機車產業之經營策略：以S公司為例之個案研究

Abstract

台灣的機車產業是具備完整之研發、開發、製造、內外銷之火車頭產業。三陽電機廠於1954年成立，1961年與本田(Honda)合作，成為我國第一家機車生產廠商。 1979至1999年間三陽工業是台灣內銷機車市場第一之車廠，2000後與光陽工業及台灣山葉形成三強鼎立之競爭生態。 2014年三陽工業經營團隊換新，當年之市占率更是創業以來最差之成績僅15.8%。2015年睿能創意(Gogoro)更以全新的電動車交換電池之創新模式進入台灣機車市場，台灣內銷之機車市場競爭可見一般。 本文將探討三陽工業工業如何從谷底翻身，透過「策略布局」（簡稱Strategy）、「組織協同」（簡稱Organization）、「興業領導」（簡稱People）與「文化形塑」（簡稱Culture），C-SOP做改革推進，進而重獲消費者之喜愛，最終反應至市占率之成長。 三陽工業在全世界市占率還有99%的成長空間，2014至2020六年間的浴火重生後，將繼續完成第三個三年計畫，電動車之布局、外銷市場、海外生產據點之經營，後續將持續創造顧客最大價值、整合公司資源之整合分配，達到台灣的三陽、世界的SYM夢想。

Motorcycle industry in Taiwan is a leading industry which is including R D, manufacturing and worldwide sales. Sanyang Motor(SYM) is established from an Electric Machinery Plant in 1954. Cooperating with Honda Motor in 1961, meanwhile it was the first motorcycle manufacturing company in Taiwan. From 1979 to 1999, SYM was the number one motorcycle manufacturer in Taiwan's domestic market. After 2000, SYM, Kwang Yang Motor, and Taiwan Yamaha became the Big Three in Taiwan motorcycle market. The management team of SYM was reorganized in 2014. The market share of SYM drop to 15.8% which is the lowest record since 1961. The next year, 2015, Gogoro entered Taiwan market with battery-swap business mode for electric scooter. This innovative mode brings revolution and competition for Taiwan motorcycle industry. This paper will use C-SOP method (Strategy, Organization, People, Culture) to review how the products of SYM was favored by customers and increase the market share SYM has great potential to get more market share in worldwide motorcycle market. After reformation in the past 6 year, 2014~2020, it will continue to accomplish the third three-year plan, including electric motor development, expending oversea market and oversea plant. SYM will continually expand global market through creating customer values and resource integration to gain the worldwide famous brand reputation.