機械業廠商於東南亞市場之競爭策略研究 — 以A公司為例

Abstract

臺灣的工具機產業曾經歷過輝煌年代後邁入新平庸經濟，全球消費成長趨緩導致製造業衰退，工具機的需求量減少導致出口值大幅減少外，中階機種面臨日圓貶值，使得日商廠商機器的價格接近臺灣價位，危及工具機廠商訂單並壓縮廠商銷售價格；低階機種受中國大陸以低價策略雙重壓力下，臺灣工具機產業該如何突破重圍？ 本研究探討臺灣在全球工具機市場中扮演的角色和其競爭優勢與劣勢，並依其製訂策略，思考如何提升或加強臺灣工具機的競爭力，藉此才能在市場中站穩腳步。本研究以A公司為研究標的，以個案研究法進行實證研究，經由其於東南亞之擴展，來探討其競爭策略。藉由五力分析、SWOT分析、Porter三大基本策略分析及競合策略分析，得到以下三項結論： 一、對於基本策略對於台商機械產業在東南亞發展的重要性及影響 1.正確基本策略制定，對於台商立足東南亞市場立足的重要性 2.基本策略必須依市場的演變而調整，與時俱進，故步自封，停滯退場 3.基本策略的取捨，必須果斷決定 二、競合策略對於東南亞機械產業經營重要性及影響 1.競合策略有助於企業策略分析 2.必須分析競合失敗造成的影響及風險 3.競合策略價值網裡，必須差異化公司產品或服務，才有基礎爭取合作 本研究更進一步提出了A公司相關的競合策略，為預計成為國際工業商社或已是跨國集團提供寶貴的管理意涵。

Taiwan's machine tool industry once had a glorious era, but later entered a period of mediocre economy. The slowdown in global consumption growth has also led to a decline in the growth and decline of the manufacturing industry, and the reduction in the demand for machine tools has also led to a significant reduction in export output value. In addition, the middle-class models are also faced with the depreciation of the yen, which makes the price of Japanese manufacturers' machines close to the prices of Taiwanese machines, jeopardizing the orders of Taiwanese machine tool manufacturers, and compressing the sales prices of Taiwanese manufacturers; and Low-tier models are affected by the low-price strategy of mainland China. Therefore, under this dual pressure, how should Taiwan's machine tool industry break through the siege? This research is to explore the role that Taiwan should play in the global machine tool market and the advantages and disadvantages of competition, and formulate strategies accordingly, and think about how to enhance or strengthen the competitiveness of Taiwan's machine tool industry. In order to gain a firm foothold in the industry. This research is aimed at Company A, conducts empirical research with case study method, and explores its competitive strategy through the company's expansion in Southeast Asia. Through Porter five forces analysis, SWOT analysis and Porter's three basic strategy analysis and co-opetition strategy analysis, the following three conclusions are obtained: 1. The importance and impact of basic strategies on the development of Taiwanese businessmen's machinery industry in Southeast Asia: 1-1. The formulation of the correct basic strategy is very important for Taiwanese businessmen to establish themselves in the Southeast Asian market. 1-2. The basic strategy must be adjusted according to the evolution of the market. It must be able to keep pace with the times. 1-3. The choice of basic strategies must be decided decisively. 2. The importance and impact of the 'competition and cooperation' strategy on the operation of the Southeast Asian machinery industry. 2-1. 'Competition and cooperation' strategy is helpful for the analysis of enterprise strategy. 2-2. To be able to understand the impact and risk of failure of 'co-opetition'. 2-3. In the value network of the 'competition and cooperation' strategy, companies must have differentiated products or services in order to obtain the basis for cooperation. This study further proposes the co-opetition strategy of Company A, which provides valuable management implications for the future to become an international industrial company or an already multinational group.