臺灣博碩士論文加值系統

摘要
在現今瞬息萬變的商業市場中，隨時存在各種危機考驗著企業的生存能力，這些危機可能來自外部環境的改變，也可能是企業內部管理不彰所導致，不論原因為何只有少數的企業能夠成功的轉危為安、突破困境，本研究透過對窗簾製造商A公司轉危為安的個案研究，希望能提供相關產業經理人在企業定位、策略規劃和危機處理上的啟發。
本研究探討的A公司創立於民國六十年代，在有利的總體環境下迅速成長，但低技術門檻的產業特性使競爭逐漸加劇，導致A公司於民國八十四到八十六年連續三年遭受虧損的打擊，幸而經理人成功的帶領企業轉型，讓公司成功轉危為安。透過與經理人的深度訪談，本研究歸納出A公司轉危為安的關鍵在於成功的價值鏈整合，並藉此在品牌忠誠度低、技術障礙又低的窗簾產業中找到自己的定位，價值鏈的整合不但讓A公司建立起無可取代的多功能平台，更因此發展出高毛利的新事業。
對於許多以製造為本的傳統企業而言，A公司面對的挑戰並不罕見，但是能成功轉危為安的例子卻不多見，本研究於文末歸納出企業需居安思危、建立品牌並非提升價值唯一途徑以及大量客製化可為傳統大量製造業者提供新藍海等三項管理意涵，希望提供各界經營管理上的參考。
關鍵字：轉危為安、價值鏈、企業轉型

ABSTRACT
In the changing business world, there are various challenges testing companies’ surviving capability. These crises could be a result of sudden shift in external environment or a result of poor business management. No matter what causes these crises, very few companies can successfully carry over the crises. Through a case study on the world’s largest blind manufacturer A Company’s turnaround experience, we hope to provide management of the same interests some inspiration in company positioning, strategy planning, and crisis management.
A Company was established in 1974 and expanded quickly under a favorable macro-environment. Nevertheless, low entry barrier in the industry finally led to fierce competition and made A Company suffered from a three-year consecutive lost since 1995. Fortunately, the management successfully transformed the company and made it recover from the crisis. Through interview with high-level management, we concluded that the key to A Company’s successful turnaround lies in the integration of value chain, which helped A Company find its own position in the low entry barrier and low brand loyalty industry. Value chain integration not only helped A Company built an irreplaceable multi-functional platform but also helped it develop a higher margin new business.
The challenges A Company faced is not unique to it but very few companies can successfully recover from the trough. At the end of the essay, we came out with three managerial suggestions in the hope to provide managements of all fields some inspiration when designing strategies for their own companies that companies should be prepared for challenges in times of peace, branding is not the only way to add value, and mass customization offers a blue ocean for traditional manufacturers.
Key word: Turnaround, value chain, transformation

目錄
摘要 I
ABSTRACT II
目錄 III
表目錄 V
圖目錄 VI
第一章 緒論 1
第一節 研究背景與動機 1
第二節 研究目的 2
第三節 研究範圍 2
第四節 研究限制 2
第五節 研究流程 3
第六節 論文結構 4
第二章 文獻探討 5
第一節 企業危機的定義 5
第二節 轉危為安 10
第三節 轉危為安的策略 11
第四節 價值鏈分析 15
第五節 市場結構 18
第六節 大量客製化 21
第三章 研究方法 25
第一節 個案研究法 25
第二節 深入訪談法 25
第三節 質化研究 26
第四節 訪談內容設計 27
第四章 個案介紹 28
第一節 公司簡介 28
第二節 公司沿革 29
第三節 主要產品 30
第四節 財務資訊 32
第五節 經理人專訪 35
第六節 研究命題 41
第五章 結論與建議 42
第一節 個案研究 42
第二節 研究結論 51
第三節 管理意涵 52
第四節 後續建議 54
參考文獻 55

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