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題名 藍海策略和平衡記分卡之實施：以某個案公司為例
A Case of SME`s Strategy Development and Implementation, Using Blue Ocean Strategy and Balanced Scorecard as a Model
作者 羅馬
Roman Vilner
貢獻者 吳安妮
Anne Wu
羅馬
Roman Vilner
關鍵詞 藍海策略
平衡记分卡
Blue Ocean Strategy
Balanced Scorecard
日期 2012
上傳時間 2-九月-2013 15:13:50 (UTC+8)
摘要 The paper is based on a real life case study of a textile firm, that is trying to develop and implement the Blue Ocean strategy and Balanced Scorecard. First, the results achieved by the firm under discussion itself are analyzed, dissatisfactory conclusions are made about their implementation of the Blue Ocean strategy. The firm’s main purpose- to become an OBM was not achieved through this strategy.
The paper combines the analysis of the original results, achieved by the firm and a new strategic format, which is the combination of Blue Ocean Strategy and BSC .
Finally, an attempt is made to create two fresh Blue Ocean strategies for the case study firm. The new potential market is identified, where the firm can become the first-to-market; the improvements to the firm’s potential channel of sales are developed by introducing an entirely new product, for which there is no extant competition. To clearly show the succession of the two strategies’ implementation, a new Balanced Scorecard will be proposed.
參考文獻 Andersen H., Cobbold I., Lawrie G. (2001), Balanced Scorecard implementation in SMEs: reflection in literature and practice, 2GC Conference Paper. SME Conference, Copenhagen, Denmark.
Biazzo S., Garengo P. (2012), Performance Measurement with the Balanced Scorecard. A Practical Approach to Implementation within SMEs, Springer.
Burke A., Stel A van, and Thurik R. (2008), Blue Ocean versus Competitive Strategy: Theory and Evidence, SCALES.
Collins J.C., Porras J.I. (1996 Sep.-Oct.), Building Your Company’s Vision, Harvard Business Review.
Christensen C.M., Overdorf M. (2000 Mar.- Apr.), Meeting the Challenge of Disruptive Change, Harvard Business Review: 67-76
Chyr S.Y., Taylor G., Hui C.L.P. (2008), Transition from OEM to OBM: A Case Study of Fenix, RJTA Vol.12, No.3
Drucker P.F. Management. (1986), Tasks, Responsibilities, Practices, Truman Talley Books, E.P.Dutton.
Garvin D.A. (1987 Nov.-Dec.), Competing on the Eight Dimensions of Quality, Harvard Business Review: 101-109
Gilmore J.H., Joseph Pine II B. (1997 Jan.-Feb.), The Four Faces of Mass Customization, Harvard Business Review: 91-101
Hamel G., Doz Yves L., Prahalad C.K. (1989 Jan.-Feb.), Collaborate with Your Competitors – and Win, Harvard Business Review: 133-139
Hall W.K. (1980 Sep.-Oct.), Survival Strategies in a Hostile Environment, Harvard Business Review: 75-85
Ibrahim A.B. (1991), Strategy Formulation in Small Business: a Conceptual Framework, Concordia University.
Johanson U., Skoog M., Backlund A., Almqvist R. (2006), Balancing Dilemmas of the balanced scorecard, School of Business, Malardalen University.
Jin L., Yang J. (2006), A Framework for applying Balanced Scorecard to Chinese SMEs, Management School of Wuyi University, Guangdong. http://www.seiofbluemountain.com/
Jones G.R., Hill C.W.L. (2010), Theory of Strategic Management, South-Western Cengage Learning.
Kaplan R. S., Norton D. P. (1996), The Balanced Scorecard: Translating Strategy into Action, Harvard Business School Press.
Kaplan R. S., Norton D. P. (2001), The Strategy Focused Organization, Harvard Business School Press.
Kim W.C., Mauborgne R. (2005), Blue Ocean Strategy, Harvard Business School Press.
Kim W.C., Mauborgne R. (1997 Jan.-Feb.), Value Innovation: The Strategic Logic of High Growth, Harvard Business Review: 103- 112
Nunes P. F., Johnson B. A. (2002), Consumer Demand Through Meaningful Innovation, Accenture Institute for Strategic Change.
Ohmae K. (1982), The Mind of the Strategist, McGraw-Hill Book Company.
Olson E.M., Slater S.F. (2002 May-Jun.), The Balanced Scorecard, Competitive Strategy, and Performance, Business Horizons: 11-16
Porter E. Michael. (1979 Mar.-Apr.), How Competitive Forces Shape Strategy, Harvard Business Review.
Prahalad C.K., Krishnan M.S. (1999 Sep.-Oct.), The New Meaning of Quality in the Information Age, Harvard Business Review: 109-118
Rompho N. (2011), Why the Balanced Scorecard Fails in SMEs: A Case Study, Thammasat University. International Journal of Business and Management. Vol. 6, No. 11.
Sun Z. (2011 Jan.), Road of Strategic Transformation for Chinese OEM Enterprises: Issues and Countermeasures, Business School, China University of Political Science and Law. Science and Technology Management Research: 431-438
Watts T., Baard V., McNair C.J. (2009), Untying the Gordian Knot: Small Business and the Strategy Balance Scorecard, University of Wollongong, Faculty of Business.
Wreden N. (2004), From OEM to OBM: Crossing the Chasm, Fusionbrand.com
描述 碩士
國立政治大學
企業管理研究所
99355062
101
資料來源 http://thesis.lib.nccu.edu.tw/record/#G0099355062
資料類型 thesis
dc.contributor.advisor 吳安妮zh_TW
dc.contributor.advisor Anne Wuen_US
dc.contributor.author (作者) 羅馬zh_TW
dc.contributor.author (作者) Roman Vilneren_US
dc.creator (作者) 羅馬zh_TW
dc.creator (作者) Roman Vilneren_US
dc.date (日期) 2012en_US
dc.date.accessioned 2-九月-2013 15:13:50 (UTC+8)-
dc.date.available 2-九月-2013 15:13:50 (UTC+8)-
dc.date.issued (上傳時間) 2-九月-2013 15:13:50 (UTC+8)-
dc.identifier (其他 識別碼) G0099355062en_US
dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/59211-
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) 99355062zh_TW
dc.description (描述) 101zh_TW
dc.description.abstract (摘要) The paper is based on a real life case study of a textile firm, that is trying to develop and implement the Blue Ocean strategy and Balanced Scorecard. First, the results achieved by the firm under discussion itself are analyzed, dissatisfactory conclusions are made about their implementation of the Blue Ocean strategy. The firm’s main purpose- to become an OBM was not achieved through this strategy.
The paper combines the analysis of the original results, achieved by the firm and a new strategic format, which is the combination of Blue Ocean Strategy and BSC .
Finally, an attempt is made to create two fresh Blue Ocean strategies for the case study firm. The new potential market is identified, where the firm can become the first-to-market; the improvements to the firm’s potential channel of sales are developed by introducing an entirely new product, for which there is no extant competition. To clearly show the succession of the two strategies’ implementation, a new Balanced Scorecard will be proposed.		en_US
dc.description.tableofcontents Table of Contents……………………………………………………………………1
List of Figures…………………………………………………………………..2
List of Tables………………………………………………………………………3
Abstract..………………………..…………………………………..…4
1.Introduction………………..……………………………………5
1.1 Background to the Study and Motivation………………………….……5
1.2 Research Questions………………..……………………….………………………………….…8
1.3 The Contributions of this Study………………………...………………………………………10
1.4 Outline of the Study…………………………………………………………………………..…11
2. Literature Review…………………………………………………………………………...12
2.1Blue Ocean Strategy Related Literature……………...………………………........…………….12
2.2Balance Scorecard Related Literature…………………………………………………...………15
3 Textile Finishing Industry Background…...……..……………………………………………20
4 Case Study Firm’s Background……………………………………………………………..21
4.1Firm’s Present Strategy….………………………………………………………………….…...23
4.2 Firm’s Present Balanced Scorecard...…………………………………………………………...24
5.Research Methodology…………………………….…………………………………...…27
6.Strategy……………………………………………………………………………………29
6.1 New Channel Strategy………………………………………………………………………..…29
6.2 Niche Innovator Strategy……………………………………………………………………......33
7.Balanced Scorecard………………………………………………………………………..43
7.1 Forming Strategic Themes...……………………………………………………………………43
7.2 Forming Objectives…..…………………………………………………………………………45
7.2.1 Financial Perspective………………………………………………………………………….48
7.2.3 Internal Perspective………………………………………………………………………...…50
7.2.4 Learning Perspective……………….…………………………………………………………52
7.3 Urgency of Objectives Implementation…………………………………………………………54
7.4 Forming Measures………………………………………………………………………………55
8. Conclusion……………………………………………………………….…………………...65
9. Research Limitations…………………………………………………………………………66
10. Future Research…..................................................................................................................67
11. References...………………………………………………………………………………...68		zh_TW
dc.format.extent 1172554 bytes-
dc.format.mimetype application/pdf-
dc.language.iso en_US-
dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0099355062en_US
dc.subject (關鍵詞) 藍海策略zh_TW
dc.subject (關鍵詞) 平衡记分卡zh_TW
dc.subject (關鍵詞) Blue Ocean Strategyen_US
dc.subject (關鍵詞) Balanced Scorecarden_US
dc.title (題名) 藍海策略和平衡記分卡之實施：以某個案公司為例zh_TW
dc.title (題名) A Case of SME`s Strategy Development and Implementation, Using Blue Ocean Strategy and Balanced Scorecard as a Modelen_US
dc.type (資料類型) thesisen
dc.relation.reference (參考文獻) Andersen H., Cobbold I., Lawrie G. (2001), Balanced Scorecard implementation in SMEs: reflection in literature and practice, 2GC Conference Paper. SME Conference, Copenhagen, Denmark.
Biazzo S., Garengo P. (2012), Performance Measurement with the Balanced Scorecard. A Practical Approach to Implementation within SMEs, Springer.
Burke A., Stel A van, and Thurik R. (2008), Blue Ocean versus Competitive Strategy: Theory and Evidence, SCALES.
Collins J.C., Porras J.I. (1996 Sep.-Oct.), Building Your Company’s Vision, Harvard Business Review.
Christensen C.M., Overdorf M. (2000 Mar.- Apr.), Meeting the Challenge of Disruptive Change, Harvard Business Review: 67-76
Chyr S.Y., Taylor G., Hui C.L.P. (2008), Transition from OEM to OBM: A Case Study of Fenix, RJTA Vol.12, No.3
Drucker P.F. Management. (1986), Tasks, Responsibilities, Practices, Truman Talley Books, E.P.Dutton.
Garvin D.A. (1987 Nov.-Dec.), Competing on the Eight Dimensions of Quality, Harvard Business Review: 101-109
Gilmore J.H., Joseph Pine II B. (1997 Jan.-Feb.), The Four Faces of Mass Customization, Harvard Business Review: 91-101
Hamel G., Doz Yves L., Prahalad C.K. (1989 Jan.-Feb.), Collaborate with Your Competitors – and Win, Harvard Business Review: 133-139
Hall W.K. (1980 Sep.-Oct.), Survival Strategies in a Hostile Environment, Harvard Business Review: 75-85
Ibrahim A.B. (1991), Strategy Formulation in Small Business: a Conceptual Framework, Concordia University.
Johanson U., Skoog M., Backlund A., Almqvist R. (2006), Balancing Dilemmas of the balanced scorecard, School of Business, Malardalen University.
Jin L., Yang J. (2006), A Framework for applying Balanced Scorecard to Chinese SMEs, Management School of Wuyi University, Guangdong. http://www.seiofbluemountain.com/
Jones G.R., Hill C.W.L. (2010), Theory of Strategic Management, South-Western Cengage Learning.
Kaplan R. S., Norton D. P. (1996), The Balanced Scorecard: Translating Strategy into Action, Harvard Business School Press.
Kaplan R. S., Norton D. P. (2001), The Strategy Focused Organization, Harvard Business School Press.
Kim W.C., Mauborgne R. (2005), Blue Ocean Strategy, Harvard Business School Press.
Kim W.C., Mauborgne R. (1997 Jan.-Feb.), Value Innovation: The Strategic Logic of High Growth, Harvard Business Review: 103- 112
Nunes P. F., Johnson B. A. (2002), Consumer Demand Through Meaningful Innovation, Accenture Institute for Strategic Change.
Ohmae K. (1982), The Mind of the Strategist, McGraw-Hill Book Company.
Olson E.M., Slater S.F. (2002 May-Jun.), The Balanced Scorecard, Competitive Strategy, and Performance, Business Horizons: 11-16
Porter E. Michael. (1979 Mar.-Apr.), How Competitive Forces Shape Strategy, Harvard Business Review.
Prahalad C.K., Krishnan M.S. (1999 Sep.-Oct.), The New Meaning of Quality in the Information Age, Harvard Business Review: 109-118
Rompho N. (2011), Why the Balanced Scorecard Fails in SMEs: A Case Study, Thammasat University. International Journal of Business and Management. Vol. 6, No. 11.
Sun Z. (2011 Jan.), Road of Strategic Transformation for Chinese OEM Enterprises: Issues and Countermeasures, Business School, China University of Political Science and Law. Science and Technology Management Research: 431-438
Watts T., Baard V., McNair C.J. (2009), Untying the Gordian Knot: Small Business and the Strategy Balance Scorecard, University of Wollongong, Faculty of Business.
Wreden N. (2004), From OEM to OBM: Crossing the Chasm, Fusionbrand.com		zh_TW