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  1. NTU Theses and Dissertations Repository
  2. 進修推廣部
  3. 生物科技管理碩士在職學位學程
請用此 Handle URI 來引用此文件: http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/57039
完整後設資料紀錄
DC 欄位值語言
dc.contributor.advisor黃恆獎(Heng-Chiang Huang)
dc.contributor.authorChun-Shen Chiuen
dc.contributor.author邱俊盛zh_TW
dc.date.accessioned2021-06-16T06:33:28Z-
dc.date.available2025-07-22
dc.date.copyright2020-08-04
dc.date.issued2020
dc.date.submitted2020-07-22
dc.identifier.citation一. 中文文獻
1. 方至民(2006)。策略管理-建立企業永續競爭力。新北市:前程文化事業有限公司。
2. 方世榮(譯)(1998)。行銷管理學:分析,計劃,執行與控制。台北:東華書局。(Kotler, P. [1997]. Marketing management: Analysis, planning, implementation, control (9th ed.). Upper Saddle River, NJ: Prentice Hall.)
3. 古煥球(2011)。多用途的氣體-氦氣。科學月刊第496期。
4. 李爾芳(2020)。MRI加速造影技術之產業應用現況與趨勢。產業技術評析,工研院產科國際所。
5. 吳璟錩(2006)。企業持續性競爭優勢構面-以台灣自有品牌企業為例。中華管理評論國際學報。9(2),1-34。
6. 吳思華(1984)。產業特質與企業經營策略關係之研究。博士論文,國立政治大學企業管理研究所,台北。
7. 吳思華(1998)。產業政策與企業策略:台灣地區產業發展歷程。中國經濟企業研究所,台北。
8. 周旭華(譯)(1998)。競爭策略–產業環境及競爭者分析。天下遠見出版股份有限公司。(Michael E. Porter [1997]. Competitive Strategy-Techniques for Analysis Industries and Competitors)
9. 戴秀珊(2013)。以行銷4P與設計三層次理論進行群眾募資案例之研究。碩士論文,高雄應用科技大學,高雄。
10. 歐陽晉佑(2012)。以PEST模型分析越南吸引外來投資之因素-以台商為例。碩士論文,中山大學,高雄。
11. 臺灣智庫股份有限公司(譯)(1995)。競爭大未來。(Hamel, G., Prahalad, C. K. [1995] Competing for the Future)
12. 謝文雀(譯)(2014)。行銷管理[亞洲觀點] 6版。(Kotler, P., Keller, K. L., Ang, S. H., Tan, C. T., Leong, S. M. [2014]. Marketing management: an Asian perspective. Pearson.)
二. 英文文獻
1. Nath, B. B.(2012). The Story of Helium and the Birth of Astrophysics. New York, New York: Springer.
2. Jong Chul Ye(2019).Compressed sensing MRI:A review from signal processing perspective. BMC Biomedical Engineering,8. doi: 10.1186/s42490-019-0006-z
3. Campbell, A. and S. Yeung (1991). Creating a Sense of Mission. Long Range Planning, 24(4), 10-20.
4. C.T, Haig (1868). Account of spectroscopic observations of the eclipse of the sun. Proc. Roy. Soc. Lond. 17, 74-80
5. Doz, Y., Hamel, G., and Prahalad, C.K. (1989).Collaborate with Your Competitors-and Win. Harvard Business Review, 67(1), 133-139
6. Hofer, C. W., Schendel, D. (1978). Strategy formulation: Analytical concepts. West Publ.
7. Ireland, R. D., Hoskisson, R. E., and Hitt, M. A. (2009). The management of strategy. South-Western Cengage Learning.
8. Jure Zbontar, Florian Knoll, Anuroop Sriram, Matthew J Muckley, Mary Bruno, Aaron Defazio, Marc Parente, Krzysztof J Geras, Joe Katsnelson, Hersh Chandarana, Zizhao Zhang, Michal Drozdzal, Adriana Romero, Michael Rabbat, Pascal Vincent, James Pinkerton, Duo Wang, Nafissa Yakubova, Erich Owens, C Lawrence Zitnick, Michael P Recht, Daniel K Sodickson Yvonne W Lui (2018). fastMRI: An Open Dataset and Benchmarks for Accelerated MRI. arXiv preprint arXiv:1811.08839
9. Kaplan, K. H.(2007). Helium shortage hampers research and industry. Physics Today. 60(6), 31.
10. KG Hollingsworth(2015). Reducing acquisition time in clinical MRI by data undersampling and compressed sensing reconstruction. Physics in Medicine Biology, 60(21), R297.
11. Kotler, P. (2004). A Framework for Marketing Management (2th ed.). New Jersey: Prentice-Hall Inc.
12. Kotler, P. (1994). Marketing Manage-ment: Analysis, Planning, implementation and Control. Englewood Cliffs, NJ: Prentice-Hall.
13. Kotler, P. and Armstrong G (2004). Principles of Marketing,10nd. New Jersey,Prentice-Hall.
14. Kotler, P., Ang, S.H., S.M. and Tan, C.T. (2000). Marketing Management-An Asian Perspective. New York:Prentice Hall.
15. Länsiluoto, A. (2004). Economic and Competitive Environment Analysis in the Formulation of Strategy. Turun Kauppakorkeakoulun Julkaisuja, Publications of the Turku Schol of Economics and Business Administration.
16. Lieutenant John Herschel. (1869). X Account of the solar eclipse of 1868, as seen at Jamkandi in the Bombay Presidency. Proceedings of the Royal Society of London, 17, 103-125.
17. McCarthy, E. J. (1964). Basic Marketing: A Managerial Approach. IL: Richard D. Irwin , 38-40.
18. Porter, M. E. (1980). Competitive Strategy: Techniques for Analyzing Industries and Competitors. New York, New: Free Press Company.
19. Porter, M. E. (1996). What is Strategy. Harvard Business Review, 74 (6), 61-78.
20. Rayet, G. (1868). Analyse spectral des protubérances observes. pendant l'éclipse totale de Soleil visible le 18 août, à la presqu'île de Malacca,67, 757-759
三. 相關網站
1. Eden (2018)。 Inbound Marketing 集客式行銷。 網路行銷策略 https://blog.gogopartners.com/%E8%A1%8C%E9%8A%B74p-%E8%A1%8C%E9%8A%B7%E7%B5%84%E5%90%88
2. Kotler, P. (2000). Marketing Management : Analysis, Planning, Implementation, and Control. 10th Edition, New Jesey, Prentice-Hall Inc. Retrieved from https://www.bnext.com.tw/article/54158/b2b-marketing-business-development
3. KT Huang(2019)。B2B行銷業務開發的方法及操作模式。 https://www.bnext.com.tw/article/54158/b2b-marketing-business-development
4. Lars de Bruin(2016). Scanning the Environment—PESTEL Analysis. Retrieved from https://www.business-to-you.com/scanning-the-environment-pestel-analysis/
5. 永康堂/張老師(2013). MRI 基本成像與設備原理。 https://yct2004.pixnet.net/blog/post/38089005
6. 思科德SQD(2017)。醫療—「液氦」助力核磁共振。每日頭條。 https://kknews.cc/zh-tw/science/zx8ym4q.html
7. 姚姍汎(2017)。全身性影像檢查:核磁共振造影好?還是正子電腦斷層好?。80期癌症新探 http://web.tccf.org.tw/lib/addon.php?act=post id=4097
8. 壹讀,探秘(2016)。國內MRI設備市場錢景如何?。 https://read01.com/zh-tw/kM7QAm.html#.XwAx4CgzbIU
9. 壹讀,鼎湖影像(2017)。超導磁共振機器加充液氦需要注意的幾個點。 https://read01.com/oDz0na.html#.XwA0rygzbIV
10. 廖漢弘、何能貴、吳茂昌、許元昱(2001)。核磁共振掃描簡介與磁振造影於醫學診斷上四大利器的簡介。 http://www.tcmg.com.tw/%E7%A5%9E%E5%A4%96www/examnote/mri.htm
dc.identifier.urihttp://tdr.lib.ntu.edu.tw/jspui/handle/123456789/57039-
dc.description.abstract特殊氣體產業對於工業發展之影響如同血液對人體的重要性,是電子科技發展上不可或缺的元素,而隨著產業結構、環境、社會風氣及文化的轉變,過去主要應用在重工業的資源也開始應用於輕型工業上,以液(態)氦來說用途甚廣,從工業級的製造廠到特殊處理工作室,皆能看到其身影,特別是運用在醫療產業上,以核磁共振成像(MRI)為例,液氦是其重要媒介,若沒有液氦則無法顯影。
在現在的社會中,人們看待健康以及生命的想法隨著壽命的延長而越來越重視,因此發展先進的醫療設備是為了能執行各種精密檢查找出疾病以利治療,而近年來,各家醫院大肆添購大型醫療儀器設備如MRI,主要是透過影像檢查找出人體臟器中潛在的問題,可以提供醫生更加了解病人的狀況,並且對症治療。
為了解特殊氣體產業之策略應用,選擇了液氦這個特殊氣體產品作為研究對象,並以供應液氦的大型氣體供應商-聯華氣體(Linde LienHwa)為例,根據此個案之企業行為來分析其行銷活動及策略以作為特殊氣體產業公司之未來參考。本研究將針對液氦整體環境、市場策略及定位,以及五力分析來判讀聯華氣體企業的狀況,並且再以競爭策略分析以及核心競爭力來確認聯華氣體的核心競爭力,並且了解本身的競爭策略,再加上顧客行為模式來做整理,最後將針對個案公司提出未來經營策略以及行動方針之建議,希冀為台灣產業能開拓出新局面,提升永續經營之能力。
zh_TW
dc.description.abstractThe influence of the special gas industry on industrial development is as crucial as the blood to the human body. It is an indispensable component in the development of electronic technology. With the changes in industry structure, environment, social atmosphere and culture, the resources mainly used in heavy industry from the past are also applied in light duty industry. Liquid helium has a wide variety of usage. It can be seen from industrial-grade manufacturing plants to specialized processing studios, especially in the medical industry. Magnetic Resonance Imaging (MRI) as an example, liquid helium is its most essential medium, which cannot be developed without liquid helium.
In our society today, people value health much more importantly as our life span extended. Therefore, MRI has become the equipment that various hospitals will purchase. Not only assisting doctors to understand the status of patients, but also for those who want to have an annual health check. They can also use the MRI to confirm their physical condition. However, MRI uses superconductors to create an effective magnetic field to operate, and the production of superconductors must use liquid helium. Each MRI has liquid helium covered within the machine, so the image can be developed and demonstrate its full capacity.
In order to understand the strategic application of the special gas industry, liquid helium, a specialized gas product, was selected as the research object. Linde LienHwa, a large gas supplier that supplies liquid helium, was used as an example to analysis its business behavior. Marketing activities and strategies are used as future references for special gas industry companies. This study will interpret the status of Linde LienHwa Gas Enterprises based on the overall circumstances, market strategies and positioning of liquid helium, and the Porter five forces analysis, as well as the competitive strategy analysis to confirm the core competitiveness of Linde LienHwa, and to understand its own competitive strategy, combined with the customer’s behavior model, and to propose the company’s future business strategy with action guidelines, hoping to open up a new frontier of Taiwan’s industry and to enhance its ability to operate sustainably.
en
dc.description.provenanceMade available in DSpace on 2021-06-16T06:33:28Z (GMT). No. of bitstreams: 1
U0001-2207202022483800.pdf: 2822043 bytes, checksum: 0afb2cf49d229d14e5f6cd25d306dd5f (MD5)
Previous issue date: 2020
en
dc.description.tableofcontents口試委員會審定書 #
誌謝 i
中文摘要 ii
ABSTRACT iii
CONTENTS v
圖目錄 vii
表目錄 viii
第一章 緒論 1
1.1 研究背景與動機 1
1.2 研究目的與問題 2
1.3 研究流程 3
第二章 文獻探討 4
2.1 PESTEL 大環境分析 4
2.2 競爭策略分析 6
2.3 五力分析 7
2.4 核心競爭力 11
2.5 行銷策略4P模式 12
2.6 STP分析 13
2.7 顧客行為模式分析 15
第三章 產業分析 19
3.1 產業背景 19
3.1.1 氦氣介紹 19
3.1.2 核磁共振成像(MRI)介紹 20
3.2 產業技術與市場趨勢 21
3.2.1 產業技術 21
3.2.2 市場趨勢: MRI液氦的趨勢說明 23
3.3 產業主要競爭者分析 25
3.4 氦氣產業目前現況與未來的挑戰 27
第四章 個案公司分析 29
4.1 公司介紹-聯華氣體公司簡介 29
4.2 聯華氣體公司PESTEL分析 30
4.3 聯華氣體公司競爭策略分析 32
4.4 聯華氣體公司五力分析 33
4.5 聯華氣體公司核心競爭力分析 36
4.6 聯華氣體公司市場區隔、目標與定位(STP)及4P分析 37
4.7 聯華氣體公司顧客行為模式分析 38
第五章 結論與建議 40
5.1 研究發現 40
5.2 研究限制與未來研究建議 41
參考文獻 43
dc.language.isozh-TW
dc.subject競爭策略zh_TW
dc.subject液態氣體zh_TW
dc.subjectPESTELzh_TW
dc.subject顧客行為zh_TW
dc.subject核磁共振zh_TW
dc.subjectPESTELen
dc.subjectcustomer behavioren
dc.subjectcompetitive strategyen
dc.subjectMagnetic Resonance Imagingen
dc.subjectliquid gasen
dc.title用於MRI設備液氦之行銷分析-以聯華氣體為例zh_TW
dc.titleMarketing Analysis of Liquid Helium for MRI Equipment:
The Case of Linde LienHwa
en
dc.typeThesis
dc.date.schoolyear108-2
dc.description.degree碩士
dc.contributor.oralexamcommittee王仕茹(Shih-Ju Wang),何家安(Ja-An Annie Ho)
dc.subject.keyword液態氣體,核磁共振,競爭策略,顧客行為,PESTEL,zh_TW
dc.subject.keywordliquid gas,Magnetic Resonance Imaging,competitive strategy,customer behavior,PESTEL,en
dc.relation.page46
dc.identifier.doi10.6342/NTU202001757
dc.rights.note有償授權
dc.date.accepted2020-07-23
dc.contributor.author-college進修推廣學院zh_TW
dc.contributor.author-dept生物科技管理碩士在職學位學程zh_TW
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