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| DC 欄位 | 值 | 語言 |
|---|---|---|
| dc.contributor.advisor | 黃恆獎(Heng-Chiang Huabg) | |
| dc.contributor.author | Chuu-Ming Wang | en |
| dc.contributor.author | 王楚明 | zh_TW |
| dc.date.accessioned | 2021-06-08T04:30:10Z | - |
| dc.date.copyright | 2010-01-21 | |
| dc.date.issued | 2009 | |
| dc.date.submitted | 2010-01-07 | |
| dc.identifier.citation | [1]Robert M. Grant, “Contemporary Strategy Analysis,” Fourth Edition, 2002, Blackwell Publisher Limited, Oxford.
[2]J. Hagle and M. Singer, “Unbundling the Corporation,” Harvard Business Review, March – April 1999, pp. 133-44. [3]V. K. Narayanan and L. Fahey, “Macroenvironmental Analysis: Understanding the Environment Outside the Industry,” in L. Fahey and R. M. Randal Eds., “The Portable MBA in Strategy,” Second Edition, Wiley, New York, pp. 189-214. [4]Michael Porter, “From Competitive Advantage to Corporate Strategy,” Harvard Business Review, May-June, 1987. [5]Michael Porter, “Competitive Strategy – Techniques for Analyzing Industries and Competitors,” 1980, Free Press, New York. [6]Chuck Hofer and Dan Schendel, “Strategy Formulation: Analytical Concepts,” St. Paul, 1977, West Publishing, pp.77. [7]Robert S. Kaplan and David P. Norton, “Strategy Map – Converting Intangible Assets into Tangible Outcomes,” 2003, HBS Press. [8]Robert S. Kaplan and David P. Norton, “The Balanced Scorecard – Translating Strategy into Action,” 1996, HBS Press. [9]Henry Mintzberg, Joseph Lampel and Bruce Ahlstrand, “Strategy Safari: A Guide Tour Through the Wilds of Strategic Management,” 1998, Free Press, New York. [10]“A Guide to the Project Management Body of Knowledge,” Third Edition, 2004, Project Management Institute Inc. [11]S. H. Lustgarten, “The Impact of Buyer Concentration in Manufacturing Industries,” Review of Economics and Statistics, 57, 1975, pp. 125-132. [12]Robert M. Grant, “Manufacturer-Retailer Relations: The Shifting Balance of Power,” in G. Johnson Ed., Business Strategy and Retailing, Chichester: John Wiley, 1987. [13]Robert D. Buzzell and Bradley T. Gale, The PIMS Principles: Linking Strategy to Performance, New York: Free Press, 1087, pp. 64-65. [14]F. M. Scherer and D. R. Ross, “Industrial Market Structure and Economic Performance,” Third Edition, 1990, Boston Houghton Mifflin. [15]R. M. Grant, “Pricing Behavior in the UK Wholesale Market for Petrol – A ‘Structural-Conduct Analysis’,” Journal of Industrial Economics, Vol. 30, March 1982. [16]Richard Schmalensee, “Inter-Industry Studies of Structure and Performance,” in Richard Schmalensee and Robert D. Willing, Handbook of Industrial Organization, 2nd Edition, Amsterdam: North Hollan, 1988, pp. 976. [17]R. M. Grant, “Daimler Chrysler and the World Automobile Industry,” in R. M. Grant, Cases in Contemporary Strategy Analysis, 3rd Edition, Oxford: Blackwell, 2002. [18]Robert S. Kaplan and David P. Norton, “The Strategy Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment, 2001, HBS Press. [19]Project Management Institute, “A Guide to the Project Management Body of Knowledge (PMBOKÒ),” 2000 edition, Newtown Square, Pennsylvania USA. [20]Fareed Zakaria, “The Post-American World,” 2008. [21]經濟部統計處，經濟統計指標資料網站：http://2k3dmz2.moea.gov.tw/gnweb/ Indicator/indicator.aspx?menu=3#sub05 [22]行政院公共工程委員會、內政部、行政院公共工程委員會，「工程顧問服務業發展綱領及行動方案，旗艦計畫：建立人本、優質、永續之工程顧問服務業計畫」，2004年12月。 [23]鄭瑞濱、張光甫，”公共工程運用優良技術、工法及產品（包含新技術、新材料）案例蒐集及法令修訂建議”，財團法人台灣營建研究院，行政院公共工程委員會委託研究計畫，計畫編號：0960290，2007。 [24]Everett M. Rogers, “Diffusion of Innovations, 3rd Edition, New York, The Free Press, 1983. [25]Constantinos C. Markides and Paul A. Geroski, “Fast Second – How Smart Companies Bypass Radical Innovation to Enter and Dominate New Markets,” John Wiley & Sons, Inc., 2004. [26]Richard E. Caves amd Michael E. Porter, “From Entry Barriers to Mobility Barriers: Conjectural Decisions and Contrived Deterrence to New Competition,” Quarterly Journal of Economics, Vol. 91, 1977, pp. 241-62. [27]O. Gadiesh and J. L. Gilben, “Profit Pools: A Fresh Look at Strategy,” Harvard Business Review, 1998, pp. 139-47. [28]O. Gadiesh and J. L. Gilben, “How to Map Your Industry's Profit Pools,” Harvard Business Review, 1998, pp. 149-62. [29]Bernard Marr, “Strategic Performance Management – Leveraging and Measuring Your Intangible Value Drivers,” 2006, Butterworth-Heinemann. [30]Gary Hamel and C. K. Prahalad, “ ,” Harvard Business Review, May-June, 1992, pp. 164-165. [31]Carliss Y. Baldwin and Kim B. Clark, “Design Rules, Volume 1: The Power of Modularity,” Chapter 3, pp. 63-92, 2000, The MIT Press, Cambridge, Massachusetts. [32]Kenichi Ohmae, “The Mind of the Strategist,” 1982, McGraw-Hill, Inc. [33]司徒達賢，「策略管理新論 – 觀念架構與分析方法」，2001，智勝文化事業。 [34]吳思華，「策略九說」，1996，臉譜文化事業。 | |
| dc.identifier.uri | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/22838 | - |
| dc.description.abstract | 本研究以台灣地區提供營建工程統包服務的R公司之機電事業處為例，分析台灣地區機電工程服務業的競爭策略。在總體環境分析部份，經PESTLE分析結果顯示，由於政經環境動盪不安、工時長、工作環境惡劣，以及高新技術產業對人才的排擠效應，導致近年來產業的經營更形困難，有跟不上GNP成長甚至衰退之跡象；在產業分析部份，透過市場區隔分析將產業分為五種類別，並採用Porter的五力分析架構歸納出每種類別廠商所面臨的競爭強度，進而找出每個市場區隔廠商的關鍵成功因素，最後，總結出機電工程服務業廠商應設法跳脫傳統機電工程服務業的市場區隔，以獲取有利的競爭優勢，並依據這些關鍵因素確立其經營範疇與策略群組。
在確立經營範疇與策略群組後，R公司機電事業處首先制定其總體競爭策略－為一個稱之為「具加值效果的區隔」中的顧客提供快速全方位加值服務，並建立以「快速全方位加值解決方案的整合者」為主要競爭策略的策略地圖，以專心致力於發展創新的技術與管理能力，避免將有限資源投入完全競爭市場中，並以最少的資源及最低的風險加速營運週轉率。 此外，該公司依據策略地圖建立專屬的策略主題及其對應之平衡計分卡，以兼顧短期與長期的成長策略並衡量其績效，在發展過程中又透過創新的專案管理手法，建立三種跨功能的策略執行團隊，以及結構化與同步的管理流程，並在這些流程中植入決策檢核、時間檢核、施工時間與獲利時間等管理機制，以提升營運週轉率及獲利率。 | zh_TW |
| dc.description.abstract | In this study, the competitive strategy adopted by a mechanical and electrical (M&E) engineering business unit (BU), a BU of R Corporate, is chosen for case study to analyze the competitive strategy of M&E engineering industry in Taiwan. For industrial environment analysis, political, economic, social, technological, legal and environ- mental (PESTLE) analysis assumes that it is very laborious to run the M&E engineering business because of long working-hour, abominable working-environment, and human resource engaged by emerging technology industry. Moreover, the growth rate of this industry is not only less than that of GNP in Taiwan but also recession for the past years. For industry analysis, segmentation study categories such industry into five segments in this study. Rivalry among existing firms and key successful factor of each segment was obtained from Porter’s five-force model. Those evidences reveal that an M&E engineering corporate has to rescue itself from traditional segmentation for competitive advantage, and then, develops its own business scope and strategy by the key successful factors.
The M&E engineering BU declares its competitive strategy is to provide fast total value-added services for the customers who are in the segmentation called as value-added segment in this study. This BU also creates its strategy map based on the core competitive strategy as a fast value-added total solution integrator. This strategy prompts the BU to concentrate its resources on innovative technology and management development, and avoids to involving in the perfect competition market. And, it helps this BU to speed up its turn-over rate by using few resources and under the lowest risk. In addition, strategic themes and balanced scorecard (BSC) result from the strategy map balance the short-term and long-term growth strategy and measure performance. From strategy development, three cross function teams for strategy execution, and structural and concurrent management processes are created by using project management. In these processes, decision check point (DCP), schedule check point (SCP), time to construction (TTC) and time to profit (TTP) are introduced into the managerial mechanism in order to increase turn over rate and margin. | en |
| dc.description.provenance | Made available in DSpace on 2021-06-08T04:30:10Z (GMT). No. of bitstreams: 1 ntu-98-P95746030-1.pdf: 1368521 bytes, checksum: e70987a976780923de4b888d1d484950 (MD5) Previous issue date: 2009 | en |
| dc.description.tableofcontents | 致謝 i
摘要 ii ABSTRACT iii 目錄 v 圖目錄 viii 表目錄 ix 第一章 緒 論 1 1.1 前言 1 1.2 工程服務業 2 1.2.1 創造經濟價值的活動 2 1.2.2 六大加值階段 2 1.3 傳統加值過程所遭遇的問題 5 1.4 台灣地區機電工程服務業現況 7 1.5 研究動機與目的 9 1.6 研究方法與限制 9 1.7 本文結構 11 第二章 文獻回顧 12 2.1 簡介 12 2.2 策略的分析架構 13 2.3 Porter的五力分析 14 2.3.1 競爭分析模型 15 2.3.1.1 新進入者的威脅 15 2.3.1.2 替代產品的威脅 16 2.3.1.3 顧客的議價能力 16 2.3.1.4 供應商的議價能力 16 2.3.1.5 現有競爭者間的對抗 17 2.3.2 一般性策略 17 2.3.3 價值鏈 19 2.4 策略地圖與平衡計分卡 21 2.4.1 策略地圖 22 2.4.1.1 財務構面 22 2.4.1.2 顧客構面 24 2.4.1.3 內部流程構面 26 2.4.1.4 學習與成長構面 27 2.4.2 策略由相輔相成的主題所組成 29 2.4.3 平衡計分卡 30 2.5 專案管理 33 2.6 本章結論 36 第三章 產業分析 37 3.1 總體環境分析 37 3.1.1 政治、經濟與社會因素 37 3.1.2 技術因素 39 3.1.3 法律與環境因素 40 3.1.4 總體環境的省思 42 3.2區隔分析 42 3.2.1 市場區隔的關鍵變數 42 3.2.1.1 產業買主 44 3.2.1.2 政府買主 45 3.2.1.3 產品的特性 46 3.2.2 建立市場區隔矩陣 46 3.2.3 產業結構的光譜 49 3.3 Porter的五力分析 51 3.3.1 現有競爭者間的對抗 51 3.3.2 潛在進入者的威脅 55 3.3.3 來自替代者的競爭 57 3.3.4 業主的議價能力 58 3.3.5 供應商的議價能力 59 3.4 關鍵成功因素 60 3.5 確立經營範疇與策略群組 62 3.6 本章結論 63 第四章 案例研討 65 4.1 公司基本資料 65 4.2 願景與目標 67 4.3 SWOT分析 67 4.4 資源、能力與能耐分析 69 4.4.1 資源分析 69 4.4.2 價值創造的分析 73 4.5 確立總體策略 75 4.6 建立事業策略與功能策略 77 4.6.1 策略地圖 77 4.6.1.1 財務構面 77 4.6.1.2 顧客構面 79 4.6.1.3 內部流程構面 82 4.6.1.4 學習與成長構面 83 4.6.2 事業平衡計分卡 88 4.7 以策略性工作群組為架構的管理系統 91 4.7.1 組織結構 91 4.7.2 結構化與同步的管理流程 91 4.7.3 事業策略與經營管理 95 4.7.4 專案管理 96 4.7.4.1 五大流程 96 4.7.4.2 施工時間與獲利時間 97 4.7.5 創新管理 98 4.7.5.1 模組化 98 4.7.5.2 構成技術開發 99 4.7.5.3 虛擬實境模擬技術 99 4.7.5.4 維修與操作資訊系統 100 4.7.6 其他支援性管理系統 100 4.8 本章結論 101 第五章 結果與討論 102 5.1 重要發現 102 5.2 管理意涵 104 5.3 研究限制 104 5.4 未來研究方向 105 附錄 重要學者或文獻對於策略一詞的定義 106 參考文獻 107 | |
| dc.language.iso | zh-TW | |
| dc.title | 台灣地區機電工程服務業之競爭策略分析 | zh_TW |
| dc.title | Competitive Strategy Analysis of Mechanical and Electrical Engineering Industry in Taiwan | en |
| dc.type | Thesis | |
| dc.date.schoolyear | 98-1 | |
| dc.description.degree | 碩士 | |
| dc.contributor.oralexamcommittee | 趙義隆,陳俊忠 | |
| dc.subject.keyword | 競爭策略,機電工程服務業,五力分析,策略地圖,平衡計分卡,跨功能策略執行團隊,結構化與同步化管理流程, | zh_TW |
| dc.subject.keyword | competitive strategy,mechanical and electrical engineering industry,five-force model,strategy map,balanced scorecard (BSC),cross function strategic team operation,structural and concurrent management processes, | en |
| dc.relation.page | 109 | |
| dc.rights.note | 未授權 | |
| dc.date.accepted | 2010-01-11 | |
| dc.contributor.author-college | 管理學院 | zh_TW |
| dc.contributor.author-dept | 國際企業管理組 | zh_TW |
| 顯示於系所單位： | 國際企業管理組 | |
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