部門子公司化對企業經營策略之研究：以M公司為例

Abstract

企業需要持續成長，但不時面對競爭者壓力來阻止企業成長。因此，企業需要能辨識競爭力，再透過產品與服務創新能力來強化競爭力。另一方面，企業為了降低單一事業無法持續成長風險，進行多角化事業發展，不同的事業面臨的競爭模式或許不一樣，例如製造規模化來進行低成本競爭，品牌進行通路的競爭，這些事業需要總部給予不同的資源配置，另外不同的競爭模式也會帶來企業更加複雜的資訊系統與作業流程。 企業除了面臨組織日益複雜的問題，也面臨企業老化的問題，正如同老鷹透過重生來蛻變一樣，透過事業部門子公司化的方式，可以將企業的生命週期從改變期返回青年期，透過經營激勵的方式，達到強化企業的經營策略。 本研究根據事業所在產業，採用五力分析或是動態競爭分析，適切的找到事業的競爭壓力，再由內部關鍵資源延伸綜效，說明個案公司事業部門子公司化的資源配置與營業活動，最後透過CSOP的架構，設計出具有創新能力的經營策略。

Companies need to continue to grow, but from time to time they face pressure from competitors to prevent their growth. Therefore, companies need to be able to identify their competitiveness and strengthen their competitiveness through product and service innovation capabilities. On the other hand, in order to reduce the risk of unsustainable growth of a single business, enterprises may develop diversified businesses. Different businesses may face different competition models. For example, large-scale manufacturing for low-cost competition and brand competition for channel management. These businesses need headquarter to provide different resource allocations, and different competition modes will also bring more complex IT systems and operating procedures. In addition to the increasingly complex problems of organizations, companies are also facing the problem of aging. Just as the eagle transforms through rebirth, the company’s life cycle can be returned from the period of change to the period of adolescence through business incentives in order to strengthen the business strategy of the enterprise. The research used five forces analysis or dynamic competition analysis to appropriately find the competitive pressure of the business according to the industry of business. It also illustrates the resource allocation and business activities of the company’s business department subsidiary basing on the extended synergy of internal key resources. Finally, the innovative business strategy is designed through the structure of CSOP.