台灣大型管理顧問產業之未來經營策略分析

Abstract

最早的管理顧問公司於1880年代晚期成立。此後，即便環境和產業階經歷許多變動，管理顧問公司所採用的核心商業模式並沒有太大的轉變。然而，近期科技的快速進展大幅衝擊了傳統管理產業的架構，同時也帶動持續的成長和創新。台灣顧問業的架構近似全球管理顧問產業的縮小版。因此，台灣管理顧問業的研究結果亦可作為全球產業發展的參考基礎。本研究會整了產業報告、官方資料和顧問公司的相關資料，並使用波特五力模型的分析結果建立管理顧問業(特別是大型管理顧問公司)未來市場策略。 這些跨國大型企業的性質和公司架構與其他產業有明顯的差異，因此其市場策略非常值得深入研究。本文之研究結果點出台灣大型管理顧問公司五個潛在的成長契機，分別為併購策略、善用過去資訊科技和製造業的管理顧問經驗、為中小企業市場需求調整營運模式、推動產業升級、培養全球佈局所需之人才。

The earliest management consulting companies were formed in the late 1880s, and the core business model used by consulting firms has changed little since then, despite the many environmental and industrial changes that have occurred during this time. However, recent advances in ICT technology have brought disruptions to the traditional consulting industry, driving continued growth and innovations. The consulting industry in Taiwan is very much a shrunk-to-size model of the global consulting industry, and therefore a study of the consulting industry in Taiwan can also serve as a reference for a global scale. This study compiled data from industry reports, government sources, and consulting firms, and used Porter’s Five Forces Model to formulate future market strategies for the consulting industry, focusing specifically on big consulting firms in Taiwan. The partnership/affiliate structure of these multinational firms are worthy of study as it differs greatly from other industries. The results of this study pinpointed five potential growth opportunities for the big consulting industry in Taiwan, namely pursue acquisition strategies, utilize consulting expertise in the IT and manufacturing sectors, facilitate adjustments for the underserved SME market, drive industry enhancement, and cultivate talent for global deployment.