中小型治具公司創業經營策略分析:以中國蘇州M公司個案為例

Entrepreneurial Strategy Analysis of Small and Medium-Sized Enterprises: A Case Study of Company M in China

莊雋(Chuan Chuang)

指導教授 ： 王存國

國立中央大學/管理學院/管理學院高階主管企管碩士班/碩士(2015年)

摘要

中文摘要
中小企業在各國的經濟發展中一直扮演著重要的角色，但是中小企業在創業初期由於經營情況尚未穩定，非常容易在各式各樣的挑戰中遭到淘汰。中小治具公司由於進入門檻較低，近幾年家數不斷增長，也成為很多具備創業企圖心的人士之競爭領域。
本研究擇一符合條件之個案M公司進行深入探討，審視公司成立五年來之經營策略，分析出中小型治具公司成功因素，也提供M公司未來經營策略之參考。
經本研究發現，中小型治具公司的發展經常受限於區域及產品，導致產能利用率具有季節性，而如何提高產能利用率、擴大產品線、提升附加價值，則為個案M公司成功之關鍵策略。經營者善用本身在電子系統廠多年的人脈及經驗，開發出更適用於客戶的產品，提供更多的附加價值給予客戶，並垂直整合原料及配件生產，這些作為皆降低公司營運成本，同時也擴大產品線提高產能利用率，並提供更多的附加價值服務給予客戶，此乃成功吸引各類客戶進而穩定成長之關鍵策略。
再者，經由本研究發現，未來個案公司面臨擴大產能及產品毛利率降低之時，需開發出其它高毛利的產品來延續成長的軌跡，進而延長經營壽命。上述研究結果希望提供給予此產業欲創業之經營者做為參考。
關鍵字：中小企業、治具、策略矩陣

關鍵字

中小企業 ； 治具 ； 策略矩陣

並列摘要

Abstract
Small and medium-sized enterprises (SMEs) always plays an important role in developing countries, but SMEs in the startup stage, due to unstable business and operation, are very easy to fail when facing a variety of challenges. Due to the low entry barriers, a growing number of small and medium-sized fixture companies have appeared in recent years, making the industry very competitive and challenging.
This study chooses Company M, which fits the demand for in-depth discussion, to examine the business strategies of the company in past 5 years and analyze the success factors of this small and medium-sized company, and provide the future business strategies to the company.
This study finds that the development of SMEs is often limited by region and by product, resulting strong seasonal fluctuations in capacity utilization and hence making how to improve the capacity utilization critical. Consequently, expanding the product lines and enhancing the added values for the clients are the key successful strategies for Company M. The general manager of the company has also utilized and taken the advantage of his longtime experience in the system assembly industry by developing more suitable products for customers, providing more added values to customers, and vertically integrating raw materials and accessories production. All these strategies have reduced the company's operating costs, while expanding product line to improve the capacity utilization rate and providing more added value service to customers, and successfully attracted many new customers and grown stably.
Besides, through the research discovery, the case company will face the barriers of capacity expansion and gross margin growth. Company M needs to develop other high margin products to extend its growth trajectory and prolong the business life. The results of the research are to provide a reference for the startups in the similar industries.
Key words: Small and medium-sized company, fixture, strategy matrix

並列關鍵字

small and medium-sized company ； fixture ； strategy matrix

參考文獻

【3】 Chandler, A. D. (1962), Strategy and Structure: Chapters in the History of the American Industrial Enterprise. Cambridge, Mass: MIT Press.

【4】 Porter, M. E. (1980), Competitive Strategy: Techniques for Analyzing Industries and Competitors. New York: The Free Express.

【5】 Porter, M. E. (1985), Competitive Advantage: Creating Sustaining Superior Performance. New York: The Free Express.

【6】 Weihrich, H. (1982), The SWOT Matrix-A Tool for Situational Analysis, Long Range Planning, 15(2), 54-66.

參考文獻