本研究針對製造業中的傳統製鞋業現今發展進行分析,隨著運動生活蓬勃的發展,現代人對運動鞋與休閒用品的需求越來越高,但隨著中國及東南亞經濟的發展,製鞋業競爭日漸劇烈,已不能再靠著低廉的勞資成本取勝,還需要透過其他的策略方法來提升企業在產業間的競爭力,並提高其忠誠度留住顧客,如此才能提升企業的獲利,讓企業可以繼續生存並永續發展。本研究以B公司作為研究對象,探討企業經營特定策略發展之可能性,採用Lin and Pao(2004)所提出之策略管理架構,透過B公司的使命陳述與7S模型分析其內部競爭優勢、使用五力模型分析產業外部的競爭優勢,即透過PESTEL模型評估整體環境的優劣勢,以此本研究的理論分析架構為依據,並針對企業的優勢提出特定策略意見供企業進行參考,其歸納出的結論如下:檢視B公司的內外部優勢及總體環境優勢後,建議B公司發展的競爭策略為「創造其附加價值」,並以「具效率的供應鏈整合」圍棋特定策略,回過頭檢視B公司的使命陳述,提出其策略發展可能性與成效。
This study focuses on the development in the footwear industry. As the sports life become more popular, the demand of sneakers and sport wears rise gradually. However, with China and Southeast Asia economic development, the footwear industry become more competitive, cannot depend on the low labor costs to earn profit, they also need other strategies to enhance their competitiveness and strength their customers loyalty so that the business can grow and sustainable development. This study uses B company as a case study to examine the business’s possibility for specific strategy. Through understanding B company’s mission statement and utilizing the competitive strategy model proposed by Lin and Pao (2004), using 7S model to analyze the internal environment advantage, five forces model to find their advantage in external environment, and PESTEL model to analyzing the overall environment advantage. After analyzing and considering B company’s internal, external and overall environment advantages, ”create additional value” is established as their competitive strategy, and “ efficiency supply chain integration” as their specific business. Looking back to B company’s mission statement, the suggested strategy offer practicability and competence.