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題名:產業生命週期演變下企業經營策略之研究:汽車產業之實證探索
作者:林永權
作者(外文):Yung-Chuan Lin
校院名稱:國立嘉義大學
系所名稱:企業管理學系
指導教授:侯嘉政
學位類別:博士
出版日期:2014
主題關鍵詞:產業生命週期汽車產業企業經營策略模糊分析網路程序法矩陣實驗室Industry Life CycleAutomobiles industryBusiness Management StrategiesFuzzy Analytical Network ProcessFANPMatlab
原始連結:連回原系統網址new window
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本研究以台灣區汽車相關之電動車產業、零組件產業、整車製造產業及銷售通路產業做為研究對象,此四項產業為台灣汽車代表性產業,以二十年成長率為基期利用幾何平均數法劃分不同產業生命週期,各界定為導入期、成長期、成熟期和衰退期;本研究透過FMCDM與FANP分析方法,對專家進行決策方案評選優先順序之調查,期經由產業資料與個案研究觀察、產業發展的環境特性與組織條件、經營策略的互動架構,藉以描述不同生命週期產業環境特性下企業經營策略的決策模式,並分析其策略間關聯矩陣權重,歸納具體決策準則指標構面以了解台灣汽車產業在產業生命週期演變下的經營策略。
研究結果顯示:整體汽車業在6項策略面向中以產品策略最重視,顯示汽車消費者除了重視產品品質、性能、價格等基本需求之外,如何在整個消費活動中獲得最大的滿意程度,已逐漸成為其整車製造產業最終決策的準則;在35項決策準則中以組織能耐及產品線延伸和多角化做為主要策略考量;在4項方案選擇策略上偏反射性策略,顯然整體汽車產業在策略制定上未能顯示其具有一致性的產品市場導向,通常較產品市場其它競爭者不具侵略性,其風險也較低,沒有能力適當回應產業變化,常在環境壓力下被迫作出回應。導入期與成熟期重視企業能耐策略,在核心職能或核心能耐項目上,整體之綜效為組織創造附加價值,且能在競爭中勝出,其核心能力的開發與增強來自於組織內部的集體學習;成長期重視創新策略,此產業創新的正當性是可以被管理與操控的,可以協助組織達到績效目的;衰退期以通路策略做為首要決策,通路配銷系統為一需花時間建立,且不易改變的外部資源,它與重要的內部資源如製造、研發工程等具有同等的重要性。行銷通路中各種行銷中間商之組成之所以存在的最大原因,在於其能有效的提供各種行銷功能,以聯繫生產者與消費者間的供需區隔。
研究結果也發現,在相同產業性質下,因南北競爭環境差異其決策思維亦有不同,業者宜藉由資源的整合運用達成某項工作並創造競爭上的優勢,盤點產業資源對照企業能耐而制定企業經營策略。
This dissertation aims to analyze the strategic operation in the pace of industry life cycle of automotive industry in Taiwan Area. Four primary sub-industries are studied in a 20-year interval of entering, growing, matured, and declining four stages. FMCDM and FANP are applied to elicit the strategic decision priority from the interview with industrial experts. By means of industry information collection, studied cases observation, context by environmental characteristics and organizational factors, propose an interactive structure of operational strategies to present a strategic decision making model under each industry life cycle. This study also analyze the Relational Matrix among strategies, try to find the strategic decision making criteria under varied industry life cycle, and answer the questions of what operational strategies adoption in Taiwanese automotive industry.
The result shows the product-mix strategy is the most critical one among all six strategic aspects, reveals in addition to fundamental needs such as quality, function, and price, how to delight customers during the entire purchasing service, has became a mandatory standard among all auto makers; the organization core competence and products diversification are two priorities in 35 strategic decision criteria; intuitive reaction is the preferable action within 4 strategic options, tells product-mix strategy is not adopted commonly in the entire industries, also describes players incline to a less-competition, low-risk action, and passively react when facing external threat They prefer core-competence strategy under entering/matured stages, which organization learning enhances competitiveness and performance; innovation management to create value is adopted under growing stage; and finally prefer strengthening sales channel when industry goes declining stage. The sales agency, usually needs a long-year to develop, play an important role in bridging a full-scope service between makers and consumers.
Interestingly, the result also shows a geographic gap in strategy selection even under the same industry, they integrate core competences with available resources to create competition advantage, and make their own strategies.
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