摘要
上海影印機零售與服務產業從1996年到2007年僅11年的時間整個產業生命週期就從導入期發展到成熟期，台灣則是30年的時間才完成，這樣的變化不是生產廠家及零售業者可以預想到的，也不是台灣相同產業業者可以見到的，這就是大陸市場的特色。 本研究以上海影印機零售及服務為其主要營收來源的公司為基礎，應用次級資料分析及人員訪談，試圖以策略矩陣分析法，來了解上海影印機零售及服務產業發展現況。 在產業研究方法利用「五力分析」和「產業矩陣分析法」為主軸，描述各策略點的內涵，並經分析策略點過去變化及未來趨勢，瞭解上海影印機零售及服務產業之特性、趨勢及關鍵成功因素。 個案中，挑選經營模式較具代表性之三家公司，應用策略形態分析法，瞭解各自發展歷程及採取之策略，以進一步了解其事業經營發展策略，最後依自身的能及資源選擇未來發展之經營策略。 從個案研究中可以發現： 1：「低成本策略」及「品質保障策略」是影印機零售及服務產業最重要的策略。 2：網際網路的出現讓產業發生巨大的變化，不論是產品或者是競爭者。 3：「資金」、「品牌」及「創新」是產業未來的關鍵成功要素。
並列摘要
Thesis name：The Industry Study and Business Strategy Analysis of Copier Retail and Service In Shanghai School: School of Management National Central University Student: Shao Yung Hwa Professor: Dr Lin Ming-ji Content and summary of the thesis: In Shanghai, it takes the copier retail and service industry only eleven years, starting from 1996 to 2007, to develop into the mature stage for the whole industry life cycle. Taiwan, however, spends thirty years to complete the sample development process as Shanghai did. This phenomenon belongs to the character of China market, which is neither being expected by the local industry players nor the ones in Taiwan. This study focuses on the companies with their revenue generating from Shanghai copier retail and service. We collect the secondary data and staff interviews as our main materials and apply the strategy matrix analysis to understand the current development in the industry. Regarding the industry research method, “Five Forces Analysis” and “Industry Analysis Matrix” are the principal axes in our study. By further description of the content for each strategic point as well as its past and future trend analysis, it helps us understand the main characters, trends and the key success factors in Shanghai copier retail and service industry. In our case studies, we select three companies as representatives of the management model. Through “strategic posture approach”, we can understand the development process and the strategies of each company. We would suggest the suitable future development strategies for each selected company based on their capabilities and resource choices in our final section. In the end, we find some special phenomena and conclude as below: 1: "Low-Cost Strategy" and "Quality Guarantee Strategy" are the most important strategies in the copier retail and service industry. 2: The presence of internet leads to tremendous changes in the industry, both on products or competitors. 3: "Funds", "Brand" and "Innovation" are the key success factors for the industry in the future.