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「差異化」的策略思維-以金門陶瓷產業為例 = Strategic Thi...

國立高雄大學高階經營管理碩士在職專班(EMBA)

「差異化」的策略思維-以金門陶瓷產業為例 = Strategic Thinking for Differentiation-Case Study of Kinmen Pottery Industry

紀錄類型:	書目-語言資料,印刷品 : 單行本
並列題名:	Strategic Thinking for Differentiation-Case Study of Kinmen Pottery Industry
作者:	張維新,
其他團體作者:	國立高雄大學
出版地:	[高雄市]
出版者:	撰者;
出版年:	2014[民103]
面頁冊數:	190面圖，表 : 30公分;
標題:	五力分析
標題:	Five Forces Analysis
電子資源:	http://handle.ncl.edu.tw/11296/ndltd/91529585559188973522
附註:	參考書目：面166-175
附註:	103年12月16日公開
摘要註:	台灣陶瓷產業有九成陶瓷工廠仍屬中小企業，工廠規模不大。因此，在經營規模有限及內、外銷市場受創新不足與加入「WTO」等多重衝擊，陶瓷業者無不積極尋求可與市場及同業的競爭策略優勢，藉強化產品的特色、服務與行銷作為，吸引消費者的青睞。而金門陶瓷產業卻在沒有先天優勢及面對多方市場（如台灣、開放大陸小三通）競逐下，運用「差異化」之經營策略，產生獨特與局部的競爭優勢，開創出自己的一條路，以為永續經營利基。依據Porter 的論點，如果企業能提供消費者某種獨特的價值，就會和競爭者形成了差異。而差異化策略即是使公司所提供的產品或服務與別人形成差異，創造出獨一無二的產品。也就是企業憑藉自身的相對優勢，生產出在性能上、質量上優於市場上競爭的產品，或是在銷售方面，透過有特色的宣傳活動、獨特的行銷策略、優質的售後服務，在消費者心中建立起不同於一般產品的良好形象，並佔有市場的競爭優勢。此外，綜觀國內、外學者針對「差異化」策略的主要構面之探討，大致環繞產品、服務及行銷三大部分，本研究業引為分析探討之主軸。本研究首先針對金門陶瓷產業整體環境與競爭力以「五力分析」的模式進行評析；其次，以「SWOT 分析」探討個案公司如何把握經營管理上的優勢，克服本身的劣勢，利用外部環境的機會，避開競爭者的威脅；最後再就個案公司「差異化」經營策略之運用進行分析，期益於金門陶瓷產業及個案公司未來競爭力之提升。經本研究分析，業發現金門陶瓷產業暨個案公司，經營策略仍是以產品為導向，在產品的差異化上因採多元創作、平價的精緻藝術陶瓷及結合在地文化特色等，已有明顯的區隔與局部優勢競爭力，而有目前穩定發展的利基；但在服務及行銷策略的市場導向部分，則顯得薄弱。而主要的問題如技術人才、網路服務、策略聯盟機制、行銷、品牌權益觀念等普遍缺乏，更顯示金門陶瓷產業應將經營策略調整為市場導向，並因應市場的需求，強化服務與行銷作為。此外，個案公司在多元產品特色衝突小的優勢下，應適採同業策略聯盟的合作機制，把利益最大化。承上，本研究認為，金門陶瓷業者因基本市場小，不利於單打獨鬥經營方式，應先由同業策略結盟的平行整合，共享市場資源與利益；再者，由產業組織的力量，爭取公部門的政策支持其垂直整合，將較缺乏的服務與行銷層面有規劃的輔導、協助，才能提升金門陶瓷產業及個案公司整體的優勢與競爭力，並於市場環境中永續立足。 Ninety percent of ceramic factories in Taiwan are small and medium sized enterprises (SMEs) that mean most of them are small-scale factories. Therefore, while facing the multiple impacts from joining WTO, limited domestic and foreign markets and scale of operation, the ceramics companies are looking for better competitive strategies over their competitors and markets that include strengthening product features, providing a better service and marketing to attract more people. However, the Kinmen ceramics industry, which doesn’t have any inbuilt advantages, successfully expand its own path by using differentiation strategies to create its own unique and part of competitive advantages in multi-market competitions so as to build a sustainable development model.According to Porter's points, if enterprises can provide a certain distinct value to consumers, they can create the differences from the competitors. The differentiation strategies are making companies’ products or services different from others in order to create the unique products that also means that the enterprises produce better quality and performance products in the market with their own advantages, or use interesting advertisements, special marketing strategies and offer better after-sales services. The costumers will have a better brand image built in than regular products that the companies could have competitive advantages in the market. Nonetheless, the three main topics of this case study are products, services and marketing that are also often analyzed in the differentiation strategies by domestic and foreign researchers.This study, firstly, focuses on the overall industrial environment and the competitiveness in Kinmen and use the Five Forces model to analyze; then uses the SWOT model to study a specific company how it can take advantage of its management superiorities and overcome the inferiorities to exploit opportunities from the exterior environment and avoid the threats from the competitors; in the end, analyzes the differentiation strategies of the company so the competitiveness of the ceramics in Kinmen and the company could be enhanced.The study found that the business strategy of the company and the Kinmen ceramics industry is product-oriented with multifarious creation and affordable products combined the local characteristic cultures on product differentiation efforts. The efforts have formed a sustainable development niche with the distinct differences and competitiveness advantages already, but the services and the market-oriented marketing strategies are still relative weak.The main problem is the lack the concepts of techniques, network services, the strategic alliances mechanism, the marketing and the brand equity, so the Kinmen eramicsindustry should adjust its strategic direction to a market-oriented to respond to the market demand with enhancing services and marketing. However, the specific company, which has advantages on low feature conflict for the diverse products, should maximize its profit coordinated with the strategic alliance mechanism. In summary, this study found that the local market is small, so the Kinmen ceramic companies should be parallel integrated through the strategic alliance mechanism to share resources and benefits on the market instead of running the business alone. Furthermore, they can use the power of industrial organizations to integrate vertically the public sector’s policy support and to assist and help the companies on the service and the marketing areas in order to enhance the overall competitiveness and the advantages in the market.

「差異化」的策略思維-以金門陶瓷產業為例 = Strategic Thinking for Differentiation-Case Study of Kinmen Pottery Industry
張, 維新

「差異化」的策略思維-以金門陶瓷產業為例 = Strategic Thinking for Differentiation-Case Study of Kinmen Pottery Industry / 張維新撰 - [高雄市] : 撰者, 2014[民103]. - 190面 ; 圖，表 ; 30公分.
參考書目：面166-175103年12月16日公開.
五力分析Five Forces Analysis

「差異化」的策略思維-以金門陶瓷產業為例 = Strategic Thinking for Differentiation-Case Study of Kinmen Pottery Industry
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