請用此 Handle URI 來引用此文件:
http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/26813
完整後設資料紀錄
DC 欄位 | 值 | 語言 |
---|---|---|
dc.contributor.advisor | 吳青松(Ching-Sung Wu) | |
dc.contributor.author | Chih-Yu Hsu | en |
dc.contributor.author | 許芝瑜 | zh_TW |
dc.date.accessioned | 2021-06-08T07:26:56Z | - |
dc.date.copyright | 2008-07-14 | |
dc.date.issued | 2008 | |
dc.date.submitted | 2008-07-11 | |
dc.identifier.citation | 一、中文部份
1.司徒達賢(民90),策略管理新論:觀念架構與分析方法,台北:智勝。 2.余朝權(民77),「如何擬定制勝的競爭策略」,突破雜誌,民國77年6月。 3.余朝權(民78),「新時代的競爭策略」,企業經理月刊,民國78年7月,。 4.吳建國(民90),「信任本位與競爭優勢關係之研究」,企銀季刊,第24卷,第4期,民國90年4月。 5.李芳齡編譯(民90),哈佛商業評論精選:企業策略,台北:天下文化。 6.周旭華編譯(民89),哈佛商業評論精選:變革,台北:天下文化。 7.林進南(民97),證券投資信託業基本資料,民國97年3月,台灣經濟研究院產經資料庫。 8.邱志聖(民90),策略行銷分析:架構與實務運用,台北:智勝。 9.胡佳文(民90),「企業順勢而為的競爭策略」,管理雜誌,民國90年2 月。 10.高登第編譯(民89),哈佛商業評論精選:成長策略,台北:天下文化。 11.張麗娟(民84),「銀行業策略群組對組織結構與創新競爭策略之研究」,台北銀行月刊,第26卷,民國84年6月。 12.郭震坤(民88),「金融服務業國際競爭策略分析架構」,產業管理學報,第1卷,民國88年6月。 13.郭禮瑜(民90),「台灣地區銀行業策略群組與經營績效之研究」,國立政治大學國際貿易學系碩士論文。 14.陳世哲(民88),「競爭策略、人力資源管理系統與組織績效之研究」,亞太管理評論,第4卷,民國88年12月,頁413-429。 15.陳衍潔(民97),證券投資信託業景氣動態報告,台灣經濟研究院產經資料庫,民國96年8月。 16.陳振遠(民87),「金融環境變遷下之銀行競爭策略」,台北銀行月刊,第28卷,民國87年1月,頁02-12。 17.彭若青、游育蓁(民89),「善用網路再造企業競爭優勢」,管理雜誌,民國89年4月,頁78-83。 18.曾國安(民88),「企業環境、競爭策略與經營績效關聯性之研究」,中華管理評論,第2卷,民國88年7月。 19.湯明哲(民92),策略精論,台北:天下文化。 20.湯玲郎、蘇威豪(民91),「企業環境、競爭策略與品管資訊對經營績效之影響」,輔仁管理評論,第9卷,第1期,民國91年3月,頁1-26。 21.楊修正(民85),「金融機構競爭行為與績效之研究」,國立中央大學企業管理研究所碩士論文。 22.榮泰生(民84),策略管理學,台北:華泰。 23.盧文聰、吳素環(民87),「以整合性資訊系統強化企業競爭優勢之基本認識」,會計研究月刊,民國87年6月,頁89-92。 24.應小端編譯(民91),哈佛商業評論精選:創新,台北:天下文化。 25.謝登隆(73),個體經濟理論及應用,台北:華泰書局。 26.謝碧芳(民91),「英華投信策略發展之研究」,國立政治大學經營管理學程碩士論文。 二、英文部份 1. Anderson, P. (1983), “Decision Making by Objection and the Cuban Missile Crisis,” Administrative Science Quartely, Vol.28, pp.201-222. 2. Andrews, K. R. (1971), The Concept of Corporate Strategy, Dow Jones, Irwin. 3. Arthur, A. T., Jr. and A.J. Strickland III (2001), Strategic Management: Concepts and Cases, 12th ed., McGraw-Hill, New York. 4. Bain, J.E. (1956), Barriers to New Competition, Harvard University Press, Cambridge. 5. Bamberger, I. (1989), “Developing Competitive Advantage in Small and Medium Size Firms,” Long Range Planning, Vol. 22(5), pp.80-88. 6. Banery, J.B. (1991), “Firm Resources and Sustained Competitive Advantage,” Journal of Management, Vol. 17(1), pp.99-120. 7. Berry, L.L., K. Seiders, and D. Grewal (2002), “Understanding Service Convenience,” Journal of Marketing, Vol. 66(3), pp.1-17. 8. Brown, R. (2001), “How We Build A Strong Company in a Weak Industry,” Harvard Business Review, Vol. 79(2), pp.51-57. 9. Chandler, A.D.(1962), Strategy and Structure: Chapter in the History of American Industrial Enterprise, M.I.T. Press, Cambridge. 10. Churchill, N.C. and J.W. Mullins (2001), “How Fast can Your Company Afford to Growth,” Harvard Business Review, Vol. 79(5), pp.135-143. 11. Collis, D. J. and C. A. Montgomery (1995), “Competing on Resources Strategy in the 1990s,”Harvard Business Review, pp.118-128. 12. Gittell, J. H. (2001), “Investing in Relationship,” Harvard Business Review, Vol. 79(6), pp.28-30. 13. Grant, R.M.(1991),Contemporary Strategic Analysis, Blackwell, Cambridge, Mass.. 14. Grewal, R. and P. Tansuhaj (2001), “Building Organizational Capabilities for Managing Economic Crisis: The Role of Market Orientation and Strategic Flexibility,” Journal of Marketing, Vol. 65(2), pp.67-80. 15. Hall, Richard (1992), “The Strategic Analysis of Intangible Resources,” Strategic Management Journal, Vol.13, pp.135-144. 16. Hamel, G. (2000), Leading the Revolution, Harvard Business School Press, Cambridge. 17. Hammer, M. and G. E. Mangurian (1987), “The Changing Value of Communication Technology,” Sloan Management Review, Vol. 28(2), pp.65-71. 18. Hill, C.W.L. and G.R. Jones (1998), Strategic Management: An Integrated Approach, Fourth ed., Houghton Mifflin, Boston. 19. Hofer, C.W. and D.E. Schendel (1978), Strategy Formulation: Analytical Concepts, West, St. Paul, MN 20. Hoillday, K.Karen(1992), Marketing Mutual Funds to Mature Customers, Banking Management, Dec 1992, pp42-49 21. Miles, R.E. and C.C. Snow (1978), Organizational Strategy, Structure, and Process, McGraw-Hill, New York. 22. Mintzberg, H. (1990), “The Design School: Reconsidering the basic premises of strategic management,” Strategic Management Journal, Vol.11(3), pp.175-195. 23. Osborne, J. D. and Charles I. S. (2001) “Strategic Groups and Competitive Enactment: A Study of Dynamic Relationships between Mental Models and Performance,” Strategic Management Journal, Vol. 22(5), pp.435-454. 24. Porter, M.E. (2001), “Strategy and the Internet,” Harvard Business Review, Vol. 79(3), pp.62-78. 25. Porter, M.E.(1980), Competitive Strategy: Techniques for Analyzing Industries and Competitors, The Free Press, Macmillan. New York. 26. Porter, M.E.(1985), Competitive Advantage: Creating and Sustaining Superior Performance, The Free Press, Macmillan. New York. 27. Prahalad, C.K. and G. Hamel (1990), “The Core Competence of the Corporation,” Harvard Business Review, May-June, pp.79-91. 28. Roberts, P. W. and G. R. Dowling (2002), “Corporate Reputation and Sustained Superior Financial Performance,” Strategic Management Journal, Vol. 23(12), pp.1077-1093. | |
dc.identifier.uri | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/26813 | - |
dc.description.abstract | 本研究針對台灣地區之投信公司為研究對象,以價值鏈模型、五力分析、關鍵成功因素以及鑽石模型,並配合投信業的特性,分析我國投信產業競爭形態。運用次級資料分析法、專家訪談法等完成本研究之結論。
我國投信業以價值鏈模型分析結果,四項價值活動分別為:了解市場需要、基金產品形成、行銷基金產品與客戶服務等。此四項價值活動最主要建立在公司的行銷活動、資產管理與客戶服務。公司基礎建設、人力資源管理、研究發展活動、內部控制與風險管理則形成支援活動。 本研究五力分析的結果,可以了解目前投信業的競爭形態為:中度進入障礙、同業競爭激烈、替代品威脅不大、購買者議價力低、供應商有中等議價能力。 分析我國投信業關鍵成功因素,本研究歸納基金績效表現、良好的企業品牌形象、完整的銷售通路、完整的產品線及完善的客戶服務。 以鑽石模型分析我國投信業,國內網路基礎建設發達,金融與資訊人才尚稱充足,再加上國內發達的投資風氣,投信業相關支援產業完整。近來集團化的結構越來越盛行,實施資源共享之下可達到最大效益。但也帶來更激烈的競爭,如何顯示本身金融集團的品牌特色將成為最大的課題。 | zh_TW |
dc.description.abstract | The purpose of this thesis is to examine the competition environment of the securities investment trust industry in Taiwan, with analytical techniques such as value chain, five forces, key success factors and diamond models. We have collected secondary information and conducted interviews with senior managers of the industry to accomplish the thesis.
With value chain model, we have identified four value activities and they are: (1) understanding the market demands; (2) formation of fund products; (3) marketing fund products; and (4) customer services. These four value activities are established on the corporation marketing activities, asset management activities and customer services. Infrastructure, human resources management activities, research and development activities, internal control, internal audit and risk management have become the supporting activities of the securities investment trust industry. The results of five forces analysis on the industry are as follow: (1) the level of entrance barriers is medium, (2) competition within the industry is fierce; (3) the threats of substitution are low; (4) buyers’ bargaining powers are weak; and (5) suppliers have medium bargaining powers. The key success factors of the securities investment trust industry are: (1) overall performance of subordinate funds; (2) great enterprise branding and reputation; (3) integrated marketing channel; and (4) complete product lines and comprehensive customer services. Our analysis of the industry using diamond model shows that the industry is equipped with a well-developed infrastructure of information communication technology, supported by sufficient amount of competent professionals from both financial and IT industries, under a rising investment atmosphere, and strongly linked with other supporting industries. In recent days, the aggregative trends of the industry indicate a continual growth trend and greater competition among the industry. The most important of all is to reveal strong brand image of the group to all investors. | en |
dc.description.provenance | Made available in DSpace on 2021-06-08T07:26:56Z (GMT). No. of bitstreams: 1 ntu-97-R95724030-1.pdf: 607453 bytes, checksum: 273eaeb34b97d994df8f9302eb42becf (MD5) Previous issue date: 2008 | en |
dc.description.tableofcontents | 目錄
目錄 III 圖目錄 IV 表目錄 V 第一章 緒論 1 1.1 研究背景及動機 1 1.2 研究目的 1 1.3 研究方法與研究限制 2 第二章 文獻回顧 5 2.1 價值鏈模型 5 2.2 Porter 五力分析 6 2.3 關鍵成功因素 8 2.4 Porter 鑽石模型 11 第三章 證券投資信託事業產業分析 14 3.1 台灣投信業發展歷程 14 3.2 台灣投信業發展現況 16 3.3 全球投信業發展現況 20 3.4 台灣投信業未來發展趨勢 24 第四章 台灣證券投資信託事業競爭力研究 26 4.1 台灣投信業價值鏈 26 4.2 台灣投信業五力分析 32 4.3 台灣投信業關鍵成功因素 39 4.4 台灣投信業產業優勢分析(鑽石分析) 40 第五章 結論與建議 45 5.1 研究結論 45 5.2 研究建議 47 5.3 後續研究建議 49 參考文獻 50 附錄 54 | |
dc.language.iso | zh-TW | |
dc.title | 台灣證券投資信託事業之競爭策略 | zh_TW |
dc.title | The Competitive Strategies of Securities Investment Trust Industry in Taiwan | en |
dc.type | Thesis | |
dc.date.schoolyear | 96-2 | |
dc.description.degree | 碩士 | |
dc.contributor.oralexamcommittee | 林俊昇,陳俊忠 | |
dc.subject.keyword | 五力分析,競爭優勢,競爭策略,關鍵成功因素,價值鏈,鑽石模型, | zh_TW |
dc.subject.keyword | five forces,competitive advantage,key success factors,value chain,diamond model, | en |
dc.relation.page | 58 | |
dc.rights.note | 未授權 | |
dc.date.accepted | 2008-07-11 | |
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 |
文件中的檔案:
檔案 | 大小 | 格式 | |
---|---|---|---|
ntu-97-1.pdf 目前未授權公開取用 | 593.22 kB | Adobe PDF |
系統中的文件,除了特別指名其著作權條款之外,均受到著作權保護,並且保留所有的權利。