驅動高爾夫球具公司成功轉型之競爭研討策略─以 F公司為例

NCUIR > School of Management at National Central University > Executive MBA > Electronic Thesis & Dissertation > Item 987654321/80855

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Title:	驅動高爾夫球具公司成功轉型之競爭研討策略─以 F公司為例
Authors:	彭志璋;Peng, Chih-Chang
Contributors:	高階主管企管碩士班
Keywords:	競爭策略;轉型升級;創新變革;Competitive strategy;transformation and upgrading;innovation and change
Date:	2019-06-17
Issue Date:	2019-09-03 15:12:01 (UTC+8)
Publisher:	國立中央大學
Abstract:	近二、三十年來由於全球總體經濟環境的快速變化，台灣許多產業所面臨的競爭態勢，自過往單一區域、單一產品逐漸轉轉變成為全球化區域性、多角化經營的競賽行列中。綜觀今日的台灣高爾夫球具產業，產品的產值份額已佔全球市場比重超過八成，且自民國六0年代發展至今，許多台灣廠商為尋求更低廉的生產成本和提升競爭優勢，大多數將生產線陸續遷移到中國或東南亞地區，雖然隨著產地和技術的移轉，為何能仍保有全球高爾夫球具產業的舉足輕重關鍵的市場地位，這是本研究主要探討的議題之一。為了釐清及確認台灣廠商的真正競爭力，將相關的學術理論，做了分析與整理。凡涉及企業競爭力，產業升級，國家與區域的經濟發展，均納入研究的範疇。但是一般的理論基礎與文獻資料，大多利用西方企業的模式以解讀某個企業，產業的行為，並予以合理化之。但對於無形的企業競爭策略，則鮮少人進行探討。因此本研究以個案研究的方式，深入瞭解企業的行為模式與策略取向，以達本研究之目的。本研究係針對居高爾夫球具產業領先地位之台灣廠商如何面對轉型升級的經營模式作為研究主題，並以個案公司轉型升級後的相關表現，解釋企業轉型升級和創新變革之實質效益關聯性。同時亦探討個案公司所採取的策略及行動方案來面對及解決的各項困境和挑戰，作為其他台灣傳統產業目前正汲汲營營尋求自OEM/ODM/OBM轉型升級的公司參考依據。;In the past two to three decades, due to the rapid changes in the global economic environment, most of Taiwan’s industries faced with fierce competition in the era of globalization. Looking at today′s Taiwanese golf industry, although the output value of products has accounted for more than 80% of the global market share, this industry has been developing since the 1970s, many Taiwanese companies have moved their production lines to China and some south-east Asian countries in order to procure cheaper production costs, how they can enhance their strategic competitiveness during this transition is the key issue of this paper research. To clarify and identify the true competitiveness of these Taiwanese companies, this paper researched and analyzed most related academic theories, including those involving company competitiveness, industry upgrading, national and regional economic development. But almost all the theories and documents are based on the viewpoint of western business model to explain the behaviors of a business, an industry, a nation or a region. There is little attention paid to the invisible competitive strategies of these Taiwanese companies. This paper used case study and qualitative methods to deeply understand the behaviors and competitive strategies of these Taiwanese companies in this industry. This research is aimed at how the Taiwanese manufacturer in the leading position in the golf equipment industry deal with the transformation and upgrading of the business model as the research theme, and explain the relevant effects of the transformation and upgrading of the enterprise and the innovation benefits. At the same time, it also explores the dilemmas and challenges faced by the case companies in their strategies and action plans. As a reference for other Taiwanese traditional industries, the company is currently seeking a transformation from OEM/ODM/OBM.
Appears in Collections:	[Executive MBA] Electronic Thesis & Dissertation

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