| 摘要: | 近年來，隨著科技競爭趨於白熱化與新興市場逐漸崛起之情況下，台灣品管儀器及生產設備製造業不僅面臨競爭愈來愈劇烈之產業環境，更必須適應產業結構之快速改變與技術能力不斷地提升。因此，台灣品管儀器及生產設備製造業者如何運用既有之核心競爭力，採行最適當之經營模式，不被瞬息萬變之外在環境所淘汰，將是決定其未來發展成敗與否之關鍵。 本研究之研究目的，主要探討企業之核心競爭力，以及針對其經營模式，包括行銷管理、作業管理、創新與研發及人力資源等功能層級策略進行分析，以洞悉企業獨特的競爭優勢，進而對企業未來進行經營策略之規劃與建議，為個案公司創造競爭優勢，維持穩定地營收成長。 本研究採用個案分析法，透過與高階主管的訪談，並進行相關文獻及次級資料的蒐集與分析。根據研究結果本研究獲得三項結論。首先，個案公司有鑑於資訊科技之蓬勃發展，儀器產業之技術門檻日益提高，積極地讓企業轉換跑道，改以專業技術較為密集之領域發展，致力於研發創新能力之提升及生產設備之投資，進而提高員工生產效率、降低人力與生產成本，創造出個案公司的競爭優勢。 再者，個案公司透過對於其自身核心競爭力之分析，研擬出最佳的經營模式，運用多元化之功能層級策略，包括行銷管理、作業管理、研發與創新及人力資源，致力於與內、外部客戶之間維持良好的互動關係，以提高客戶之忠誠度與滿意度，以及提升員工的向心力與工作效率，進而為個案公司帶來更高的獲利成長。最後，本研究運用SWOT分析方法，針對個案公司之經營策略提出最優質之策略規劃，以作為個案公司於未來研擬經營策略時之參考依據。 In recent years, due to fierce competition in the technological industry sector and the constant development of new markets, Taiwan quality control and production system manufacturers are not only facing an increasingly competitive business environment, but must also rapidly adapt to the constantly changing corporate structure and increasing technological sophistication. Thus, how Taiwanese quality control and production system manufacturers use their core competitiveness, adopt the most suitable business models, and avoid becoming obsolete in the face of the constantly changing business environment will be key factors in determining their future success or failure. The purpose of this study is primarily to explore the core competitiveness of various firms, and conduct an in-depth analysis of the operating methods and strategies they employ, including, but not limited to their sales management, project management, R&D, human resources oversight and so on, in order to discover and understand each firms unique advantages. In this way we can better provide suggestions for the planning and implementation of future sales strategies, providing the case firms with competitive advantages so they can enjoy and maintain steady growth. In this work, we employ the case study method, gathering data for analysis from direct interviews with upper management as well as from related literature and secondary data sources. The results of our research have led us to 3 conclusions. First, the case firms should draw lessons from the vigorous development of the IT (Information Technology) and instrument manufacturing sectors, becoming daily more technologically sophisticated. They should strive to change course themselves, switching over to a field of development with a bigger emphasis on highly skilled professionals, improving their R&D ability and investment in equipment, which would result in increased employee production efficiency and reduced personnel and production costs, giving the firm a competitive edge. Next, the case companies should develop new operating methods suited to their own core competitiveness, based on the results of our analysis, and employ multi-faceted strategies at every level of operation, including sales management, operations management, R&D and human resources development, and so on. They should always endeavor to maintain a good interactive relationship between internal and external clients in order to improve customer satisfaction and loyalty while simultaneously improving employee loyalty and work efficiency, bringing the case firms improved earnings growth. Lastly, SWOT analysis is employed to identify the relevant factors for each case firm, allowing us to give them planning strategies tailored to best suit their needs. This should serve as reference data when these companies plan their future management strategies. |
