- 學位論文
全球知名陶瓷企業營運模式與經營績效關係之研究
Study on the Relationship between Business Models and Corporate Performance ― Empirical Observation of Globally Famous Porcelain Enterprises
摘要
本篇論文主要以德國的Meissen、丹麥的Royal Copenhagen、英國的Wedgwood、台灣的Franz，以及韓國的Prouna等全球知名的陶瓷企業為研究對象，探討企業營運模式與經營績效之間的關係。 近年來，文創產業的重要性躍升，而陶瓷產業已成為文創產業中新興的核心產業。然而，全球經濟不景氣嚴重影響到陶瓷市場，許多陶瓷企業相繼面臨營運上的困難，但同一時間，亦有許多陶瓷企業不僅成功度過了這些挑戰，更創造出更好的經營績效。是故，什麼營運模式讓這些公司克服重重關卡又提升績效，是為本研究動機之一。 本研究主要透過實際面談與半結構式問卷為研究方法，進行質化研究，歸納出每個企業的核心資源，以及包含價值主張、市場區隔、價值鏈、成本與利潤、網絡價值、競爭策略等六種不同的營運模式。至於在經營績效上，則以平衡計分卡中的顧客觀點、內部營運過程觀點、創新與學習觀點以及財務觀點四者加以衡量之。 透過本研究可以得知，企業之核心資源、營運模式與經營績效三者間息息相關，進一步分析來說，若陶瓷企業的核心資源為其資產的話，對其經營績效的提升而言較有幫助，且這些公司營運模式大多為生產導向、即時設計以及擴大市場等三項；另一方面，以能力為核心資源的陶瓷企業，並以銷售導向、經典設計以及鞏固市場為其營運模式。最後，本研究亦顯示出，以高端市場定位、生產導向以及擴大市場等營運模式，較有助於企業經營績效的提升。
並列摘要
This study aims to explore the relationship between business models and corporate performance. And it especially observes the globally famous porcelain enterprises; Meissen(German), Royal Copenhagen(Denmark), Wedgwood(UK), Franz(Taiwan), and Prouna(Korea). Over the last few decades, the economic force of ‘cultural and creative industries’ has been remarkably increased. Especially, porcelain industry which is included in ‘craft sector’ of cultural and creative industry became one of the core-market in this new economy. However, the world scale economy crises affected to porcelain market, and lots of porcelain enterprises faced difficulties for operating. At the same time, however, some of porcelain enterprises not only tide over crises but also even make good corporate performance. Then, what business model do they have and what factors does it affect to make better corporate performance? Throughout this research, we confirm the correlation among the core resources, business models, and corporate performance. According to this study, it is better for porcelain enterprises to try to have core assets as its core resources for better corporate performance. And those enterprises which have core assets as its core resources tend to have producing-focused, timely-design-oriented, and market expansion-targeted business model while the porcelain enterprises which have core capabilities as their core resources tend to have sales-focused, heritage-design-oriented, market strengthening-targeted business model. This study also shows that the porcelain enterprises with luxury market-targeted, producing-focused, market expansion-targeted business model tend to get better corporate performance. This study uses qualitative research method comprised interview and semi-structured questionnaire method to figure out each enterprise’s core resources and its business model which includes six different categories such as value proposition, market segments, value chain, cost & profit, value network, and competitive strategy, etc. Corporate performance is measured by balanced scorecard framework comprises four perspectives which are customer perspective, internal business process perspective, innovation & learning perspective, and financial perspective.