| dc.contributor.advisor | 管康彥 | zh_TW |
| dc.contributor.advisor | Kuan，Wellington K. | en_US |
| dc.contributor.author (Authors) | 韓行一 | zh_TW |
| dc.contributor.author (Authors) | Han，Henry | en_US |
| dc.creator (作者) | 韓行一 | zh_TW |
| dc.creator (作者) | Han，Henry | en_US |
| dc.date (日期) | 2005 | en_US |
| dc.date.accessioned | 18-Sep-2009 13:37:04 (UTC+8) | - |
| dc.date.available | 18-Sep-2009 13:37:04 (UTC+8) | - |
| dc.date.issued (上傳時間) | 18-Sep-2009 13:37:04 (UTC+8) | - |
| dc.identifier (Other Identifiers) | G0909325311 | en_US |
| dc.identifier.uri (URI) | https://nccur.lib.nccu.edu.tw/handle/140.119/35032 | - |
| 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 | zh_TW |
| dc.description (描述) | 90932531 | zh_TW |
| dc.description (描述) | 94 | zh_TW |
| dc.description.abstract (摘要) | 企業的持續成長是每一家企業所追求的目標之一，也是衡量企業營運績效之重要指標，當一個企業成長趨緩或開始衰退時，往往是企業遭遇困難的警訊。而企業能持續成長端賴競爭力之保有及持續提升，這在企業就必須具有企業競爭優勢策略，因而企業競爭優勢策略是提升企業經營績效的重要課題。營運成長模式一般可分為內部成長與外部成長。內部成長是指經由公司內部新事業、新產品或新訂單與新客戶的增加使營業額成長；外部成長則是藉由外部策略聯盟、轉投資、購併等手段使公司能取得有利競爭優勢與地位或擴大營業規模。又因為藉由轉投資與購併經常能使企業之規模與競爭力獲得跳躍式成長，如美國通用電氣(General Electric)與思科(Cisco corp.)均為明顯而成功的案例，故在大部分企業經營時，其成為很多企業成長策略的主要選項。然而，企業在選擇轉投資、策略聯盟或購併行為時，其策略與目標的訂定、購併與被購併企業之定位、整合；購併或轉投資的標的選擇與評估、計畫的規劃與執行等等，均影響外部成長之成敗，導致企業競爭力是否持續增進。本研究針對垂直市場的產業內聯盟與轉投資為限制範圍，以聚焦於”垂直市場”產業內之轉投資有別於跨產業之投資行為，以”優勢競爭替代”之觀點來探討企業策略定位，以”組織變革”觀點來觀察購併與被購併或投資者與被投資者之定位策略與執行策略，以”累積長期競爭優勢”為標準來衡量與檢驗聯盟或轉投資之效益。本研究針對研華股份有限公司轉投資艾訊股份有限公司之策略聯盟個案，以探索性研究方法依理論比較實務，研究其在策略聯盟之過程，探討此個案之策略與執行過程，期望能對研華與艾訊公司之策略作一研究與檢討並提出後續改進之建議。 本研究之歸納發現為：一、 垂直市場競爭者之水平式策略聯盟或購併，如僅由發揮最大生產效率之綜效來考量，不易累積長久之競爭優勢。二、 在垂直市場產業中，卓越的聯盟或購併之策略運用，在清楚的分析所處市場特性與公司定位以持續維持競爭優勢是策略思考的核心。三、 破壞性創新思維運用在市場競爭策略上，市場在位者可提升維持性創新競爭力並同時可建立低階策略聯盟以形成阻止其他低階攻擊者障礙，足以保護現有市場在位領先者免於被競爭者侵蝕競爭力。形成結構上的長期競爭優勢。四、 購併策略之執行，是否應將被併購企業併入，端賴兩方公司之策略定位。依據定位來檢視雙方之資源、流程與價值三個構面，當此三構面在雙方整合對整體策略有助益，則雙方應合併，反之則應維持獨立運作。五、 雖然處於相同產業，但競爭之主要成功因素將因企業為維持性創新之市場在位者，或是防止低階、低價進攻者之阻攻者角色而有所改變；相對應的組織變革就應提出以確保策略之成功執行。 | zh_TW |
| dc.description.abstract (摘要) | The continuous revenue growth is one of the utmost goals that every enterprise seeks. It is also one of the key factors to measure the operation efficiency of an enterprise. It is an alarming signal that the enterprise is encountering serious challenges whenever the sales growth stays slow or encounters a recession. In order to keep the revenue grow consistently, an enterprise needs to sustain its competitiveness and keep its ascendancy as its cutting edge strategy.We can classify the growth engines into two categories: first, the internal growth engine which is contributed by new business, new products, and new orders; second, the external growth engine which is contributed by strategic alliances, M&A, and other investment opportunities. The enterprise usually gets a quantum jump on its business scale when a successful Merger & Acquisition is executed. The General Electric Co. and Cisco Co. cases are good examples of M&A. This probably explains why many companies place M&A and investment opportunity on high priority when setting growth strategies.However, when an enterprise adopts strategic alliance, M&A or diversified investment, its success depends heavily on its abilities of goal setting, positioning, targeting of Alliance Company, doing due-diligence, and solving culture conflict.This thesis investigates the strategic alliances and diversification investment between vertical market players, to focus on monistic industrial investment instead of cross industrial investment; reviews the company positioning strategy from the point of ascendancy competitiveness strategy; studies the execution of organization change between merger and merged companies and verifies the effectiveness of strategic alliances from the viewpoint of accumulated long term competitiveness advantages.The thesis studies from theoretical research to the case study of Advantech Co. which applies the exploratory research method. The Advantech Co. conducted an alliance with Axiomtek Co. in 2002 by stock swap between the two companies. Advantech owns 65% of Axiomtek after the alliance. It is my purpose to assay the process of strategic alliance and try to provide some advices to improve the effectiveness of this strategy. Conclusions can be summarized as follows1. The strategic alliances or diversification investment between vertical market players can contribute less for cumulating the competitiveness if it is targeted to prevail by maximizing the production efficiency synergy.2. A superior alliance strategy in vertical market is to analyze the market attributes and anchor the company positioning which helps the competitiveness accumulating for a player.3. By implementing the disruptive innovation theory in market competition strategy, one company can develop alliance with a lower cost, 2nd tier or less functionality product provider to create the barrier for protecting attack from the disruptive competitors.4. The resources, process and value are three scopes to judge whether two companies need be combined as one company or not. When those three measurements are formulating more advantages after combining based on mergers decision on companies positioning strategy, then, it should be combined as one company, otherwise vice versa.5. The key success factors will be reformed accordingly if the acquirer re-positioning the company. A correspondent organization change also is recommended to be implemented. | en_US |
| dc.description.tableofcontents | 致謝詞 ………………………………………………………… I 中文摘要………………………………………………………………… III英文摘要………………………………………………………………… VII目錄 ………………………………………………………………… IX表目錄 ………………………………………………………………… XI圖目錄 ………………………………………………………………… XII第一章 緒論第一節 研究背景 ……………………………………… 1第二節 研究動機 ……………………………………… 4第三節 研究目的 ……………………………………… 5第四節 研究問題 ……………………………………… 5第五節 研究範圍 ……………………………………… 6第六節 研究流程 ……………………………………… 7第七節 研究方法 ……………………………………… 8 7-1 研究設計 7-2 研究架構 7-3 研究對象 7-4 研究收集 7-5 研究限制第二章 文獻探討第一節 企業經營哲學 ……………………………………… 13第二節 垂直市場與其行銷特色 …………………………… 16第三節 策略聯盟與購併 ………………………………… 21第四節 破壞性創新理論………………………………… 24第五節 組織變革 ………………………………………… 27第三章 相關案例與觀念架構之建立第一節 IBM之興衰與轉型成功個案及其在管理上之意義… 34第二節 華碩電腦轉投資華擎科技公司之策略運用 ……… 44第三節 IBM公司與華碩公司個案產生的觀念架構 ……… 57第四章 個案介紹第一節 工業電腦及產業特性 ………………………………… 60第二節 研華公司轉投資艾訊公司 …………………………… 73第五章 個案分析與研究發現第一節 個案分析 ……………………………………… 82第二節 研究與發現 ……………………………………… 86第六章 研究結論與建議 ……………………………… 99表目錄表1-1 艾訊營運績效（研華投資前後之比較）……… 3 表1-2 彙整各學者之個案研究之定義 ……………… 23 表2-1 行銷觀念與銷售觀念的對照 ………………… 15 表3-1 IBM 鼎盛/衰退/復興期之複合成長率與與獲利率 37 表3-2 全球及我國主機板出貨量預測 ………………… 47 表3-3 主機板平均售價趨勢變化…………………… 47表3-4 華碩/精英主機板出貨比較表……… 51 表3-5 2004~2005年主機板廠商財務預…… 52 表3-6 傳統經濟學與新經濟學之比較…………………… 56 表4-1 全球市場特性 ………………………………… 65 表4-2 工業電腦產業營收與市場評價…………………… 67 表4-3 工業電腦業嵌入式單板電腦(Embedded SBC)常見 規格比較……………… 70圖目錄圖1-1 研華業績與毛利變化……………………… 4 圖1-2 研究流程圖 ……………………………… 7 圖1-3 研究架構圖 ……………………………… 10 圖2-1 策略聯盟與購併的差異…………………… 22圖2-2 破壞性創新模型 ………………………… 25 圖2-3 創新市場與低階市場的破壞性創新 ……… 27 圖2-4 策略性思考架構 ………………………… 32 圖3-1 IBM 年營業額與年營業額成長率…………… 37 圖3-2 IBM 年淨利與淨利率………………………… 38 圖3-3 前5大主機板佔台灣出貨量市佔率………… 51 圖3-4 個案產生之觀念架構………………………… 59 圖4-1 工業電腦平均成長率………………………… 63 圖4-2 全球工業電腦區域銷售金額比例…………… 64 圖4-3 市場價值鍊結構圖 ………………………… 66 圖4-4 工業電腦全球市佔率 ………………………… 67 圖4-5 運算產業之趨勢 ……………………………… 76 圖4-6 研華公司之使命、目標與成長引擎 ………… 77 圖4-7 研華公司之產品部與目標應用市場之對應 … 78 圖5-1 刺蝟原則三圓圈 ……………………………… 92 圖5-2 研華的刺蝟原則策略三圓圈 ……………… 93圖5-3 研華集團在效率與價值競技場之分工………… 96 | zh_TW |
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| dc.language.iso | en_US | - |
| dc.source.uri (資料來源) | http://thesis.lib.nccu.edu.tw/record/#G0909325311 | en_US |
| dc.subject (關鍵詞) | 垂直市場 | zh_TW |
| dc.subject (關鍵詞) | 綜效 | zh_TW |
| dc.subject (關鍵詞) | 策略聯盟 | zh_TW |
| dc.subject (關鍵詞) | 聚焦 | zh_TW |
| dc.subject (關鍵詞) | 破壞性創新 | zh_TW |
| dc.subject (關鍵詞) | 組織變革 | zh_TW |
| dc.subject (關鍵詞) | 購併 | zh_TW |
| dc.subject (關鍵詞) | Vertical Market | en_US |
| dc.subject (關鍵詞) | Synergy | en_US |
| dc.subject (關鍵詞) | Strategic Alliance | en_US |
| dc.subject (關鍵詞) | Focus | en_US |
| dc.subject (關鍵詞) | Disruptive Innovation | en_US |
| dc.subject (關鍵詞) | Organizational Change | en_US |
| dc.subject (關鍵詞) | Merger & Acquisition ,M&A | en_US |
| dc.title (題名) | 從優勢競爭替代之觀點探討垂直市場競爭者之戰略型投資 | zh_TW |
| dc.type (資料類型) | thesis | en |
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