金屬供應鏈企業基於集中性策略的隱形冠軍戰略研究─以R公司為例

Abstract

自從德國管理大師西蒙提出“隱形冠軍”的概念後，無論是中國大陸地區還是台灣地區的中小企業，都有部份企業在尋求成為細分領域的隱形冠軍。 本文會闡述西蒙關於“隱形冠軍”理論前後30多年來的變化，並結合競爭策略和第二曲線理論，連結隱形冠軍理論與集中性策略、第二曲線策略的關係。在理論運用層面，會結合文獻研究，分析隱形冠軍理論的運營範圍和新時期的變化。 最後，會以R公司為例，分析在過去2012至2022十年間，作為一家從事金屬供應的中小型企業，如何運用集中性策略，走上隱形冠軍的道路。從第一曲線（貿易）走向金屬加工的第二曲線，在這個過程中，主要得益於隱形冠軍理論的哪些關鍵要素。 同時結合當前面臨的新的世界經濟形勢，通過PEST、SWOT分析，如何繼續運用集中型策略，進一步做深行業，從而讓R進一步貼近隱形冠軍之路。也期待基於此，實現再一次的“第二曲線”突破。 通過本文分析，我們提供了隱形冠軍理論的發展趨勢分析，同時將隱形冠軍理論、集中性策略、第二曲線理論做了一些有機結合。為R公司未來的策略選擇提供了切實的理論支援。

Since German management master Hermann Simon introduced the concept of "hidden champions," some small and medium-sized enterprises in both mainland China and Taiwan have been seeking to become hidden champions in their niche markets. This article will explain the changes in Simon's theory of hidden champions over the past 30 years, link the theory to concentration strategy and the second curve theory, and analyze the operating scope and changes of the hidden champions theory in the new era through literature research. Using R company as an example, this article will analyze how this small and medium-sized enterprise engaged in metal supply used a concentration strategy to become a hidden champion over the past decade. By transitioning from the first curve (trade) to the second curve of metal processing, R company benefitted from key elements of the hidden champions theory. Additionally, this article will use PEST and SWOT analyses to explore how R company can continue to use a concentration strategy to deepen its industry involvement and further approach the path of hidden champions, especially given the current new world economic situation. Through this analysis, we provide a development trend analysis of the hidden champions theory and an organic combination of the hidden champions theory, concentration strategy, and the second curve theory. This provides practical theoretical support for R company's future strategic choices.