製造導向組織行銷轉型策略之研究─以某個案公司為例

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題名:	製造導向組織行銷轉型策略之研究─以某個案公司為例
作者:	馬嘉琪;Ma, Chia-Chi
貢獻者:	高階主管企管碩士班
關鍵詞:	電子專業製造服務;轉型策略;行銷策略;SWOT分析;Electronics Manufacturing Service;Transformation strategy;SWOT analysis
日期:	2017-05-22
上傳時間:	2017-10-27 13:51:54 (UTC+8)
出版者:	國立中央大學
摘要:	大部分企業均以「永續經營｣且「持續獲利｣為營運目標，因此，企業經營彷彿一場馬拉松競賽；企業經營者面對快速變化之產業與市場態勢，如何正確制定經營策略並確保該策略與方向與時俱進，是為企業能否掌握環境脈動而達成營運目標之主要關鍵。　　台灣以代工產業奠定六零年代以來之經濟發展基礎，隨著產業升級與全球化市場之演進，代工產業逐漸發展為在原有製造以外，更傾向於轉型為能提供更高附加價值之設計與服務來提升企業整體競爭力，其中電子專業製造服務執行成果與創造之產值，更是領先台灣各產業。本研究以一台資專業電子代工服務公司為研究對象，該個案公司擁有成功且豐富之經營管理經驗，更具有卓越之資源與能力，可謂業界標竿之一。在持續發展之經營過程中，該個案公司決定透過原本僅對內提供製造服務之單位，開放面對外部市場之業務開發，達成進一步擴大公司在目標市場之產品與技術經驗之目的。為了探討此製造導向組織面對外部市場之行銷策略執行成效，本研究以Hill、Jones & Schilling (2015)之資源與能力理論做為基礎，參考相關文獻與理論，採用個案分析研究方法，收集次級資料與中高階主管訪談，爾後應用Weihrich (1982)之SWOT策略分析，探討個案公司在製造導向組織轉型面對外部市場之行銷策略上，是否能進一步調整方向與策略以期更有效地改善經營成果。　　經營策略與執行方針必須相輔相成。本研究結論歸納個案公司目前在經營策略上可考慮調整之執行層面為:一、資源控管層面，應以中央單位取代事業單位；二、企業思維轉型，以客戶服務為導向；三、高層管理決策者堅持與重視；透過以上三個層面之調整，為能使個案製造導向組織垂直與平行整合資源綜效，本研究更進一步提出對個案公司之具體建議如下:一、完善外部客戶開發之組織編制與資源；二、提升全球供應鏈管理之詢價與議價能力；三、優化作業系統邏輯與權限；四、統整產品事業群與事業單位管理資源，做資源更有效之配置；五、策略產品與策略客戶之資產與投資評估需由保守轉為積極。;Business management is usually compared to marathon race because most cooperates consider sustainable development and continuous profiting performance as operational objects. Involving in such a rapid changing market and industry, with the purpose of grasping the environment pulsation to achieve operational goal, the business executives not only have to draw up managing strategy but also have to make sure it’s correct and keeping pace with the times. Original Equipment Manufacturing industry has been Taiwan’s economic development foundation since the 1960, with industry upgrading and market globalizing trend, in order to raise overall competition, cooperates in Original Equipment Manufacturing industry are more likely to transform themselves with more valued-added capability includes design and other customer oriented service; EMS, electronic manufacturing service which has the most remarkable achievement and highest production value therefore becomes the advanced benchmark among all industries. This research takes a Taiwan-based electronic manufacturing service provider as case study object. The case study company has successful and abundant managing experience as well as excellent resource and capability, it’s remarked as one of the leaders in the respective industry. During the continuous developing process, in order to further expand the cooperate product category as well as technical experience of the targeting market, the case study company determined to assign external marketing development task to its internal production department. In order to research and analyze the external marketing strategy execution result of this manufacturing oriented organization, this research has taken resource and capability theory (Hill, Jones and Schilling , 2015) as foundation, also took relevant reference and academic into consideration, moreover the case study method was applied to collect secondary data and record interview from the mid to high management level. Eventually, it applied SWOT (Welhrich, 1982) to analyze if there is any policy and strategy modification should be conducted to improve the performance effectively. Managing strategy and execution policy are completed by each other. This research has concluded three levels to be improved : 1. Resource distribution is to be controlled by highest centralized management instead of business unit. 2. Marketing concept should be changed to more customer oriented. 3. Top management needs to pay more appreciation and insistence on the policy. In order to further vertically and horizontally integrate the resource synergy, the research has brought forth following suggestions to the case study company : 1. Completing the marketing organization and fulfilling the resource support; 2. Enhancement on global sourcing and negotiating capability; 3. Best utilization on operation system and authorization for better efficiency; 4. Unifying to optimize resources between different business units and product groups; 5. Aggressive asset distribution and investment towards strategic products and customers.
顯示於類別:	[高階主管企管（EMBA）碩士班] 博碩士論文

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