
David, F. R. 2023. Strategic management: A competitive advantage approach, concepts and cases (18th ed.). Pearson.
Doran, G. T. 1981. There’s a S.M.A.R.T. way to write management’s goals and objectives. Management Review, 70(11), 35–36.
Grant, R. M. 2019. Contemporary strategy analysis (10th ed.). Wiley.
Johnson, G., Scholes, K., & Whittington, R. 2011. Exploring strategy 9th ed. Pearson Education.
Kaplan, R. S., & Norton, D. P. 1996. Strategic learning: The balanced scorecard. Strategy & Leadership, 24, 18-24. https://doi.org/10.1108/eb054566
Kotter, J. P. 1995. Leading change: Why transformation efforts fail. Harvard Business Review, 73(2), 59–67.
Levitt, T. 1965. Exploit the product life cycle. Harvard Business Review, 43(6), 81–94.
Mintzberg, H., Ahlstrand, B. W., & Lampel, J. 1998. Strategy safari: A guided tour through the wilds of strategic management. Free Press.
Osterwalder, A., & Pigneur, Y. 2010. Business model generation: A handbook for visionaries, game changers, and challengers. Wiley.
Porter, M. E. 1980. Competitive strategy: Techniques for analyzing industries and competitors. Free Press.
Porter, M. E. 1985. Competitive advantage: Creating and sustaining superior performance. Free Press.
Teece, D. J., Pisano, G., & Shuen, A. 1997. Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509–533.
Tushman, M. L., & O'Reilly, C. A. 1996. Ambidextrous organizations: Managing evolutionary and revolutionary change. California Management Review, 38(4), 8–30. https://doi.org/10.2307/41165852 | zh_TW |
