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題名:從產品結構觀點探索產品差異化經營策略─以旅行業為例
作者:陳貽斌
作者(外文):Chen, Yi- Pin
校院名稱:國立嘉義大學
系所名稱:企業管理學系
指導教授:楊英賢教授
學位類別:博士
出版日期:2015
主題關鍵詞:旅遊產品產品結構整合共創模組共生策略聯盟Tourism productProduct architectureIntegral co-innovationModular symbiosisStrategic alliance
原始連結:連回原系統網址new window
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產品結構會影響到產品的開發設計概念、經營策略及組織經營績效。模組共生型產品運用模組化生產方式組裝產品,不但具有成本優勢,且能在極短時間內將產品重新組合,快速反應市場多樣化需求,產品僅能提供顧客基本表層功能性之需求。相較之下,整合共創型產品透過跨組織間的緊密地互動與協調,並藉由系統過程的複雜化,發揮最大效能並實現差異化,產品不但能提供顧客深層意義,更能創造顧客之附加價值。
動態競爭環境下,業者面對競爭者之競爭性行動,為了生存必須做出適度的回應。尋求外部資源互補,是解決資源缺乏與組織能力不足的最佳方式,亦即藉由策略聯盟協同合作模式,整合有關資源。不同的組織能力結合不同的策略聯盟機制,做最適切之配適,將得以增加競爭優勢。
本研究採質性研究方法,運用深度訪談法,訪談相關業者專家,以紮根理論進行相關資料彙整、分析。研究結果與發現,旅遊產品結構影響產品開發設計模式;資源與能力不足狀況下,業者宜藉由策略聯盟機制之建構,產生更大的效益。
一、一般大眾化旅遊產品
甲種旅行社業者專精於一般大眾化旅遊產品,產品結構趨向於模組共生型。模組化產品複製與模仿容易,僅能單純地提供旅遊者功能性娛樂意義。此類型產品適於搭配短期之策略聯盟機制,業者自主性地組織策略聯盟,透過簡單的聯盟機制,能快速組裝產品及時反應市場需求。短時間內得以回應競爭性行動,產生規模經濟之效用。然而長期觀之,會更加深產業間惡性價格競爭,對組織績效有不良影響。
二、精緻型客製化旅遊產品
綜合旅行社業者擅長於精緻型客製化旅遊產品。產品結構屬於整合共創型。整合型產品藉由系統複雜程度的增加,提高了模仿的困難度。此類型產品宜搭配長期之策略聯盟機制,藉由航空公司主導進行策略聯盟協同合作,能夠加深產品多元化與深度化,提供顧客深層意義性附加價值,可以有效降低旅遊市場價格競爭,有利於產品創新與組織績效的提升。
總合前述,從產品結構觀點分析與探索,歸納出旅遊產品差異化經營策略。就經營策略而言,旅行社業者短時間藉由臨摹(模仿複製)方式,透過策略聯盟組織夥伴間學習,能夠逐步提升組織能力與經營績效。旅遊產品差異化經營,端賴業者如何運用組織能力將資源予以整合;因此,理解並運用產品結構概念,進行適切的產品開發設計模式,善用不同的組織能力結合不同的策略聯盟機制與運用時機,做最適切之配適,將可增加競爭優勢,並進一步實現產品差異化之理念。
Product structure will affect the design concept of the product development, business strategy and operational performance. Module symbiotic products use modular production to assemble products. They not only have the cost advantage, but also can regroup the products in a very short time to response to the diverse needs of market. However, the products can only provide basic customer need superficially. In contrast, integrated creative products operate through the organization to create a close interaction and coordination systematically. It can maximize performance and realize the products differentiation. The products can then provide customers with deep meaning and additional value.
Under dynamic competitive environment, the agencies must make appropriate response in the face of competitive actions. When lacking of resources or with insufficient organizational capacity, the industry will seek external complemental resources. Different organizations would combine through different strategic alliance mechanism, and make the most appropriate match to increase competitive advantage.
Utilizing qualitative research methods, this research presents propositions through the probing of relevant literatures. Study found that tourism products can be divided into two categories:
I. The general populated tourism products
Type A travel agencies specialize in the general populated tourism products and the
product structure tends to be modular. The products are easy to imitate or duplicate. This type of products is suitable for short-term strategic alliances mechanism. The agencies autonomously organize a strategic alliance, and through a simple mechanism quickly assemble products to timely response to market demand. They are able to respond to competitive action in a short time, resulting in economies of scale. However, from long-term perspective, it will deepen the vicious price competition and the organizational performance cannot be improved.
II. Refined customized travel products
Comprehensive travel agencies specialize in refined customized travel products.
Product structure belongs to integrated creative products. With the added degree of complexity of the systemization, the difficulty of imitation increases. This type of products should arrange with long-term strategic alliance mechanism. With airlines guide the cooperation between alliances, the products can become diverse and delicate. Agencies can then provide customers with refined and value-added products, reduce price competition and promote the organizational performance.
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