台灣電梯產業由於台灣地狹人稠,且都市人口集中,土地資源有限,建築物 不斷往上發展,電梯遂在現代生活中扮演著相當重要的角色,但隨著全球自由化 的風潮,及台灣加入WTO等因素的影響,使得台灣電梯產業長期以來一直處於激 烈的競爭態勢,同業之間為了生存為了提昇競爭力,許多廠商自日本、歐洲與美 國等工業先進國家引進技術或代理其產品,發展至今在電梯產品本身、技術及人 力方面均有相當的基礎。但是對於關鍵技術及零組件,目前依然受制於人,無法 自行掌握。本研究之個案公司崇友公司為求突破困境,利用國際策略聯盟方式, 以其傑出的生產、工程技術與低成本優勢,結合日本東芝電梯公司的品牌、管理 與研發能力完成世界第一“台北101”電梯工程的傲人成績。 本研究利用深度訪談所得的初級資料與蒐集的次級資料加以分析探討,完成 電梯產業之總體環境評估與競爭力分析,並參考各國文獻從理論中推演及研究發 現;電梯產業國際策略聯盟關鍵成功因素依序為:明確的策略目標,適當的夥伴, 減緩文化衝突,良好的溝通與交流,適當的組織結構,考慮策略的互補,單一的 管控系統及彈性而專業熱情的管理人才。
There are more people and less land in Taiwan, and population is concentrated in major cities to use the limited resource of land. That is why the buildings shall be continuously constructed toward the sky, and elevators are playing the important role in the modern life. Under the trend of global liberalization and effect of Taiwan entering WTO, elevator industry is in the fierce market competition for long periods. In order to enhance the competitiveness, elevator suppliers introduce technique or act as agent for products from developed countries of Japan, Europe and USA etc, the development made a fairly good groundwork in elevator products, technique and technician, but key technique and critical parts still are controlled by foreign makers. In the study case, the company of GFC, LTD. took international Strategic alliances as counterplots, based on GFC’s own advantages of excellent manufacture, engineering and low cost to integrate brand, abilities of management and R&D of Toshiba elevators to achieve the success of the world fastest elevators in Taipei 101. The research is based on the preliminary information by In-depth interviews and secondary information by collecting and then analysis to complete the environment evaluation and competitiveness analysis for elevator industry, refer to the documents of many countries, deduce from theories and research to find the key success factors of the elevator industry international strategic alliance in order: Definite strategic targets, suitable partners, dispelling culture conflict, well communication, appropriate organization, complementary strategic, unitary administration and flexible, professional enthusiastic administrators.