類別:http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/2052024-03-11T03:39:33Z2024-03-11T03:39:33Z高爾夫俱樂部的多元價值創造-東方球場為例Chiu-Lin Kuo郭秋琳http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/775802021-07-10T22:09:52Z2018-01-01T00:00:00Z標題: 高爾夫俱樂部的多元價值創造-東方球場為例; Generation of Diversified Value for Golfing Clubs: A Case Study of The Orient Golf & Country Club
作者: Chiu-Lin Kuo; 郭秋琳
摘要: 東方高爾夫俱樂部,近年來為保障會員權益,故選擇停賣會員證,避免影響會員於球場擊球之流暢度。然而會員證的販售為高爾夫球場的重要收入之一,因此東方產生一個疑慮,未來是否還能維持良好的營運,是否有新的營運策略可以為東方增加新的收入來源,同時亦能提高會員權益。故本文以PEST分析、公司經營策略探討、財務比率分析、同業比較分析、主管深度訪談與會員問卷調查等方法進行探討,並得到以下幾點重要發現。第一,東方有健全的財務狀況,能夠因應新的投資。第二,參照頂級球場的經營,在東方先天的環境限制下,多元服務與年度活動盛會可能作為新的營運策略。第三,服務、高端的客群與顧客忠誠度為東方無可被取代的資源,且服務為最主要的競爭優勢,也因此獲得會員最高的滿意度。第四,外在環境變化僅以科技、法規與環保議題對東方較有影響。第五,好友聚會、招待貴賓、同好交流與商務交流皆是會員來東方的主要原因之一,因此對於會員而言,東方不僅是個人休閒運動的場地,更是重要的社交平台。第六,相對於參與多元活動,會員較有意願自行或推薦親友於東方舉辦私人社交或企業商務活動。第七,車展、品酒會與婚宴為會員最有意願參與的活動,但參與意願仍有限。此外現有的設施適合於舉辦車展與品酒會。根據以上主要發現,本文建議東方可以實施新的營運策略,與外部廠商(例如車商或酒商等)做策略聯盟,並活用現有設施、舉辦多元活動,以增加東方的營收,同時提高會員的權益。此外東方也善加推展深受會員肯定的景觀餐廳,以配合會員舉辦私人或商務活動的需求,亦能同時提高東方的營收與多元價值。; In recent years, in order to protect the rights of its members, the Orient Golf & Country Club chose to suspend membership sales so as to avoid affecting members on the golfing field. However, membership is one of the most important revenue sources for golf clubs, and therefore this raised concerns as to whether the Orient could maintain stable operations in the future or develop new business strategies to increase income sources and enhance member interests. This study conducted PEST analysis, corporate strategy analysis, financial ratio analysis, competitor analysis, in-depth interviews with management, and member surveys. Study results showed several important findings. First, the Orient is in a financially sound position to enter into new investments. Second, Orient operations adhere to premium establishment standards, but due to its environmental constraints, diversified services and annual events may be the most optimal new business strategies. Third, high-end clientele and customer loyalty are irreplaceable resources for the Orient, and service is its main competitive advantage, which also brings in the highest increase in customer satisfaction. Fourth, changes in external environments impacted the Orient mainly in terms of technology, regulations, and environmental issues. Fifth, social gatherings, VIP entertainment, peer interactions, and business exchanges are all major reasons why members come to the Orient. For members, the Orient is not only a venue for individual leisure and exercise, but also an important social platform. Sixth, members are more likely to participate in or recommend private social or corporate events held at the Orient relative to other events. Seventh, auto shows, wine tastings, and weddings are the main activities that members are most willing to participate in, though their willingness to participate is nonetheless limited. Additionally, current facilities are suited for hosting auto shows and wine tastings. These findings indicate that the Orient should implement new operational strategies and form strategic alliances with external vendors such as car dealers or wine merchants to utilize existing facilities and organize a multitude of events to increase revenues and enhance member interests. Furthermore, the Orient is advised to promote its renowned restaurant when seeking to meet the private or corporate needs of its members in order to increase revenues and add value.2018-01-01T00:00:00Z高層梯隊理論、財務管理及經營策略—以C公司為例賴茂鴻Mao-Hong Laihttp://tdr.lib.ntu.edu.tw/jspui/handle/123456789/915372024-01-28T16:26:31Z2023-01-01T00:00:00Z標題: 高層梯隊理論、財務管理及經營策略—以C公司為例; Upper Echelons Theory, Financial Management and Business Strategy: A Case of Company C
作者: 賴茂鴻; Mao-Hong Lai
摘要: C公司係我國一間公開發行之生產電解銅箔公司,於產業深耕25年,民國105年洞見5G先機,成功轉型至發展伺服器及5G應用等中高階應用產品,隨著高速高頻銅箔之需求增加,C公司已築起技術門檻,達到高市佔率,並同時改善了企業的財務結構,健全了整體企業的體質。反思C公司之成功,在轉型的前兩年,C公司更換董事長與總經理,新任總經理重新建構組織文化,包括細緻管理策略、親自參與多個重要專案以及賦權予員工決定權等,多項嶄新策略讓C公司最終跳脫了多年來的量價為王的傳統思維,同時擺脫了產業景氣循環的宿命,開拓銅箔產業全新的可能性。以學界之觀點切入,C公司之成功符合Hambrick and Mason (1984)提出之高層梯隊理論(Upper Echelons Theory),本研究將以個案研究之方法,從高層梯隊理論角度,比較新任總經理上任前後,在質性方面分析經營方針及研發策略之變化,在量化方面分析財務結構、償債能力之影響,綜合探討企業核心能力及成功之因素。; Company C is public listed company that manufactures copper foil in Taiwan. With 25 years of industry experience, the company recognized the potential of 5G technology in 2016 and successfully redirected its focus towards the development of high-end products such as servers and 5G applications. As the demand for high-speed and high-frequency copper foil increased, Company C established technological barriers, achieved a high market share, and improved its financial structure, thereby enhancing its overall financial condition.
Reflecting on the success of Company C, during the initial two years of the transformation, the company underwent changes in its board of directors and appointed a new CEO. The new CEO reconstructed the organizational culture by implementing refined management strategies, actively participating in critical projects, and empowering employees with decision-making authority. These innovative strategies enabled Company C to break free from the traditional mindset of prioritizing quantity and price, as well as overcome the cyclicality typically associated with the industry. As a result, the company explored new possibilities within the copper foil industry.
From an academic perspective, the success of Company C aligns with the Upper Echelons Theory proposed by Hambrick and Mason in 1984. This research will adopt a case study approach, analyzing the qualitative changes in business policies and research and development strategies before and after the appointment of the new CEO from the viewpoint of the Upper Echelons Theory. Additionally, it will assess the impact on financial structure and debt-servicing capacity quantitatively, aiming to comprehensively explore the core capabilities and factors contributing to the company's success.2023-01-01T00:00:00Z香港台資銀行發展私人銀行業務之策略分析I-Feng Hong洪逸芬http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/186382021-06-08T01:16:27Z2014-01-01T00:00:00Z標題: 香港台資銀行發展私人銀行業務之策略分析; A Strategic Analysis of Private Banking Business for Taiwanese Banks in Hong Kong
作者: I-Feng Hong; 洪逸芬
摘要: 本論文主要著重於台資銀行於香港中所扮演的角色以及現今經濟及市場環境快速變化之中,如2008年金融風暴,2011年歐債危機…等,全球財富在經過這些挑戰之後仍繼續快速增長,並以不同樣貌不同區域展現私人銀行業務的發展前景,而台資銀行在發展私人銀行業務過程中是否能掌握關鍵的成功因素,包含中國及亞太市場的崛起,外資銀行的巨大挑戰,各地稅制的釐清,公司內部產品及人員的定位,以及客戶財富管理觀念的改變等等。
論文主要架構以國內外相關私人銀行參考文獻及研究報告來說明目前市場上在發展私人銀行上規模制度及進展,其次,以私人銀行在香港發展的制度及未來發展的概念比較,包含市場及政策狀況,金融深化程度,法規監管層面,客戶產品及相關需求-彈性及保密性,再來以本身所接觸十年以上業務狀況配合同業經理人多年經驗來探討私人銀行發展上所會面臨到的關鍵因素,外部環境—主管機關規範,中國以及外資台資銀行的競爭,稅制的改變…等等;內部環境—公司人員及產品定位,行銷通路,資訊平台,產品設計…等等,以客觀評估各項條件來作SWOT分析,試圖找出關鍵成功因素進行競爭力大幅改善提升。
最後,以前述各項關鍵成功因素,並分成短中長期發展出各項專案,並以歐美長期私人銀行的範本為輔,持續朝向更完善及更有效益私人銀行邁進,完整且無間的配合且達到客戶需求!!; This paper mainly focuses on Taiwan-funded banks played the role of Hong Kong as well as in the current economic and market conditions rapidly changing, such as the 2008 financial crisis, in 2011 the European debt crisis ... etc. After the global wealth of these challenges continue to rapidly growth, and in different regions show different faces of the private banking business prospects, and the development of Taiwan-funded banks in the private banking business is able to grasp the critical success factors, including the great challenges of the rise of China and the Asia-Pacific market, foreign banks, clarify the positioning around the taxation of goods and people within the company, as well as changes in the concept of wealth management clients and so on.
Thesis framework for domestic and foreign private bank references and studies to illustrate the scale of the current system and the progress in the development of the private banking market, and secondly, to the development of the private banking system in Hong Kong and the future development of the concept of comparison, including market and policy conditions, the degree of financial deepening, regulations regulatory level, customer demand for products and related - flexibility and confidentiality, the key to explore the development of private banks will face to come in contact with more than ten years in their own state of affairs manager with many years of industry experience factors, the external environment - the competent authority norms, foreign competition in China and Taiwan-funded banks, tax changes ... etc.; internal environment - company executives and product positioning, marketing channels, information platform, product design ... etc., to objectively evaluate each condition to make SWOT analysis, trying to identify the key success factors of competitiveness improved significantly enhanced.
Finally, the critical success factors mentioned above, and is divided into short-and long-term development of the project and to model the long-term U.S. and European private banks, supplemented by continued towards better and more effective private bank forward, and with a complete and seamless meet customer demand!!2014-01-01T00:00:00Z食品業商業模式與食安政策:以A企業為例Chien-Neng Chung鍾健能http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/779942021-07-11T14:39:11Z2017-01-01T00:00:00Z標題: 食品業商業模式與食安政策:以A企業為例; The Business Model and Security Policy of Food Industry:
The Case of Company A
作者: Chien-Neng Chung; 鍾健能
摘要: 雖然科技日新月異,但一家傳統的企業能經營超過一甲子,應該有獨特的商業經營模式可供學習。且近幾年來食品安全事件發生頻繁,讓消費者對各類食品有所疑慮而失去信心,致使優良的生產廠商產生困擾。
因此,本研究試圖根據Osterwalder and Pigneur(2009)提出「商業模式地圖」(或稱為商業模式九宮格理論)的概念,以A公司作為主要研究個案,透過訪談探討該公司過往的經營策略及對原物料採購暨生產流程的控管,替所有產品把關,將可能發生食品安全的事件的風險降到最低。
此外,由於很多食品是消費者生活必需品,本研究也特別探討食品產銷的策略,希望能供應讓消費者安心的產品並可作為食品業者的參考。; When a traditional corporation that has survived for over more than half a century in this ever changing and challenging technological world, it must has its unique business operating model that other companies can learn from. In recent years, more of the food safety incidents continue to surface and causing increased concern of food safety issues among consumers. As consumer confidence continues to decline, it has had much farther impact even quality food manufacturers.
Therefore, this research study is based on the principle of Business Product Generation by Osterwalder and Pigneur (2009), to learn from how company A has successfully reduce the risk of food safety issue to a minimal. This case study was conduct through a series of interviews, to explore this company’s business strategy on effective managing and controlling of manufacturing process ranging from raw material purchasing to food production.
Furthermore, as many of the food products are consumed on the daily basis, this study also covers food sales strategy, in hope to serve as a usual reference to consumers and food manufacturers.2017-01-01T00:00:00Z