企業集團的資源與市場矩陣策略：以資源基礎理論觀點分析之

廠商如何維持持續性的競爭優勢一直是策略管理領域的核心問題。在瞬息萬變的動態環境下，企業如何更新與提昇自我能力，將是取得競爭優勢的關鍵。從資源基礎觀點可得知，異質性資源為廠商競爭優勢的基石。Wernerfelt(1984)更提出「資源-市場矩陣」模型，主張企業進入市場的關鍵取決於「能力」與「資源」的發展順序。過去台灣有製鞋王國之美譽，且拜產銷國際分工之賜，台灣的中小企業免受於國際行銷規模經濟之限制，而專注於製造端生產。然而，近年來NIKE宣布與偉創力進行策略聯盟，引領製鞋產業生產流程的破壞式創新，卻也引發了台灣中小企業的製鞋廠商的憂慮。本研究選取台灣隱形冠軍-LJ集團為本研究之個案研究對象，欲探索該個案公司在面臨市場全球化及中國大陸一帶一路政策下，如何順勢而為，朝向高科技紡織傳統產業發展且不斷展現服務創新的一面，並在製鞋市場突破重圍、佔有一席之地。本研究透過個案研究法，輔以訪談、直接觀察和內部檔案、網路資料蒐集的方式，針對個案公司進行探索，並彙整出SWOT、五力分析、成長策略、資源-市場矩陣策略等四種分析模式，試圖拼湊出低調的LJ集團商業模式與成長關鍵，探索該企業的技術能力發展如何帶動市場策略思維，以供其他廠商參考。

關鍵字

資源基礎理論；資源市場矩陣；個案分析

並列摘要

How to maintain the sustainable competitive advantage has been a key issue in strategic management. In a dynamic environment, the key factor for requiring the competitive advantage is focused on how to update the ability of enterprise. Resource-Based View is used to analyze how to keep the sustainable competitive advantages for a firm. Wernerfelt (1984) proposed the usefulness of analyzing firms from the resource side rather than from the product side futher. It was conjectured that this perspective would throw a different light on strategic options, especially those open to diversified firms. This study selected LJ Group to be our object to explore why this corporation can contain the sustainable competitive advantage and promoted to high-tech textile industry when it facing the market uncertaintly and the forces from China. This study utailzed four models (SWOT, Five-Force Analysis, Growth Strategies and Resource-Market Matrix) to explore differentiate technology competence and market competence and its sequential entry.