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| DC 欄位 | 值 | 語言 |
|---|---|---|
| dc.contributor.advisor | 吳學良 | |
| dc.contributor.author | Jie Chen | en |
| dc.contributor.author | 陳潔 | zh_TW |
| dc.date.accessioned | 2021-06-08T04:59:46Z | - |
| dc.date.copyright | 2014-08-01 | |
| dc.date.issued | 2010 | |
| dc.date.submitted | 2010-08-17 | |
| dc.identifier.citation | 中文部分
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| dc.identifier.uri | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/23361 | - |
| dc.description.abstract | The aim of this research is to study how a company can challenge and even replace the market leader by a combination of strategies. In the past, researchers might focus on static point of view to discuss the relationship between company resources, ability or industry characteristics, or the studies would highlight how successful a company is in a single industry. In this research, two companies from different industries were selected as the target of case study, and analysis of competition process of these two companies with the concept of challenger strategies were conducted to examine how the late-comers tried to catch up the leader in their own industries, and to address that success of challenges comes from the active interactions of competition activities, but not just decided by static resources.
This research is based on secondary material (research reports, journal articles, company website and documents, news), and Samsung Electronics Corp. in global mobile phone industry and Nike, Inc. in U.S. athletic footwear industry are discussed. Below are the main conclusions: (1) To challenge the market leader, the product strategy can be set to enter the market in flank segments at the beginning, and the challenger should focus on specific sections on the value chain and may prepare its next stage competition by value chain expansion or alliance. (2) The selected challenger strategies relate to the characteristics of industry and the key complementary assets each company owns in the industry. In this study, the two companies from different industries have similarity that they both focus on technology, product development, market need, marketing and branding. (3) To analysis competition activities by challenger strategy, we can firstly divide them into product strategies and value chain activities, and we should keep in mind the possibility of mixture of strategies in a limited time span. | en |
| dc.description.provenance | Made available in DSpace on 2021-06-08T04:59:46Z (GMT). No. of bitstreams: 1 ntu-99-R97724082-1.pdf: 722346 bytes, checksum: c55567c41018e3ee38396934b6597717 (MD5) Previous issue date: 2010 | en |
| dc.description.tableofcontents | 口試委員會審定書 I
論文摘要 II Abstract III 目錄 IV 圖目錄 V 表目錄 VI 第一章 緒論 - 1 - 1-1 研究動機與背景 - 1 - 1-2 研究問題與目的 - 2 - 1-3 論文架構 - 3 - 第二章 文獻探討 - 4 - 2-1 市場領導地位與先行者優勢 - 4 - 2-2 如何邁向市場領導地位 - 6 - 2-3 競爭活動與對手的反應 - 9 - 2-4 文獻探討與本研究期望 - 10 - 第三章 研究方法 - 12 - 3-1 個案研究法 - 12 - 3-2 研究流程 - 15 - 第四章 個案-手機產業與韓國三星 - 16 - 4-1 個案公司簡介 - 16 - 4-2 手機產業與三星 - 17 - 4-3 三星的競爭活動 - 24 - 第五章 個案- Nike的崛起 - 35 - 5-1 個案公司簡介 - 35 - 5-2 美國運動鞋產業與Nike - 35 - 5-3 Nike的競爭活動 - 38 - 第六章 研究結果與建議 - 49 - 6-1 研究發現與結論 - 49 - 6-2 研究限制與建議 - 52 - 參考文獻 - 53 - | |
| dc.language.iso | zh-TW | |
| dc.subject | Nike | zh_TW |
| dc.subject | 市場領導者 | zh_TW |
| dc.subject | 挑戰者 | zh_TW |
| dc.subject | 三星電子 | zh_TW |
| dc.subject | market challenger | en |
| dc.subject | market leader | en |
| dc.subject | Nike | en |
| dc.subject | Samsung Electronics | en |
| dc.title | 挑戰市場領導者策略之個案研究-以三星電子與Nike為例 | zh_TW |
| dc.title | Market Challenger Strategy-Case Study of Samsung Electronics and Nike | en |
| dc.type | Thesis | |
| dc.date.schoolyear | 98-2 | |
| dc.description.degree | 碩士 | |
| dc.contributor.oralexamcommittee | 許煙明,荷世平,許耀文 | |
| dc.subject.keyword | 市場領導者,挑戰者,三星電子,Nike, | zh_TW |
| dc.subject.keyword | market leader,market challenger,Samsung Electronics,Nike, | en |
| dc.relation.page | 61 | |
| dc.rights.note | 未授權 | |
| dc.date.accepted | 2010-08-18 | |
| dc.contributor.author-college | 管理學院 | zh_TW |
| dc.contributor.author-dept | 國際企業學研究所 | zh_TW |
| 顯示於系所單位： | 國際企業學系 | |
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