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完整後設資料紀錄
DC 欄位 | 值 | 語言 |
---|---|---|
dc.contributor.advisor | 黃崇興(Chung-Hsing Huang) | |
dc.contributor.author | Lien-Fa Kuo | en |
dc.contributor.author | 郭連發 | zh_TW |
dc.date.accessioned | 2021-05-20T20:07:32Z | - |
dc.date.available | 2014-08-14 | |
dc.date.available | 2021-05-20T20:07:32Z | - |
dc.date.copyright | 2009-08-14 | |
dc.date.issued | 2009 | |
dc.date.submitted | 2009-08-06 | |
dc.identifier.citation | 一、中文文獻
1.經理人月刊,2009年三月(No. 52),巨思文化公司出版。 2.林舒柔、謝凱宇譯,李吉仁審訂,Grant, R.M. (2002),現代策略管理,科大文化,2003年。 3.麥可•波特,”策略是什麼”,HBR全球繁體中文版,新版第7期,天下遠見,2007年3月。 4.麥可•波特,”波特新論競爭五力”,HBR全球繁體中文版,新版第17期,天下遠見,2008年1月。 5.湯明哲,”策略精論”,天下遠見,2003年。 6.普哈拉和哈默爾,企業核心能力, HBR全球繁體中文版,新版第7期,天下遠見,2007年3月。 7.天下編輯,”活用波特的競爭策略”,天下雜誌,2001年7月。 8.黃秀媛譯,W. Chan Kim & Renée Mauborgne (2005),”藍海策略”,天下遠見,2005年。 9.周旭華譯,麥可•波特,”競爭策略 – Competitive Strategy”,天下遠見,2008年5月。 10.葉君寧(2007),[國際貿易中海上運送人面對競爭因應策略之研究 – 以國輪雙雄(陽明、長榮海運)為例],大葉大學國際企業管理系碩士班碩士論文。 11.蔡朝祿(2005),[定期貨櫃航運公司經營策略之研究],國立中山大學企業管理系碩士班碩士論文。 二、英文文獻 1.Porter, E. Michael. 1980, Competitive Advantage – Techniques for Analyzing Industries and Competitors, New York, NY: The Free Press. 2.Porter, E. Michael, 1985, Competitive Advantage – Creating & Sustaining Superior Performance, New York, NY: The Free Press. 3.Porter, E. Michael, 1987, From Competitive Advantage to Corporate Strategy, Harvard Business Review, May/June 4.Grant, R., 2002, Contemporary Strategy Analysis:Concepts, Techniques, Applications, 4th ed., Oxford, UK : Blackwell Publishers Ltd. 5.Hill, W.L. and Jones, G. R., 1995, Strategic Management: An Integrated Approach (3rd ed.), Boston, MA: Houghton Mifflin. 6.Global Shipping Markets Review 2009, HSBC Shipping Services Limited. 7.Annual Review of Global Container Terminal Operators – 2008, Drewry Shipping Consultants Ltd. 8.World Shipping & Shipbuilding Outlook, Spring 2008, American Bureau of Shipping. 9.Quarterly Trend Report Q1 2009, Germanischer Lloyd. 10.Drewry Insight, Drewry Shipping Consultants Ltd. 11.AXS-Alphaliner Weekly Newsletter 2009. 12.Shipping Monitor Monthly, March 2009, Macquarie Research Equities (USA). 13.Container Shipping, March 2009, Credit Suisse. 三、相關資料來源 1.Maersk Line網站 http://www.maerskline.com/ 2.Mediterrean Shipping Company網站 http://www.msc.com/ 3.CMA/CGM網站 http://cma-cgm.com/ 4.電子時報 http://www.digitimes.com.tw/ 5.聯合新聞網 http://udn.com/ 6.全球華文行銷知識庫 http://www.cyberone.tw/ 7.全國博碩士論文資訊網 http://etds.ncl.edu.tw/theabs/index.html | |
dc.identifier.uri | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/9045 | - |
dc.description.abstract | 美國次貸危機引發全球的金融風暴迄今仍然未息,全球經濟不振,非但信貸能量急遽萎縮,海內外投資停頓、國內消費和公司與個人的資產更是大幅的衰退。前幾年因原油及天然物料暴漲而過度樂觀預期全球經濟成長的海運業者,終將因當時大量訂造新船所引爆供需嚴重的失衡,競相殺價而付出慘痛的代價。依英國德利理(Drewry)海運諮詢機構三月份發佈的研究報告中預測,若按目前的運價水平推算,全球貨櫃船公司今年的營收預計將減少650-680億美元 (約30%),總虧損金額約為320億美元,其中前十大船公司按其各自運量(Capacity)的市占率推論有可能約將虧損9億至50億美元不等。而國際貨幣基金(IMF)在今年四月二十二日公布最新「世界經濟展望」的報告中,再次的修正原先一月二十八日公布的預測,將今年全球經濟成長預估由0.5%下修為-1.3%,明年的成長由3%下修為1.9% ,此舉非但突顯出全球經濟的衰退遠超過一般的想像,其復甦所需要的時間與強度更是較預期緩慢的很多。
面對此一危機,本研究想要探討的是在這個競爭激烈,又獨特的貨櫃運送產業中,哪些是構成競爭力的要素?這些要素能持續嗎?如果要在這個產業中勝出,目前持續領先的前三大貨櫃船公司與及那些落後,但又急切的想要有所突破的業者又該如何檢討各自目前的問題及其優劣點以創造「贏」的競爭策略。 本研究擬依據Porter的五力分析,作為分析本產業特性的方法。以Porter的「策略定位」,藉由SWOT分析自我優劣所在,同時經由價值鏈(Value Chain)的分析,檢討並瞭解創造利潤之所在,以強化贏的策略之所以成功,關鍵在於策略活動之整合與有效地執行,從而創造出一個獨特又有價值的競爭優勢,並借此檢視何謂國際定期貨櫃運送產業中成功的關鍵因素及未來可能的發展。 由個案研究中歸納出本產業關鍵的成功因素(Key Success Factor)有: 一、Best Practice創新的能力。 二、掌握低成本營運的能力。 三、提供優異的財務與船隊(資產)組合的能力。 四、提供全球運籌( Global Logistic Capability )的能力。 五、掌握終端客戶需求,適時調整航線及服務的能力。 並推論本產業未來的發展方向與趨勢有: 一、供需失衡。 二、大者恆大、超大型船舶(7,000TEU以上的貨櫃船)將躍為遠洋航線市場的主流。 三、垂直整合將更加擴大,以提供整合服務方案。 | zh_TW |
dc.description.abstract | The worldwide financial crisis triggered by the US sub-prime mortgage meltdown shows no sign of quick recovery within the short term. Not only has liquidity among financial institutions been reduced, but overseas investment, domestic consumption, corporate and individual assets anywhere have all taken a hit. Those container liner shipping companies who previously made a lot of newly built ship orders under the extremely optimistic assumption lured by the huge price increasing of natural resources in the past there years are finding times particularly tough. All of them are now facing a tremendous loss from its operation due to the fact that ocean freight rates in every liner service route has been driven down substantially followed by the huge supply of new tonnages into the liner market. According to a report published by Drewry Shipping Consultants Limited in March 2009 that all container liner shipping companies in the world, if based on the current ocean freight rates, would suffer a reduction in its total revenues of US$ 65 – 68 billions which is about 30% cut than 2008, and cause a net loss of US$32 billions. On April 22, 2009, the International Monetary Fund (IMF) revised its prediction of global GDP for 2009 from a previously optimistic 0.5% down to -1.3% and from 3% to 1.9% for 2010. All of such indicates that the current global economic recession is far deeper than expected and it will take a longer time and stronger measures for recovery to come about.
Facing such severe competition in the foreseeable future, we would like to discuss what are the key factors forming the capabilities of competence in this unique liner shipping industry? Are those factors sustainable? What should they do next, including the top three and their competitors, in order to win the battle? These answers are quite interesting to me. Porter’s “Five Forces of Competition” model, “Value Chain” and “SWOT” concepts are used to evaluate the strategies and core competence of liner shipping companies, especially the top three, in order to know how the capabilities of competence being created. Further more, this study proves that the real reason why makes them so successful in its marketing and operation, it all thanks to the excellent and well integrated strategic operational system in each of the top liner companies. According to the investigation, the following are key success factors: 1. The capability of innovation in “Best Practice”. 2. The capability of low cost operation. 3. Excellent portfolio in cash management and fleet. 4. The capability of providing global logistic services. 5. The capability of well catching the demands of the market and service/routing adjustments. The possible trend and directions of future development in the container liner shipping industry: 1. Severe oversupply in the liner shipping market. 2. Mega containerships exceeding 7,000TEU and up becomes the main stream in long haul services. 3. Further vertical integration and investment in both the terminal and logistic facilities. | en |
dc.description.provenance | Made available in DSpace on 2021-05-20T20:07:32Z (GMT). No. of bitstreams: 1 ntu-98-P95748027-1.pdf: 906385 bytes, checksum: 65679cd9a5de912efa5cc0189763282e (MD5) Previous issue date: 2009 | en |
dc.description.tableofcontents | 口試委員會審定書 ……………………………………………………I
誌謝………………………………………………………………………II 摘要……………………………………………………………………III ABSTRACT ……………………………………………………… …VII 目錄 ……………………………………………………………VII 圖目錄……………………………………………………………………IX 表目錄 ……………………………………………………………………X 第一章 緒論…………………………………………………………… 1 第一節 研究動機…………………………………………………3 第二節 研究目的與問題…………………………………………4 第三節 研究重要性………………………………………………6 第四節 研究範圍…………………………………………………7 第五節 論文架構…………………………………………………8 第二章 文獻探討……………………………………………………… 9 第一節 國際定期貨櫃航線市場現況……………………………9 第二節 國際定期貨櫃航線市場未來發展趨勢 ………………22 第三節 競爭策略 (SWOT、價值鏈、五力分析)………………26 第三章 研究方法 …………………………………………………… 48 第一節 個案研究方法………………………………………… 48 第二節 個案標的公司的選取…………………………………48 第三節 資料來源………………………………………………49 第四節 研究流程………………………………………………49 第四章 個案分析……………………………………………………… 51 第一節 個案公司簡介…………………………………………51 第二節 個案公司SWOT與競爭策略分析 …………………62 第三節 優勢的競爭策略-策略活動系統(SAS)………………69 第五章 結論與建議…………………………………………………… 80 第一節 結論 ………………………………………………… 80 第二節 建議……………………………………………………83 參考文獻…………………………………………………………………84 一、中文文獻……………………………………………………………84 二、英文文獻……………………………………………………………85 三、相關資料來源………………………………………………………86 | |
dc.language.iso | zh-TW | |
dc.title | 二十一世紀國際定期貨櫃船公司競爭策略之研究
-- 以前三大船公司為例 | zh_TW |
dc.title | A Case Study on Competition Strategy and Development for International Container Liner Shipping Industry in the 21 Century - Taking top Three Carriers as an Example | en |
dc.type | Thesis | |
dc.date.schoolyear | 97-2 | |
dc.description.degree | 碩士 | |
dc.contributor.oralexamcommittee | 余峻瑜(Jiun-Yu Yu),葉明義(Ming-Yih Yeh) | |
dc.subject.keyword | SWOT分析,五力分析,策略定位,價值鏈,SAS, | zh_TW |
dc.subject.keyword | Five Force of Competition,Value Chain,SWOT and Strategic Activity System (SAS), | en |
dc.relation.page | 86 | |
dc.rights.note | 同意授權(全球公開) | |
dc.date.accepted | 2009-08-06 | |
dc.contributor.author-college | 管理學院 | zh_TW |
dc.contributor.author-dept | 商學組 | zh_TW |
顯示於系所單位: | 商學組 |
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