- 學位論文
台灣化纖廠商的成長策略分析
The Analysis of Firm Growth Strategies in Taiwan’s Chemical Fibers Industry
摘要
經過四十年的發展，國內各化纖廠商依各自的發展策略而持續成長，回顧過去化纖產業發展歷史，發現競爭愈來愈激烈，客戶的要求也愈來愈趨於嚴格。本文主要動機與目的為研究台灣化纖廠商的主要企業成長策略，探討各廠商如何在這詭譎多變、充滿風險與機會的環境中，如何發展與眾不同的競爭策略、如何建立其競爭優勢、如何有效的利用本身有限的資源等方面來擬定適當的成長策略；另比較台灣主要化纖廠商彼此間的企業成長策略模式。最後的研究結果、分析與建議，提供個案及相關廠商參考，藉以提升經營績效及企業成長。 本論文引述的文獻理論包括組織改造、企業成長理論、策略理論、責任中心、產品生命週期、績效評核制度與企業大學等。本研究是以質性研究中的個案研究方式進行，相關的資料來自於各化纖廠商資料，個案內部的文件、檔案及個案高層的訪談等來源。 研究的結果發現，成長策略均以一般性擴張(內部發展)為主，主要原因為使用此方式進行成長時，可直接使用現有資源來進行成長策略，其所需要的額外資源需求最少，也是企業提升市占率的最快方式，而採取併購方式的市場式模式與策略聯盟的網絡模式則相對較少。但一般性擴張策略有其極限，無法一直擴展，藉由外部資源來協助時，企業成長可更快且更具競爭力。 因大陸持續擴建，世界化纖產業深受威脅，五年後台灣的這些化纖廠商是否仍具競爭優勢是值得繼續探討；另一方面，化纖產品生命週期在台灣已達標準化階段，依IPLC 理論，這些產品必需移往至其它開發中的國家以降低成本及接近市場，這也造成台灣化纖廠商會外移至大陸等國家的主因；但隨著大陸經濟發展迅速，大陸已不具這些成本優勢時，一般性的化纖產業又將外移至何區域將是值得觀察的。 在探討新纖成長策略時，發現其主要成長模式以一般性的擴張模式居多，但為突破現有技術與市場以達其成長目的，仍採取了一部份的市場式模式與網絡式模式。在2004年以後，公司在治理方式啟動了很大的轉變且對企業成長影響甚巨，這些改變包括：組織再造、利潤中心、績效評核制度、獎酬制度等。在執行一系列的成長策略後，除了在財務指標有具體績效表現外，對新纖核心競爭力的發揮、企業文化及形象改變等方面亦有很大的貢獻。
並列摘要
Over the past forty years, chemical synthetic fiber companies have been growing relying on their own developing strategies. From the history of this industry, it is noticeable that there have been more and more competitions, and that the customers have been stricter with what they are looking for. The main motivation and goal in the treatise is to study the developing strategies of Taiwanese chemical synthetic fiber companies and to discover how companies change their strategies in order to fit in this constantly changing society. It becomes very important to develop unique strategies and to use its limited resources to make appropriate decisions. In addition, it also indicates the differences between developing strategies each corporation uses. At last, the results will be examples for companies’ references, in order to improve developments and stimulate the growth of corporations. The results show that developing theory tends to be internal development. The main reason is that it requires the least external resources, which makes it the fastest way to improve market holds. However, this mode is limited to its own resources. By using external resources, the development will be faster and more competitive. As the expansion of Mainland China continues, chemical synthetic fiber industry around the globe is facing severe threat. It is worth discussing whether companies in Taiwan will still have their advantages five years later. In addition, the life circle of chemical synthetic fiber has reached standardization in Taiwan. According to IPLC, these products need to be moved to other developing countries in order to reduce costs and to be close to market. This also causes Taiwan's companies to move to Mainland China and Vietnam. Nevertheless, as the economics in China grows rapidly, where the fiber companies will be moved to is to be conserved. When studying the developing strategy of Shinkong Synthetic Fibers Corporation, it is discovered that it mainly focuses on ordinary expansion. But to break through the obstacle of technology and market, it still adopts a part of market mode and Internet mode. After 2004, major executive changes are launched, which affects the development quite severely. The changes include reconstruction of company structure, profit center, performance measurement and rewards system. After launching these strategies, it has great positive effect in the profits and it also benefits Shinkong Synthetic Fibers Corporation a lot in the company culture and appearance.