本研究探討企業如何以核心能耐 (Core Competence) 為基礎,持續延伸與建構能耐而形成企業的競爭成長策略,以因應知識經濟時代下環境的快速變化。有別於過去目標行銷 (Targeting Marketing)理論,本研究引用主導邏輯理論 (Dominant Logic)以敘述如何利用創投篩選機制來做為新客戶的篩選行銷策略 (Filtering Marketing)。藉由與所篩選的新客戶共同演化合作,不斷為企業注入新的優質養分,以培養創造新的成長契機。並說明槓桿運用現有資源能力,不斷組合累積新的資源能力,加上實質選擇權概念的研發投資與擴產投資以及長期與策略夥伴互信、互惠以及承諾的夥伴關係,使得企業得以生生不息、永續成長、創造企業價值的極大化。 本研究是以質性研究的個案分析法,透過半結構性訪談所蒐集的質性資料與相關次級資料進行內容分析,並蒐集、鑑別、整理相關文獻,透過對文獻的研究形成對事實的科學認識,從而瞭解事實,探索事件現象,以期得到三角驗證 (triangulation)。 藉由研究個案公司過去三十多年來的成長軌跡,試圖以核心能耐理論說明如何培養企業未來成長新契機以及運用獨特性的核心資源能力組合,透過適合企業成長的競爭策略,以產生持續的競爭優勢。希望藉由本研究的探討,可做為台灣製造業進行企業營運發展策略的評估與參考。
This study attempts to explore incubation growth strategy of a company by nurturing and leveraging its core competencies in order to keep sustainable competitive advantages in this knowledge based economy. Comparing with the target marketing concept, we introduce the filtering marketing concept of how to take the advantages of venture capital as the new customer development strategy. Meanwhile, by adding on the concept of real options as well as partnership relationship as part of the company’s strategies, we found the growth cycle of T company as the good example of core competence based strategy. This is a qualitative case study by semi-structured interviews with top managers, customers, consultant and sales representative of T company to collect the data for analysis. And compare with the relative theory to understand and explore the facts of the company to achieve the triangulation. Hopefully to provide a good business model to the Taiwan’s manufacturing industry by this case study.