合成橡膠廠商之經營策略分析—台橡公司個案研究

Abstract

競爭策略為策略管理學界的重要議題之一。本研究以台橡股份有限公司為個案研究對象，探討台橡兩大事業處– SRD與AMD間之差異所形成的管理議題。本研究在分析上採用五力分析、BCG矩陣、事業競爭策略與關鍵成功因素等模型架構進行相關議題探討。資料收集包含了初級資料與次集資料之蒐集與整理。初級資料為訪談五位台橡高階經理人，包含: CEO與副總級經理人等。次集資料收集包含年報、產業資訊與資料庫統計資料等。藉由多方分析，本個案總結SRD與AMD為兩個相異性高之事業單位，應思考不同的經營策略與管理評核模式。 SRD因產業競爭高與產品同質性高，較接近大宗物資的泛用級市場區隔。AMD則因市場需求為客戶導向，須與客戶共同開發新產品與解決方案，該市場較趨於特用級之利基市場。因此，SRD之競爭策略較偏向成本領導，而AMD則屬於差異化策略導向。經由BCG矩陣分析，SRD之市場較為飽和成長趨緩，而台橡市佔率相對較大，屬於金牛型的事業部門。而AMD之市場正在快速成長，市佔率相對較低，屬於問題事業部門。最後以關鍵成功因素分析歸納，SRD的主要關鍵因素為高效率的製造與低成本的原料價格。而AMD則為研發與創新之能量以支援客戶開發新的解決方案。 在台橡所處的成長轉捩點上，要如何平衡兩事業處間的差異所造成的管理議題，為當前高階經理人之重要課題之一。台橡現有之管理機制，多為符合SRD的泛用級產品需求所規劃之設計。在AMD於2014年對公司營收之貢獻已近40 %，成為公司重要的營收來源的當下，也開始讓兩事業部門管理間的矛盾議題浮上檯面。 藉由分析結果，本研究建議台橡需要重新建構決策權體系，使AMD之決策能夠更被重視。也須重新思考對於兩事業處不同的行銷與銷售型態並設計差異化的獎酬制度，同時重新檢視公司對兩事業處的評核機制的適用性，以提升事業處同仁對公司之向心力與滿意度。台橡現有的機制較不利於AMD之發展，台橡需思考如何轉換其管理機制，使正在成長的AMD為台橡帶來更大的收益與財務績效表現。

Business strategy has been widely discussed in the field of strategic management. This case study introduces emerging issues that TSRC has encountered. The differences between its two business units, synthetic rubber division (SRD) and applied material division (AMD), form interesting phenomena for business research. This case study applies the five-force model, BCG matrix, cost leadership and differentiation, as well as key success factor (KSF) analyses to the discussion of critical management issues. By collecting archival data and conducting five interviews with top management team, including CEO and VPs, this research concludes that SRD and AMD tackle different market segments and need different strategies and performance appraisal systems. SRD is in a commodity-like market, where competition is strong and products are similar. AMD is in a specialty-like market, where market demands are based on customers’ specification, and in many cases, TSRC needs to work with its customer to develop new grade of product. In other words, SRD is closer to a cost leadership strategy, yet AMD is more likely to execute a differentiation strategy. In BCG matrix, SRD is in a market segment of cash cow. AMD is in a question mark market, which is growing faster with less market share. KSF analysis shows that SRD is more competitive because of its resources on manufacture and cost management. However, the customers of AMD require better technical support and are willing to cooperate with TSRC to develop new products and solutions. TSRC is on the edge of transforming its management system to better accommodate the differences between the two divisions. The current management systems are designed for SRD commodity product. AMD is getting more influential on corporate decisions with its contributions to profit and earning. This research suggests that TSRC should redistribute the power systems of decision making, reorganize the reward systems and restructure the evaluation systems of two divisions. TSRC should transform its management to better accommodate new and profitable division in order to keep growing and to be more competitive among rivals.