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題名 台灣中小型科技公司競爭策略與競爭優勢之研究－以噴墨列印產業為例
Competitive strategy and competitive advantage of High-Tech SMEs ─ a case study of Taiwan`s ink jet printing industry作者 黃志民
Huang,Jyh Min貢獻者 陳建維
黃志民
Huang,Jyh Min關鍵詞 中小企業
跨國大企業
供應鏈
商業模式
資源與能耐
核心能力
競爭策略
競爭優勢
噴墨列印
利基市場
SMEs
multinational companies(MNCs)
supply chain
business models
core competencies
resources and capabilities
core competencies
competitive strategy
competitive advantage
ink jet printing
niche market日期 2011 上傳時間 24-Oct-2012 16:34:25 (UTC+8) 摘要 台灣中小企業的發展歷程，從創造台灣經濟奇蹟的原始動力到1980年代後期起，因國內外環境改變而面對嚴重的挑戰並歷經重大的改變。直至今天更因全球化的衝擊，正面臨嚴苛的考驗。其中能成長為跨國大企業者，實在寥寥可數，而大部份均歷經生存與滅亡的不斷輪迴。加上台灣企業逐漸大型化，大型企業開始獲得台灣經濟的主導權，中小企業在台灣經濟的比重逐漸降低。然而，在全球供應鏈上，台灣不論是大型企業或中小企業大部份均只是扮演中段生產與代工的角色，供應鏈上的上游原料與材料技術卻無法占有一席之地。這樣的現況我們似乎只歸因於市場機制的優勝劣敗而鮮有進一步的具體解決方案與實際創新商業模式之深入探討。然而，從一些成功的案例我們發現其實有一些具特異性與價值性資源及能耐的中小企業在面對常態資源不足，市場生態丕變、與組織對應不良的困境中，善用自己的核心能力，從理論與應用科學的發展、核心能力的延伸與擴張，競爭策略的預應彈性與組織能力的強化做為變革的基礎，逐步發展其成功的創新商業模式。本研究以”台灣中小型科技公司之競爭策略與競爭優勢”為架構，以” 噴墨列印產業 ”之利基創造為導入實例，進行對台灣中小企業科技核心能力的認知，應用策略、經營模式、與變革創新的階段性探討與分析。期能從競爭策略的面向，提出問題與理論驗證，並提出一成功營運模式的研擬。此外，再以其在高競爭障礙市場的成功實績，進一步探討台灣中小企業如何善用獨持資源與策略轉折，創新創造利基市場，由小做大，建立跨國的成功創新商業模式，甚至建立自有品牌。最後，期望本研究的理論參據與實績驗證的內容和建議對台灣中小企業在困境中的力爭上游能有所助益。
Since the time of creating the original driving force of Taiwan`s economic miracle to late 1980s, the development of Taiwanese SMEs has been facing serious challenges and experiencing major changes due to rapid changes in domestic and international environment. Even today they are facing a more severe test because of the impact of globalization, and very few of them are able to grow to large multinational companies while most of them have been going through the continuous cycle of survival and extinction. Furthermore, Taiwanese enterprises have become larger in scale gradually, and large companies have begun to gain dominance of Taiwanese economy. The proportion of SMEs in Taiwanese economy has gradually reduced. However, in the global supply chain, most of the enterprises in Taiwan, no matter SMEs or MNCs, play the role of “ production and OEM/ODM” and rarely place the upstream of the supply chain as suppliers of raw materials and technology. This current situation seems to be attributed to the market mechanism fitness and few further specific and practical solutions have been discussed and conducted earnestly into the innovative business model in depth. However, from a number of successful cases, we discover that there are some SMEs, who are capable of core competencies and special advantages yet inadequate resources and capabilities, the changing market ecology, and the plight of organization corresponding ability, have successfully developed their own business models by their core competencies and the development of theoretical and applied science, the precise implementation of extension and expansion of core competencies and the strengthen of pro- action flexibility of competitive strategies as well as the capability of organizing, and gradually achieved the innovation and progressive development of the unique successful business model. In this research, the technical core competences, application strategies, innovative transformation and new business model of Taiwan`s SMEs will be carried into analysis and discussion based on the framework of " competitive strategy and competitive advantage of High-Tech SMEs in Taiwan " setting the foundation of "The ink jet printing industries" as an illustration. For each stage of competitive strategies, the questions will be presented with theories to verify, and the simulation of successfully-operated models will be brought out. In addition, from the successful examples in high competitive barrier market, this research will further explore how good Taiwanese SMEs are by using the core capabilities and strategy transition to gradually innovate the global niche market with successful innovative business models, and even establish their own brands. 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國立政治大學
經營管理碩士學程(EMBA)
99932100
100資料來源 http://thesis.lib.nccu.edu.tw/record/#G0099932100 資料類型 thesis dc.contributor.advisor 陳建維 zh_TW dc.contributor.author (Authors) 黃志民 zh_TW dc.contributor.author (Authors) Huang,Jyh Min en_US dc.creator (作者) 黃志民 zh_TW dc.creator (作者) Huang,Jyh Min en_US dc.date (日期) 2011 en_US dc.date.accessioned 24-Oct-2012 16:34:25 (UTC+8) - dc.date.available 24-Oct-2012 16:34:25 (UTC+8) - dc.date.issued (上傳時間) 24-Oct-2012 16:34:25 (UTC+8) - dc.identifier (Other Identifiers) G0099932100 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/54105 - 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) 99932100 zh_TW dc.description (描述) 100 zh_TW dc.description.abstract (摘要) 台灣中小企業的發展歷程，從創造台灣經濟奇蹟的原始動力到1980年代後期起，因國內外環境改變而面對嚴重的挑戰並歷經重大的改變。直至今天更因全球化的衝擊，正面臨嚴苛的考驗。其中能成長為跨國大企業者，實在寥寥可數，而大部份均歷經生存與滅亡的不斷輪迴。加上台灣企業逐漸大型化，大型企業開始獲得台灣經濟的主導權，中小企業在台灣經濟的比重逐漸降低。然而，在全球供應鏈上，台灣不論是大型企業或中小企業大部份均只是扮演中段生產與代工的角色，供應鏈上的上游原料與材料技術卻無法占有一席之地。這樣的現況我們似乎只歸因於市場機制的優勝劣敗而鮮有進一步的具體解決方案與實際創新商業模式之深入探討。然而，從一些成功的案例我們發現其實有一些具特異性與價值性資源及能耐的中小企業在面對常態資源不足，市場生態丕變、與組織對應不良的困境中，善用自己的核心能力，從理論與應用科學的發展、核心能力的延伸與擴張，競爭策略的預應彈性與組織能力的強化做為變革的基礎，逐步發展其成功的創新商業模式。本研究以”台灣中小型科技公司之競爭策略與競爭優勢”為架構，以” 噴墨列印產業 ”之利基創造為導入實例，進行對台灣中小企業科技核心能力的認知，應用策略、經營模式、與變革創新的階段性探討與分析。期能從競爭策略的面向，提出問題與理論驗證，並提出一成功營運模式的研擬。此外，再以其在高競爭障礙市場的成功實績，進一步探討台灣中小企業如何善用獨持資源與策略轉折，創新創造利基市場，由小做大，建立跨國的成功創新商業模式，甚至建立自有品牌。最後，期望本研究的理論參據與實績驗證的內容和建議對台灣中小企業在困境中的力爭上游能有所助益。 zh_TW dc.description.abstract (摘要) Since the time of creating the original driving force of Taiwan`s economic miracle to late 1980s, the development of Taiwanese SMEs has been facing serious challenges and experiencing major changes due to rapid changes in domestic and international environment. Even today they are facing a more severe test because of the impact of globalization, and very few of them are able to grow to large multinational companies while most of them have been going through the continuous cycle of survival and extinction. Furthermore, Taiwanese enterprises have become larger in scale gradually, and large companies have begun to gain dominance of Taiwanese economy. The proportion of SMEs in Taiwanese economy has gradually reduced. However, in the global supply chain, most of the enterprises in Taiwan, no matter SMEs or MNCs, play the role of “ production and OEM/ODM” and rarely place the upstream of the supply chain as suppliers of raw materials and technology. This current situation seems to be attributed to the market mechanism fitness and few further specific and practical solutions have been discussed and conducted earnestly into the innovative business model in depth. However, from a number of successful cases, we discover that there are some SMEs, who are capable of core competencies and special advantages yet inadequate resources and capabilities, the changing market ecology, and the plight of organization corresponding ability, have successfully developed their own business models by their core competencies and the development of theoretical and applied science, the precise implementation of extension and expansion of core competencies and the strengthen of pro- action flexibility of competitive strategies as well as the capability of organizing, and gradually achieved the innovation and progressive development of the unique successful business model. In this research, the technical core competences, application strategies, innovative transformation and new business model of Taiwan`s SMEs will be carried into analysis and discussion based on the framework of " competitive strategy and competitive advantage of High-Tech SMEs in Taiwan " setting the foundation of "The ink jet printing industries" as an illustration. For each stage of competitive strategies, the questions will be presented with theories to verify, and the simulation of successfully-operated models will be brought out. In addition, from the successful examples in high competitive barrier market, this research will further explore how good Taiwanese SMEs are by using the core capabilities and strategy transition to gradually innovate the global niche market with successful innovative business models, and even establish their own brands. Finally, I hope the theoretical reference, content and recommendations of performance verification can be helpful to get through the plight of the striving SMEs in Taiwan. en_US dc.description.tableofcontents 論文口試委員審定書博碩士論文電子檔案上網授權書謝辭………………………………………………………………….…………………I中文摘要…………………………………………………………………………....IIIAbstract.......................................................................................................................IV目錄…………………………………………………...…………………………..….VI表目錄…………………………………………………………………………....…XII圖目錄 ……XIV第一章 緒論 ..1 第一節 研究背景與研究動機 …..….1 第二節 研究問題與研究目的…………………………………………..….…3第二章 文獻探討……………………………………………………….………6 第一節 策略與競爭策略………………...……………………………............6 一、策略的定義與層級分類 …………….....…………………..….……….....…..6 (一) 企業策略……………...……………………....…………..……….……...8 (二) 事業策略……………...……………………....………………….......….10 (三) 功能策略 ……………...…………………………………………...…...12 (四) 作業策略 ……………...………………,,,,,,,,,,,,,,……..………..…..…..12 二、策略之分析與規劃程序 …..………………...……………………………...14 (一) Michael Porter五力分析 ……………...……...................................…..15 (二) SWOT分析……………...…………………..….…………...............…..17 (三) 策略矩陣分析……………...………………………….……………...…20 (四) 策略規劃……………………………..……...……….……….….…......23 三、競爭策略……………...….………………………………..…..………………28四、競爭策略定位的取捨與價值創造…...………….……….…..…........…..........34 五、價值創新與策略邏輯…...……………………….....……….…………………35 六、動態競爭策略…………………….….....………...............................................38 (一) 動態競爭的意涵…...…………………….….....………............................38 (二) 動態競爭的特質…...……………………….…...….………….................39 第二節 利基理論…...………………….…………………………….……......42一、利基理論的定義及基本概念……………......….……..………….…....……42二、理想利基市場之特徵 …………………………….........………….......……43三、利基市場的優點…………………………….......……...………..……..….…44四、利基市場與競爭策略………………………….……………….……………46五、利基策略的風險……………………………...........................………...……48 第三節 資源與能耐………………..............……………………………….…49 一、資源與能耐理論的發展…………………..................…………..…...............49 二、資源基礎理論…………………............................................….………………...............50 三、能耐基礎理論…………………..................................……………………………….…………53四、資源基礎理論之分析模型與測試.........................................…….………....56 第四節 關鍵成功因素.........................................……..……..……………….60一、關鍵成功因素的定義與由來.................................………………………….60二、關鍵成功因素的分析法.........................................…………………………..63三、關鍵成功因素的主要來源.........................................………………….........65 第五節 競爭優勢.......................................………………………………………….……......67一、競爭優勢的定義.......................................……………………………………………………67二、外部市場面向之競爭優勢.......................................……………………………….....67三、企業內部特異資源面向之競爭優勢..................................…………………………68 四、持續競爭優勢的意涵...................................................…………………..…………...71第三章 研究方法 77 第一節 研究架構 77 第二節 個案研究方法 79 一、質化個案研究 79 二、多重個案研究 80 三、資料收集與整理 80 第三節 研究流程 82 第四節 研究設計 84 一、資料來源設計 85 二、研究對象 85 (一) 個案產業外部環境概況 85 (二) 研究對象的選擇原因 86 (三) 研究對象簡介 87三、跨個案設計 88第四章 台灣中小企業概況與噴墨列印產業介紹 89第一節 台灣中小企業的定義與經營現況 89一、台灣中小企業的定義 89二、台灣中小企業的經營現況 89第二節 噴墨列印產業之發展歷史與概況 92一、噴墨列印產業之發展歷史 92二、噴墨列印產業之發展概況 92第三節 噴墨列印產業之市場分析與發展趨勢 94一、 噴墨列印產業之市場分析 94 (一) 世界市場分析 94 (二) 國內市場分析…………………………………………………….......95二、噴墨列印產業之發展趨勢…………………………………………………97 (一) 目前關鍵廠商在噴墨列印技術的發展………………………….......97 (二) 噴墨列印產業利基技術與利基產品的未來發展…………...……..106 第四節 噴墨列印產業售後市場之營運模式與競爭形態…….......109第五章 多重個案分析………………………………………..………........111第一節 個案公司分析………………..…….….………….…………….…111 一、 T公司……………..….……………………………………………………111 (一) T公司之營運概況………………………...........................................111(二) T公司營運績效………………………………………………...…....116 (三) T公司的產業五力分析………………...............................................118 (四) T公司之SWOT……...........................................................................119 (五) T公司之策略性資源運用現況……………………………...………120 (六) T公司之策略執行績效分析………………………………..…….....125二、 N公司………………………….………………………………….............129(一) N公司營運概況…………………….………..……….………......…129(二) N公司營運績效……………………..………………………………130(三) N公司之產業五力分析 …………………………………….……...132(四) N公司之SWOT分析………………..…………………...………….133(五) N公司之策略性資源運用現況…………………………..…………135(六)N公司之策略執行績效分析………………………………………...139 三、 H公司……………………………………………..…………….................146 (一) H公司營運概況………………………………………….…….........146 (二) H公司營運績效……………………………………………….….....147(三) H公司之產業五力分析 ………………………………....…………149 (四) H公司之SWOT分析………………………......................................151 (五) H公司之策略性資源運用現況………………..................................152 (六)H公司之策略執行績效分析………………………………………...157第二節 個案公司競争策略要素與執行成效彙總……….……...…161 ㄧ、個案公司關鍵成功因素的形成來源……………………..….…..….....…161 二、個案公司的關鍵成功因素分析…………..….…………………..…….…162第三節 個案公司競争策略要素與執行成效彙總.…...……..…..…165 第四節 跨個案分析小結…...………………………………………........175第六章 結論與建議………………………………………………..……….181第一節 台灣中小企業與其競争環境 …….........................................181 第二節 價值創新與策略邏輯…………………………….............…....183第三節 競爭策略規劃架構……………..………………….…….……..184一、 價值網路…………………..……………………….……………..….......184二、 資源與能力…………………………………………………..……….….185三、 核心策略……………………………………………………..….…….…185四、 顧客介面………………………………………………….….………..…188第四節 競爭優勢的建立……………………….………………….........189一、 外部市場面向的競爭優勢………………………………….……....…...189二、 內部特異資源面向的競爭優勢……………………………….…….......190三、 持續性競爭優勢的建立……………………………...……..…...............191第五節 給台灣科技型中小企業的建議………………………..........192一、 經營模式宜具有獨特性………………………………….……...............193二、 產品與服務須以顧客需求為導向……………………….......………,....193三、 價值創新與利基創造的策略邏輯………………………………...….... 193四、 永不放棄的創業精神…………………………………………................194五、 專注核心……………………………………………………….….......…194第六節 研究限制…………………………………………….……….....196第七節 後續研究之建議…………………………….………….…......197附錄…………………………………………………………………………...…….198中文文獻參考……….……………………………………………….…….........200英文文獻參考………………………………………………………..……….....201網站文獻參考…………………………………………………………………...206表目錄【表2-1】 作業策略領域與管理面之影響範圍…………………………….…….....13【表2-2】 策略矩陣與策略點………………………………………..….…..….........23【表2-3】 一般競爭策略的特色…………..…………………………....…….…........31【表2-4】 成功執行波特競爭策略的條件………………………….………..…........32【表2-5】 競爭策略相關論點彙總表……………………………….……………......33【表2-6】 策略性資源的分類……………………………………...……..…….........36【表2-7】 學者對關鍵成功因素的定義………………………………………..........55【表2-8】 競爭優勢的意涵及特性彙整……………………………………………...61【表2-9】 競爭優勢的意涵及特性彙整……………………………………………...75【表3-1】 資料收集方式與訪談內容概要…………………………………………...85【表5-1】 T公司之2007 - 2010年損益表……………………………….…………...116【表5-2】 T公司之2007 - 2010年現金流量表……………………………...……....117【表5-3】 T公司之2009年與2010年獲利比較...……………………………...........117【表5-4】 T公司之2008年與2009年獲利比較……………………………….….....117【表5-5】 T公司之2007年與2008年獲利比較……………………………….….....118【表5-6】 T公司之SWOT分析表……………………………….…..........................120【表5-7】 T公司的策略性資源運用現況表………………………………….…......123【表5-8】 T公司之策略執行現况與改善方向表…………………………..……....127【表5-9】 N公司之2007 - 2010年損益表………………………………..….........131【表5-10】 N公司之2007 - 2010年現金流量表………………………….……….....131【表5-11】 N公司之2009年與2010年獲利比較……………………………..….......132【表5-12】 N公司之2008年與2009年獲利比較……………………………….…....132【表5-13】 N公司之2007年與2008年獲利比較……………………………….…....132【表5-14】 N公司之SWOT分析表………………………………………...…….......134【表5-15】N公司的策略性資源運用現況表…………………………………..........137【表5-16】 N公司之策略執行績效表……………………………..……………..…144【表5-17】 H公司之2007 - 2010年損益表………………………………..…….......148【表5-18】 H公司之2007 - 2010年現金流量表…………………………..…….......148【表5-19】 H公司之2009年與2010年獲利比較……………………….……….......149【表5-20】 H公司之2008年與2009年獲利比較…………………………….….......149【表5-21】 H公司之2007年與2008年獲利比較…………………………….…......149【表5-22】 H公司之SWOT分析表………………………….……………............152【表5-23】 H公司的策略性資源運用現況表………………………..………........155【表5-24】 H公司之策略執行現況與改善方向表……………………….………..159【表5-25】 個案公司競争策略要素與執行成效彙總表………………….………..166【表5-26】 個案公司間競爭策略要素與執行成效之差異比較表………...…...….172【表5-27】 個案公司間之一般競爭策略的執行層級差異比較表……..………….178【表5-28】個案公司間之利基市場定位比較表…...…………………………..……180圖目錄【圖1-1】噴墨列印輸出產業的市場多元性……………………………………….…..3【圖1-2】中小企業競爭劣勢之循環圖……………………………………………..…..4【圖2-1】Grand Strategy Matrix……………………………………………….…….…..9【圖2-2】事業層級的競爭定位…………………………………………………..……11【圖2-3】功能性策略與競爭優勢之來源間的關係………………………………......12【圖2-4】Michael Porter 五力分析圖………………………………………...............15【圖2-5】Michael Porter 的價值鏈模型………………………………………………16【圖2-6】SWOT分析模式…………………………………………….…..……….…..18【圖2-7】SWOT Matrix（SWOT矩陣）…………………………………………........19【圖2-8】產業價值鏈簡示圖………………………….…………………...….……….22【圖2-9】Hamel之事業觀念的策略規劃架…………………………………………...24【圖2-10】策略的有效性與股東價值關係圖……….………………………...............25【圖2-11】策略規劃程序的主要要素…………………………………………............27【圖2-12】Thompson & Strickland 依循Porter的三個基本競爭策略所延伸的四大競爭策略…………………………………………………………………….…..............30【圖2-13】 動態競爭示意圖…………………………………………………………..41.【圖2-14】競爭優勢的來源…………………………………………………………….54【圖2-15】資源基礎取向的策略分析架構………………………..………………......56【圖2-16】資源的價值創造區………………………………………..…………..........58【圖2-17】競爭優勢要素架構圖…………………………….…………………...........68【圖2-18】競爭優勢的一般性基石……………………………………………..……..69【圖2-19】持久競爭優勢之獲得………………………………………………………70【圖2-20】持續性競爭優勢的獲得…………………………………………….……...72【圖3-1】 研究架構圖說…………………………………………………………........78【圖3-2】個案研究的方法……………………………………………………….........82【圖3-3】研究流程圖………………………………………………………………..…83【圖4-1】1986年至2007年台灣中小企業銷售值及比率……………………….…....90【圖4-2】1997年至2007年台灣中小企業出口值及比率……………………….….…91【圖4-3】1987年至2007年台灣中小企業就業人數及比率……………....…….….…91【圖4-4】噴墨列印產業之寡占價值系統……………………………………….….…95【圖4-5】現階段噴墨列印產業之市場分佈概況……………………………….….…96【圖4-6】Ink Jet Printer Image…………………………………………………............97【圖5-1】N公司於噴墨列印產業鏈的作業範圍........................................................141【圖6-1】價值創新思維圖示………………………………………………….……..187【圖6-2】價值曲線的創新邏輯………………………………………………...........187【圖6-3】科技型中小企業之競爭優勢要素架構圖………………………….....…...189【圖6-4】台灣科技型中小企業競爭優勢的一般性基石……………………….…...191【圖6-5】台灣科技型中小企業持續性競爭優勢的架構……….……………….…..192【圖6-6】台灣科技型中小企業專注核心與價值創新循環邏輯模式………….…...196 zh_TW dc.language.iso en_US - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0099932100 en_US dc.subject (關鍵詞) 中小企業 zh_TW dc.subject (關鍵詞) 跨國大企業 zh_TW dc.subject (關鍵詞) 供應鏈 zh_TW dc.subject (關鍵詞) 商業模式 zh_TW dc.subject (關鍵詞) 資源與能耐 zh_TW dc.subject (關鍵詞) 核心能力 zh_TW dc.subject (關鍵詞) 競爭策略 zh_TW dc.subject (關鍵詞) 競爭優勢 zh_TW dc.subject (關鍵詞) 噴墨列印 zh_TW dc.subject (關鍵詞) 利基市場 zh_TW dc.subject (關鍵詞) SMEs en_US dc.subject (關鍵詞) multinational companies(MNCs) en_US dc.subject (關鍵詞) supply chain en_US dc.subject (關鍵詞) business models en_US dc.subject (關鍵詞) core competencies en_US dc.subject (關鍵詞) resources and capabilities en_US dc.subject (關鍵詞) core competencies en_US dc.subject (關鍵詞) competitive strategy en_US dc.subject (關鍵詞) competitive advantage en_US dc.subject (關鍵詞) ink jet printing en_US dc.subject (關鍵詞) niche market en_US dc.title (題名) 台灣中小型科技公司競爭策略與競爭優勢之研究－以噴墨列印產業為例 zh_TW dc.title (題名) Competitive strategy and competitive advantage of High-Tech SMEs ─ a case study of Taiwan`s ink jet printing industry en_US dc.type (資料類型) thesis en dc.relation.reference (參考文獻) 一、【中文部份】方至民（2000），「企業競爭優勢」，台北，前程企管。巫維元 (2004)，「台灣中小型IC設計公司成長策略之研究」，國立交通大學管理科學研究所碩士論文。李仁芳(1994)，「企業如何掌握競爭優勢─競爭策略的組織基礎」，世界經 理文摘，第89期。李梅英及吳應宇(2006)，「企業可持續競爭能力的基礎——棄質性[J] 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