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论文编号：	3052
作者编号：	2120084020
上传时间：	2011/5/19 17:44:54
中文题目：	基于价值链流程分析的营销模式研究-以中国良机集团为例
英文题目：	The research on Marketing Model analysis from the perspective of value chain －The Case Of Liangchi Group China
指导老师：	吴晓云
中文关键字：	战略联盟;价值链管理;市场营销;竞争优势
英文关键字：	Strategic alliances; Value Chain; Marketing Strategy; Competitive Advantage
中文摘要：	在中国由世界工厂逐渐转型为世界市场的世代，中国市场竞争已由区域市场转换成全球竞争市场，而台湾传统中小企业单就规模、资本与资源上与各国企业相比除了语言外确实没有太大竞争优势，因此必须摆脱传统单打独斗的个人企业发展态势，藉由战略合作伙伴相结合来不断创造与维持企业竞争优势。Michael Porter (1985)就提出企业维持或创造其竞争优势的方式不外乎实行「低成本领导」、「差异化」及「专一化」等战略。因此身为传统中小企业应评估其内部资源、优势与该产业之价值链决定企业应实行之何种竞争战略，并就其所不足之处于供应链中寻求战略合作伙伴来弥补，藉由联盟整合，来连结团队内的各项资源与优势，共同营销拓展市场版图。 本研究以价值链的观点切入传统中小企业组织重组的议题，探讨同时具有生产与品牌业务的公司，面对现今市场竞争是否需重新配置企业资源，并将有限的资源充分投入自身优势上?对于劣势则寻求伙伴联盟整合?本文以台湾冷却塔品牌「良机」为研究目标，探讨其进入中国市场后与梅陇电机厂战略联盟前后之组织变化情况。 经由个案探讨发现，良机在与梅陇电机厂联盟整合前，面对中国市场激烈竞争态势，企业内部皆产生资源与效能冲突之情形，更无法达到承诺顾客的价值；但经由双方整合后，除了在成本控制上有显着的改善外，进而更透过资源整合与产业共通性等优点，一同拓展产品营销市场，此景况应证Porter所述透过价值链整合来发展企业之「竞争优势」。是故台湾传统中小企业在有限的资源、优势下，摆脱传统单打独斗、缓步经营的态势，并在激烈的中国市场竞争中寻求战略伙伴资源整合，进而发挥团队优势，共同拓展事业版图，将是企业经营不可避免的型态。
英文摘要：	In the last decade, the Chinese Market has apparently moved from national market to global market. Apart from the advantage of language, Taiwanese small and medium-sized enterprise has relatively few competitive advantages compared with other multi-national co-operations in terms of economics of scale, capital and resources .As a consequence, it is an essential task for a small and medium-sized enterprise in traditional field abandon the typical style and develop it’s business, seeking to continue creating it’s competitive advantages by using strategic alliance. Michael Porter(1985)noted that three major ways enable an organization to enhance or keep it’s advantage position; these are” Cost leadership””Differentiation” and “Market focus/focus strategy”. It is important for a small medium-sized enterprise to evaluate it’s internal resources, strength, weakness of value chain to make it’s business strategy . More importantly, the use of strategic alliance enables a company to integrate it’s supply chain, resources and core competence of co-operative business. The purpose of this study is to discuss the strategic alliance from the view of value chain management for small and medium -sized companies in traditional industry, in addition, this study also discovered how a company re-allocated it’s limited resources to develop it’s brand and technique effectively in a competitive market. This paper has been taken“Liangchi Group China” a Taiwan based company in cooling tower field as the research objective ,to discuss the effect that company adopted a strategic alliance with Meilong motor co.,Ltd when Liangchi was entering the Chinese market. From the finding of this research, it can be seem that Liangchi initially were unable to integrate it’s resources well, as a result, the company lost commitments to it’s clients before the implementation of strategic alliances. After the supply chain integration, it is obvious to see that Liangchi had been succeeded in cutting cost and raising the market share with co-operative partners. Result indicated that a company was able to enhance its competitive advantage by Porter’s value chain integration. The conclusion of the study suggests Taiwanese small and medium-sized enterprises to seek the strategic alliances to integrate its resources to develop the business with the advantage of teamwork, and this would be an inevitable business trend in a rapid change and competitive Chinese Market.
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