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| Title: | 中小企業如何在與國際大廠的競爭下,進入新市場之策略---以A公司切入大陸風電複合材料行業為例
The new market entry strategy for a small / medium enterprise to compete with international enterprises --- example: A company penetrates into (composites solution for) China Wind Energy Industry |
| Authors: | 林雍堯
Yung Yao Lin |
| Contributors: | 邱志聖
Chiou, Jyh-Shen
林雍堯
Yung Yao Lin |
| Keywords: | 中小企業
新市場策略
策略行銷4C理論
外顯單位效益成本
資訊搜尋成本
道德危機成本
專屬陷入成本
Small and medium-sized enterprises,
New market strategy
Marketing 4C theory, transaction cost
Buyer Cost / Buyer Utility
Moral Hazard Cost
Asset Invest Cost
Information Search Cost |
| Date: | 2011 |
| Issue Date: | 2012-10-30 10:15:52 (UTC+8) |
| Abstract: | 本研究是以中國大陸從2005 年到2010年的風力發電之複合材料葉片產業為背景，討論A公司如何從其原來所屬的防腐蝕複合材料行業，跨入一個完全不同應用的風力葉片複合材料行業。於產業進入過程中，有三家迥然不同規模、屬性、企業文化的企業，於過去數年在大陸市場的競爭為研究範疇。
而在這一市場中依其資本來源，可概分為外資、國企與民企三大類，而因著資本來源不同導致其管理團隊與決策模式，有著極大的差異，因此對交易過程的四種成本亦有相當大的認知與評價差異。而這三家競爭廠商於面對不同客戶屬性時，如何依據其個別公司的不同市場地位、公司資源與技術能量，而採行的市場競爭策略。
A公司於競爭初期，利用其既有的品牌知名度、人脈與通路，以降低C2為第一要務，而後利用C2在地優勢與國際原料大廠建立策略聯盟，產生C1的競爭優勢。進一步利用C1優勢降低客戶C3，隨著個案的增加，增強與上游供應鏈的談判力量，再回頭去強化C1的競爭優勢，以本研究所處的市場，所有的競爭最後都還是回到C1的競爭。並對未來的發展提出如何增強各個成本構面的建議，與提升公司淨利的建議。
The background of this study is based on the wind blade industry of wind turbine from year 2005 till year 2010 in mainland China. We try to analysis how the company A crosses into an entire new industry – wind blade composites from their original anti-corrosion application. And the scope of this study based on these three enterprises with complete different scales, categories and cultures how to compete in mainland China wind blade composites industry in the past 5 years.
We may distinguish those customers into three types based on their different capital compose: foreign enterprise, state own company and private company. Due to the different capital compose, it cause quite obvious difference between the business philosophy of the management team and decision model. It also caused huge difference in recognition and evaluation of four kinds of transaction cost. Those three major suppliers how to take different compete strategies when they are facing different customer attributes based on their own corporate market position, company resources and technology.
At the very beginning stage, company A leverages its original brand name, connections and channels in composites industry to lower its C2 as first priority. And then company A tries to build the strategic alliances with those global material suppliers to create the compettive advantage of C1. The further step is to reduce customers’ C3 through its C1 advantage. The more customers company A gets, the more bargain power she has with her supplier chain and then she could strengthen her own C1 competitive strength. The most fundamental competition is always backing to C1 competition in wind blade composite section of wind energy industry in China. |
| Reference: | 中文文獻:
中國風電專業分析，百度文庫http://wenku.baidu.com/view/20f45b09f78a6529647d5314.htm
中國大陸能源局，可再生能源法，2006
中國風電新聞網，2009年中國風電機組葉片市場研究報告，2010
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百度百科，複合材料(Composite materials)，2011
http://baike.baidu.com/view/45827.htm
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經濟部技術處，謝志強、康志堅、王孟傑、楊翔如，”大陸新興能源產業特輯”， 工研院產業經濟與趨勢研究中心(IEK), 2011
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Williamson, Oliver E., “Transaction Cost Economics: The Government of Contractual Relations”, Journal of Law and Economics, 22(3), 1979 |
| Description: | 碩士
國立政治大學
經營管理碩士學程(EMBA)
95932002
100 |
| Source URI: | http://thesis.lib.nccu.edu.tw/record/#G0095932002 |
| Data Type: | thesis |
| Appears in Collections: | [經營管理碩士學程EMBA] 學位論文
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