| 摘要: | 台灣中小企業林立，早期一群深具時代使命感的創業家，以「提著皮箱闖世界的幹勁」，展現出台灣特有的創業家精神，不但創造當時的台灣經濟奇蹟，更為日後科技島的台灣，奠定雄厚穩定的基礎。
然而，隨著時間的推移，公司企業在面臨到產業的競爭、變遷與環境變化下的壓力，台灣過去藉由低廉勞動力的優勢已漸漸消失，單純的代工接單生產，在人力成本節節高升下，早已不利於台灣以出口為導向的代工製造產業。因此，很多中小企業以代工模式的廠商，不得已被迫思考該如何轉型以維持競爭優勢，本論文研究的個案公司，亦是如此，台灣中小企業的領導者，在面對不同變化的衝突與反應解決問題的能力上，選擇何種經營模式的轉變，也是有所差異。
個案公司在經營模式轉變的成長過程中，從專業的學術背景，選擇進入的產業，設立公司企業，憑藉合作夥伴的關係，順利切入市場需求，並提高公司的市場滲透率，然後利用供應商的相關技術，進入新的市場與新的產品，再者，公司領導者更是掌握整體市場脈動，靠著獨特的眼光與敏銳的嗅覺，跟隨政府政策性的扶植產業方向，依附趨勢需求發展而上，最後善用資本市場資源，壯大公司營業規模。
個案公司五十年的經營歷程，著實就是一本教科書的理論，本研究整理分析了解後發現，可藉由安索夫矩陣(Ansoff Matrix)模型去呈現，完美表達出個案公司各個階段的策略意義，與實際經營後的成果，期望可讓其他台灣中小企業複製成功經驗，並且當作學習的標竿。;There are many small and medium-sized enterprises in Taiwan, and a group of entrepreneurs with a deep sense of mission of the times in the early days showed Taiwan′s unique entrepreneurial spirit with "the drive to break into the world with suitcases", which not only created Taiwan′s economic miracle at that time, but also laid a solid and stable foundation for Taiwan as a future science and technology island.
However, with the passage of time, companies are facing the pressure of industrial competition, changes and environmental changes, Taiwan′s advantage in the past through low labor has gradually disappeared, and simple OEM production, under the rising labor costs, has long been unfavorable to Taiwan′s export-oriented OEM manufacturing industry. As a result, many SME OEMs are forced to think about how to transform to maintain their competitive advantage, as are the case companies studied in this paper, and the leaders of Taiwanese SMEs differ in their ability to respond to different changes in their business model in the face of different changes in conflict and ability to respond to problem solving.
In the growth process of the transformation of the business model, the individual company selects the industry to enter from the professional academic background, sets up the company, relies on the partnership relationship, smoothly cuts into the market demand, and improves the company′s market penetration, and then uses the relevant technology of the supplier to enter the new market and new products, moreover, the company′s leaders are more to grasp the overall market pulse, relying on unique vision and keen sense of smell, following the government′s policy to support the direction of the industry, relying on the trend demand to develop. Finally, make good use of capital market resources to expand the company′s business scale.
The 50 years of business history of the case company is really a textbook theory, and after this study, it is found that it can be presented through the Ansoff Matrix model, which perfectly expresses the strategic significance of each stage of the case company, and the actual results after operation, hoping that other Taiwanese SMEs can replicate the successful experience and use it as a benchmark for learning. |
