請用此 Handle URI 來引用此文件:
http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/59130
完整後設資料紀錄
DC 欄位 | 值 | 語言 |
---|---|---|
dc.contributor.advisor | 郭瑞祥(Ruey-Shan Guo),陳忠仁(Chung-Jen Chen) | |
dc.contributor.author | Yi-Yin Wu | en |
dc.contributor.author | 吳易穎 | zh_TW |
dc.date.accessioned | 2021-06-16T09:16:28Z | - |
dc.date.available | 2020-07-27 | |
dc.date.copyright | 2017-07-27 | |
dc.date.issued | 2017 | |
dc.date.submitted | 2017-07-13 | |
dc.identifier.citation | 英文文獻
1. Bain, J. S. (1951). Relation of profit rate to industry concentration: American manufacturing, 1936–1940. The Quarterly Journal of Economics, 65(3), 293-324. 2. Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of management, 17(1), 99-120. 3. Barney, J. B., & Hesterly, W. S. (2010). VRIO Framework. In Strategic Management and Competitive Advantage (pp. 68–86). New Jersey: Pearson. 4. Coase, R. H. (1937). The nature of the firm. economica, 4(16), 386-405. 5. Collins, C. J., Hanges, P., & Locke, E. A. (2004). The relationship of need for achievement to entrepreneurship: A meta-analysis. Human Performance, 17, 95–117. 6. Daniel Roberts,Analee Kasudia (2015). This chart shows how far Adidas has fallen in footwear. Retrieved from http://fortune.com/2015/06/05/adidas-footwear-fall/ 7. Domowitz, I., Hubbard, R. G., & Petersen, B. C. (1986). Business cycles and the relationship between concentration and price-cost margins. The RAND Journal of Economics, 1-17. 8. Dyer, J. H., & Chu, W. (2003). The role of trustworthiness in reducing transaction costs and improving performance: Empirical evidence from the United States, Japan, and Korea. Organization science, 14(1), 57-68. 9. Grant, R. M. (2016). Contemporary strategy analysis: Text and cases edition. John Wiley & Sons. 10. Knoema. (n.d.). China gdp growth forecast 2015-2020 and up to 2060 data and charts. Retrieved April 5, 2017 from https://knoema.com/ 11. McClelland, D. (1961). The achieving society. Princeton, NJ: Van Nostrand. 12. Melicher, R. W., Rush, D. F., & Winn, D. N. (1976). Degree of industry concentration and market risk-return performance. Journal of Financial and Quantitative Analysis, 627-635. 13. Mount, M. K., & Barrick, M. R. (1995). The Big Five personality dimensions: Implications for research and practice in human resources management. In G. R. Ferris (Ed.), Research in personnel and humanresources management (Vol. 13, pp. 153–200). Greenwich, CT: JAIPress. 14. Pan, Y., & David, K. T. (2000). The hierarchical model of market entry modes. Journal of international business studies, 31(4), 535-554. 15. Shane, S., & Venkataraman, S. (2000). The promise of entrepreneurship as a field of research. Academy of Management Review, 25, 217–226. 16. Stewart, W. H., & Roth, P. L. (2004b, August). A meta-analysis ofachievement motivation and ES. Paper presented at the Academy ofManagement annual meeting, New Orleans, LA. 17. The Economist Corporate Network.(2016) CHINA GETS ITS GAME ON: The emerging power of China’s sports and finess industry. Retrieved from https://www.corporatenetwork.com/media/1637/china-gets-its-game-on-201701.pdf 18. Timmons, J. A., & Spinelli, S. (1999). New venture creation: Entrepreneurship for the 21st century. 19. Wiklund, J., & Shepherd, D. (2003). Knowledge‐based resources, entrepreneurial orientation, and the performance of small and medium‐sized businesses. Strategic management journal, 24(13), 1307-1314. 20. Zhao, H., & Seibert, S. E. (2006). The big five personality dimensions and entrepreneurial status: a meta-analytical review. 中文文獻 1. 安踏體育用品有限公司(2007-2016)。年報。安踏體育用品有限公司投資者關係部。 2. 劉恆逸(2009)。現代策略管理。臺北市:華泰。 3. 唐一 (2017)。「17歲白手起家,安踏老闆丁世忠靠一雙鞋跑出千億帝國」。創業第一步網。取自http://www.cyone.com.cn/Article/Article_41669.html 4. MBA智庫百科(2013)。行業集中度指數。取自http://wiki.mbalib.com/zh-tw/ 5. 互動百科(2015)。安踏。取自http://www.baike.com/wiki/%E5%AE%89%E8%B8%8F 6. 百度百科(2017)。安踏。取自http://baike.baidu.com/link?url=W3FaBzTcxPM9uqI1_wzn4Gs8RUyEhTbjU9VtsCtU7gML-gIXtbGQytmmkGeQro0OtFCPhP0B-CU2qDwuwnT5MHv1_wXaky_51rPGyAuDZgy 7. 鞠興海(2016)。中國運動鞋服分銷市場:千億市場,兩大龍頭。取自http://www.xcf.cn/tt2/201612/t20161226_778710.htm 8. 徐雯(2014)。丁世忠:安踏就做大眾市場 學耐克會完蛋。取自http://finance.sina.com.cn/zl/china/20140813/153920000125.shtml | |
dc.identifier.uri | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/59130 | - |
dc.description.abstract | 中國自改革開放以來,經濟快速成長,個人消費支出也伴隨GDP以驚人的速度增加。但是近年來,隨著中國經濟成長速度趨緩,消費品市場的成長也隨之降溫,不過這些成長趨緩的消費品中並不包括運動用品。運動用品的消費金額近年來一枝獨秀,領先群雄,繼續成長。全球知名知名運動品牌如:耐克、阿迪達斯等公司早早插旗中國市場,近幾年營業額仍持續成長。在一眾列強環伺之下,中國國產運動品牌安踏體育用品有限公司在近20年的激烈競爭中,靠著與眾不同的策略、鎖定大眾市場,成功脫穎而出,成為中國第一的國產運動品牌,2016年營業額達133億人民幣。
本文以個案研究法探討安踏體育用品有限公司,以安踏各個時期的發展策略及經營成效將公司的成長區分為三個時期:創立初期(1994~1999)、快速發展期(2000~2008)、擴張期(2009~)。首先利用Timmons & Spinelli(2003)的創業模型,分析安踏創辦人是如何成功創業,進而分析安踏在各個時期的資源與能力,並了解安踏是如何運用其既有資源、發展不足的能力以因應各個時期中國市場環境的變化,以做出適配產業關鍵成功因素之策略,並維持其競爭優勢。此外,安踏開創出有別於競爭者的全產業鏈營運模式,並且採用零售導向策略成功突破市場困境,因此本研究進一步分析安踏與競爭對手因策略的不同,在財務面所收到的成效。最後本研究針對中國運動用品市場現況及趨勢,結合安踏的競爭優勢,給予未來持續成長的建議。 | zh_TW |
dc.description.abstract | After the initiation of the Open Door policy and economic reform, China’s economy grew rapidly. Along with GDP, personal consumption expenditure had also experienced an exponential increase. However, in recent years, with China's economic growth slowing down, the growth rate of the consumer goods market has begun to decline. Yet, while most consumer goods are experiencing slow growth, sporting goods, such as subsectors of sportswear, fitness and athletic training, and sports events, are still on the rise. Well-known global sports brands, such as: Nike, Adidas, and other companies, entered the Chinese market several years ago, and their revenue has continued to grow in recent years. In such a competitive environment, ANTA Sports Products Ltd. successfully stand out as China's biggest domestic sports brand in the past twenty years. ANTA relies on strategies that are different from its competitors and targets the China mass-market to enhance its competitiveness. In 2016, ANTA Sports has generated a revenue of 13.35 billion yuan.
This study aimed to analyze ANTA Sports Products Ltd. using a case study approach and identified ANTA’s strategies and operating results under various time periods: early stage (1994~1999), rapid development period (2000~2008), and expansion period (2009~). Using Timmons & Spinelli (2003) entrepreneurial model, the study first analyzed how the founder of ANTA successfully started its business. Then, the study proceeded to analyze how ANTA adjusted its core resources and capabilities to maintain its competitive advantage and how ANTA responded to the changing external business environment in different stages. Thirdly, since ANTA created a model of whole industry chain that is different from its competitors and had adopted a retail-oriented strategy to successfully break through the market dilemma, the study further analyzed the effectiveness of ANTA and its competitors in terms of their strategies. Finally, this study considered the current situation and future trend of China's sporting goods market along with Anta's competitive advantages, and presented a proposal regarding sustainable growth in the future. | en |
dc.description.provenance | Made available in DSpace on 2021-06-16T09:16:28Z (GMT). No. of bitstreams: 1 ntu-106-R04741065-1.pdf: 3742006 bytes, checksum: 3f90a0c5923e20ced15b15ffc58acbd1 (MD5) Previous issue date: 2017 | en |
dc.description.tableofcontents | 摘要 I
ABSTRACT II 目錄 I 表目錄 III 圖目錄 V 第一章 緒論 1 第一節 研究背景與動機 1 第二節 研究目的 2 第三節 研究方法與研究流程 2 第四節 研究架構 3 第二章 文獻回顧 5 第一節 產業結構及產業集中度 5 第二節 垂直整合與廠商範疇/虛擬企業 7 第三節 市場進入策略 12 第四節 創業機會、團隊與資源 15 第五節 資源與能力分析 18 第三章 運動用品產業及環境分析 22 第一節 運動用品產業介紹 22 第二節 中國運動用品市場趨勢分析 28 第三節 中國運動用品產業五力分析 42 第四節 美國運動用品產業現況 54 第五節 競爭者介紹 57 第六節 競爭分析 63 第四章 個案研究 80 第一節 個案公司介紹 80 第二節 資源及能力 90 第三節 公司經營策略 103 第五章 結論與建議 114 第一節 安踏三階段成長策略 114 第二節 管理意涵與未來建議 120 第六章 參考文獻 123 | |
dc.language.iso | zh-TW | |
dc.title | 中國運動用品產業之經營成長策略探討:以安踏為例 | zh_TW |
dc.title | Analysis of Growth Management Strategy in the China sporting goods industry: the case of Anta | en |
dc.type | Thesis | |
dc.date.schoolyear | 105-2 | |
dc.description.degree | 碩士 | |
dc.contributor.oralexamcommittee | 林博文,林雅惠 | |
dc.subject.keyword | 運動用品,產業分析,安踏,成長經營策略,資源與能力分析,輕資產營運模式,全產業鏈營運模式, | zh_TW |
dc.subject.keyword | China Sports Market,Industry Anlysis,ANTA Sports Products Ltd.,Growth strategy,Resource and Capability Analysis,Asset-light models,Asset-heavy models, | en |
dc.relation.page | 126 | |
dc.identifier.doi | 10.6342/NTU201701537 | |
dc.rights.note | 有償授權 | |
dc.date.accepted | 2017-07-14 | |
dc.contributor.author-college | 管理學院 | zh_TW |
dc.contributor.author-dept | 商學研究所 | zh_TW |
顯示於系所單位: | 商學研究所 |
文件中的檔案:
檔案 | 大小 | 格式 | |
---|---|---|---|
ntu-106-1.pdf 目前未授權公開取用 | 3.65 MB | Adobe PDF |
系統中的文件,除了特別指名其著作權條款之外,均受到著作權保護,並且保留所有的權利。