印刷產業經營模式與競爭優勢之研究 ─以台灣、香港與大陸印刷廠商為例

A Study on Business Model and Competitive Advantage of Printing Industry A Case Study of Taiwan, Hong Kong and China Enterprises

王靜怡(Ching-Yi Wang)

指導教授 ： 胡同來

國立臺北科技大學/管理學院/管理學院經營管理EMBA專班/碩士(2011年)

摘要

觀察當前印刷產業環境，大陸市場競爭加劇、平均單價快速下滑、產品開發期縮短、產品生命週期降低、技術導向等變化均影響印刷廠商發展策略，於是如何藉由探討公司策略、競爭策略，進而導入於市場策略中，最後產出良好經營績效成為印刷業者努力發展的方向。
本研究為以質化研究中之深度訪談研究方法，訪談專家與業者，並使用歸納法對個案訪談後繁瑣的資料加以分析整理。
研究結果發現如下：
1、台灣印刷廠商在經歷經濟起飛、蓬勃發展，乃至大陸堀起面對主要客戶外移至大陸的衝擊後，造成台灣印刷產業產能過剩，市場供給大於需求，相互競價。台灣印刷廠商至大陸投資設廠，成為必然之趨勢。本研究乃專程訪談香港印刷廠商之高階經理人，透過訪談得知大陸市場雖然處高度成長，但印刷廠商應根據國內外市場環境、國家政策、國際規範等外部因素變化，結合隨時檢視公司的公司策略及競爭策略，進而提出促使公司提高經營績效之策略，不應盲目擴張，造成決策失誤，產生重大損失。

2、在大陸蓬勃發展市場的背後，相對亦隱藏著具大的風險。台灣印刷廠商應建立起一套以財務管理為中心的風險控管機制，即時評估各項風險發生可能性，預做準備，並建立起『防火牆』，防止風險擴散，造成巨額損失。
3、台灣印刷廠商在台灣市場及大陸市場中經營，要採用低成本之競爭策略愈來愈困難，唯有採取高度差異化策略，創造出人無我有、人有我新之卓越技術或服務，才能在競爭市場中維護其競爭優勢，進而達到良好之經營績效。

關鍵字

競爭優勢 ； 經營模式 ； 公司策略 ； 競爭策略 ； 市場策略

並列摘要

Observe the current printing industry environment, the mainland China market competition, rapid downturn of average unit price, shortened product development and life cycle, technology-driven and other changes are all affect the printing companies’ strategy development. So, how to employ suitable corporate strategy, competitive strategy, and then import to the market, to produce well business performance are the striving direction of printing companies.
In this study, we used the qualitative depth interview as our method. We interviewed with industry experts and business people, and then used the induction approach to analyze tedious interview data. Our findings are:
1. Taiwanese printing companies has experienced rapid economic growth, faced the impacts on China rose and main customers moved to there resulting in overcapacity of Taiwanese printing industry, the market supply exceeded demand and bade up. Taiwanese printing companies set up plants in mainland China has become an inevitable trend. We interviewed senior managers of Hong Kong printing company and learned from the content answered by the respondents that although China market is in the high growth, but the printing company should be based on domestic and international market environment, national policies, external factors such as changes in international norms to examine the corporation competitive strategy at any time, and then adjust it to come out strategy for improving business performance. Companies should not blindly expand to avoid poor decisions and significant losses.
2. Behind the booming China market, the relatively high risk is hidden. Taiwanese printing companies should establish a set of risk management mechanisms with the core of financial management, evaluate the likelihood of the risk just in time, pre-prepare and build up a "firewall" to prevent the risk of spread and huge losses.
3. It will be more difficult for Taiwanese printing manufacturers operating in mainland China market and Taiwan market to adopt low-cost competitive strategy in the coming future. They have to only take a high degree of differentiation strategy to create a relative unique and innovative superior new technology or service in order to maintain competitive advantages in the competitive market, and thus to achieve a good operating performance.

並列關鍵字

Competitiveness ； Business Model ； Business Strategy ； Competitive Strategy ； Market Strategy

參考文獻

[33] 郭耀廷，企業營運內多角化對經營績效影響之研究-以台灣上市公司為例，

finishing and distribution, Printing Industry Center at RIT, Dec.

five-country comparative study, Printing Industry Center at RIT, June.

[25] 花王企業股份有限公司，http://www.forward-net.com.tw/

[33] 豪門彩色印刷事業股份有限公司，