台灣PCB業者在中國大陸之競爭策略─以丅公司為例;Competitive Strategies of Taiwanese PCB Firms in China: A Case Study of T Company

NCUIR > School of Management at National Central University > Executive MBA > Electronic Thesis & Dissertation > Item 987654321/65412

Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/65412

Title:	台灣PCB業者在中國大陸之競爭策略─以丅公司為例;Competitive Strategies of Taiwanese PCB Firms in China: A Case Study of T Company
Authors:	許建宗;Hsu,Chien-tsung
Contributors:	高階主管企管碩士班
Keywords:	印刷電路板;競爭策略;關鍵成功因素;五力分析;Printed Circuit Board (PCB);Competitive Strategy;Key Success Factors (KFS);Five Forces Analysis
Date:	2014-07-08
Issue Date:	2014-10-15 15:30:52 (UTC+8)
Publisher:	國立中央大學
Abstract:	印刷電路板 (Printed Circuit Board, PCB) 為電子產品及其周邊設備等之相關基礎產業，目前PCB產業已蓬勃發展且技術已相當純熟。台灣的PCB廠商為降低生產成本及拓展多元利基市場，除在國內設廠外，亦紛紛於中國大陸投資設廠。目前中國大陸已成為全球PCB第一大生產國，而國內相關PCB業者在大陸正面臨日愈挑戰之產業競爭環境，如何擬定適當的發展及競爭策略實為關鍵課題。故本研究針對台灣PCB相關業者在日愈競爭之中國市場中，分析探究其經營之關鍵成功因素為何，以及業者如何擬定發展目標及競爭策略，進而獲取利基來源。本研究採用個案研究法，以台灣一家已進入中國大陸市場之PCB業者為研究對象，並採用次級資料及訪談法蒐集資料，分析探討個案公司在中國大陸市場之發展及競爭策略。研究結論包含以下四點，期能提供予其他PCB相關業者一進入中國市場之經營策略參考模式。一、PCB廠商之競爭策略須與產業發展趨勢及成長方向相符，進而發展低成本、　　差異化及集中化策略。二、PCB廠目前整體競爭環境較為激烈，國內廠商可一面鞏固長期供應來源，一方面可針對相關利基產品加以發展。三、PCB廠商應發展相關趨勢，包含先端技術發展、製程技術掌握、客源的穩定度等，另也應發展多元利基產品，以保有競爭力來源。四、PCB產業之關鍵成功因素除了有形的生產設備廠房外，其中尤其重視如人力資產、企業文化及管理制度、技術研發等無形與人力資產的養成。;The Printed Circuit Board (PCB) is a fundamental industry for electronic products and their peripherals. Today, PCB industry is thriving but also extremely competitive. In order to reduce the production costs and develop multiple niche markets, many Taiwan’s PCB firms have invested in China to develop production facilities. Even though China has become the world’s largest PCB market, Taiwan’s PCB firms in China are now facing an increasingly competitive environment. Thus, developing effective competitive strategies is critical for PCB firms. The purpose of this study is to explore the key success factors of Taiwan’s PCB firms when competing in China’s PCB market, as well as their appropriate competitive strategies. This study used the case study approach to explore the research questions. The adopted case is one of the three Taiwan’s largest PCB firms, T Company, which has already entered into China’s PCB market. This study collected data from secondary sources and by interviewing two top managers of T Company. The research results can be a reference for relevant PCB firms who intend to enter into China’s PCB market. The conclusions are as follows: 1. The competitive strategies of a PCB firm must match the development trend of the PCB industry with multiple strategies in cost, differentiation, and niches. 2. As the PCB industry is so competitive, PCB firms should maintain a long-term relationship with current customers while at the same time exploring and expanding relevant niche products. 3. In order to remain competitive, PCB firms must follow the trend of the industry, including leading-edge technologies, processes, and niche products. 4. In addition to tangible assets (e.g., facilities, plants), the key success factors of PCB industry include intangible and human assets (such as human capital, organizational culture, management systems, and R&D), which often are more important than those tangible assets.
Appears in Collections:	[Executive MBA] Electronic Thesis & Dissertation

Files in This Item:

File	Description	Size	Format
index.html		0Kb	HTML	720	View/Open

社群 sharing

Loading...