工程技術顧問服務業之成功關鍵因素

On the Key Success Factors of Engineering Consulting Services Industry

刁健原(Jyan-Ywan Dyau)

指導教授 ： 郭瑞祥

國立臺灣大學/管理學院/商學組/碩士(2012年)

https://doi.org/10.6342/NTU.2012.00024

摘要

近年來國內公共工程技術顧問服務市場業務爭取較以往來得艱辛，如何從既有經營成功公司所具有的技術優勢及組織能耐中擷取因應市場競爭之關鍵成功因素，做為經營者可參考之質化特性，是本研究探討的動機。研究以企業經營的角度，從企業的核心資源及競爭策劃著手，剖析其策略定位與執行之道，以瞭解其市場經營方式及達成的經營目標的關鍵成功因素。藉以提出有具有意義的建議，有助於業者建立屬於自己的競爭優勢，並培養市場競爭力，達到永續經營的目的。本研究採用個案研究及深入訪談做為資料蒐集之方式，以四家不同規模的個案公司為研究對象。研究發現本產業內大型公司與中、小型公司彼此間因歷史及市場現實因素而有著自然之市場區隔與面臨不同的競爭挑戰，本文嘗試以波特五力分析模式說明其個別市場競爭力之來源。
另本研究發現工程技術顧問服務業最重要之成功關鍵因素如下：
一、核心資源：工程技術顧問服務業核心資源是具相當經驗的人力資源、類似案例之服務經驗、先前技術層次較高案件設計圖說資料庫、專業文獻及期刊之技術資料、及學術單位提供的專業技術支援及顧問諮詢。
二、競爭策略：以差異化策略為主，於利基市場內獲取市場區隔內最大利潤，至於成本領導策略則較適合做為打破新進市場進入障礙之短期策略。
三、市場策略：確立利基市場後，加強服務品質與技術領導優勢，以強化市場地位，並建立品牌。

關鍵字

工程技術顧問服務業 ； 經營關鍵成功因素 ； 核心資源 ； 競爭策略市場策略波特五力分析

並列摘要

In recent years, government procurement market of engineering consulting services industry has undergone dramatical changes to become more competitive. The purpose of this thesis is to exploit key success factors from experiences of existing firms which still make profit under this circumstance. Case studies of four firms with different sizes are performed by intensive interview method. In each case, corporate internal core competences as well as external industry competitive strategy and marketing strategy are studied and analyzed. It is found that large size firms face different market segmentation to medium and small size firms. Therefore, competitive challenges they encounter are quite different. This scenario is illustrated by Porter’s five force models for different firm sizes.
Conclusions related to profitable strategies which are most significant to firms in engineering consulting services industry are addressed to. Core competences commonly come from formal engineering experiences of personnel, related track records of the firm, knowledge from professional publications, and consultations from related professional research fellows. Competitive strategy is mainly based on differentiation strategy to focus on nitch market in accordance with its own core competences. Cost leadership strategy should be applied only in a short term basis as an entry strategy to an emerging market. Existing engineering consulting services industry market is mainly segmented by the sizes of the engineering projects, and the professional engineers’ practicing categories required. Market targeting and positioning according to this segmentation should be set to strengthen firm’s competitive advantages and at best to establish a brand name within its nitch market.

並列關鍵字

Engineering Consulting Services Industry ； Key Success Factors ； Core Competences ； Competitive Strategy ； Marketing Strategy ； Porter’s five force model

參考文獻

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