印刷包裝企業之發展戰略研究 ─以A科技股份有限公司為例

Abstract

本文採用企業診斷法，探討大陸包裝印刷產業未來的趨勢以及大陸該產業的龍頭企業-A科技股份有限公司，搜集國內外文獻、公司內部資料進行整理與分析，以技術分析工具探討大陸包裝印刷產業未來的趨勢，與公司核心幹部進行訪談研究，個案公司採用何種策略面對大環境的影響，保持龍頭企業的地位。 本文研究發現，個案公司的戰略領先相關產業，投入大量資源確保企業永遠跑在產業的趨勢前，但快速發展也造成兩個問題，創新的組織架構並不完善、人力培訓計畫中的核心人才並沒有詳盡的規劃。 因此，本文利用三角金字塔作為思考與分析的邏輯，從宏觀的產業競爭分析到微觀的企業策略分析，再從「核心人才計畫」與「戰略發展計畫」兩大重要面向，作為研究的方針。 最後依據分析結果給出相對應的建議，樹立流程化意識，避免過度集權管理，建立輪崗制度培養核心人才，實施公司激勵制度，建立資料化考核制度，建立系統化接班人計畫等等，結合後提出創新創業管理計畫，並舉出國際知名企業的案例佐證，協助企業完善組織架構與滿足核心人才需求，藉由內部優勢把握住機會，在企業第一曲現巔峰時，同時創造出第二曲線的快速成長。

This paper uses the business diagnosis to discuss the future trend of China's packaging and printing industry and the leading company in this industry in China - YUTO company. We collect domestic, abroad and internal information to complete our analysis. Not only discussing the future trend of the industry but also investigating how YUTO keeps their leading position by their strategies. Our observations reveal that YUTO invests a lot of resources to keep its leading position. However, rapid growth has two shortcomings. First, the newly introduced organizational structure is not thorough. Second, the core talents in the human training plan have not been fully planned. To have full insight, we analyze from macro to micro perspective, including competitive analysis and strategy analysis, then focus on the talent training plan and reorganized structure. Our results suggest that YUTO can establish a proper process to avoid excessive centralized management, establish a rotation system to train high-level talents, implement an incentive system, establish a data-based evaluation system, establish a systematic succession plan, etc. and then put forward the innovation and entrepreneurship management plan. We provide evidence from well-known international companies to prove our suggestions are workable. By reorganized structure and completed talent training plan, YUTO can develop its second curve during the peak of the original curve.