台灣傳統產業的生存必須面臨多變與競爭的市場需求。為了永續經營,業者必須適時掌握外部機會並審酌自身資源,擬定未來發展目標,以強化企業本身的產業競爭力,才能在快速變遷洪流下生存。 本研究以冠軍建材集團作為研究對象,先行透過PEST 分析,了解研究個案在外部環境趨勢下所面臨的機會(Opportunities)與威脅(Threats)。復次,再針對研究個案對本身公司內部的深入瞭解進行探討分析,以獲得個案的優勢(Strengths)及劣勢(Weakness),之後再根據SWOT 矩陣四象限內容交互分析結果,擬定出經營策略,分別為策略一:重新聚焦產品,進行品牌重新定位,並迎合消費者需求,藉以擴增市佔率;策略二:從以前獨立經營轉成整體供應鏈的協同合作關係;提供客製化的服務,且建立銷售網絡的服務業者;以及策略三:透過品牌識別及門市規劃以提升商店形象,強化廣告與公關之宣傳,創造產品差異化。最後彙整出結論及建議,以提供給個案業者做為未來經營管理的參考方針。
The survivals of Taiwanese traditional industries have to be confronted with various and competitive marketing demands. In order to survive in the rapid marketing changes, the business owners have to hold the opportunities and consider the self-resources at the right time, to plan the future developing targets, to hence the competitiveness of enterprise, and eventually to be sustainable management. First of all, we select the Champion Building Materials Group as case in this study to conduct PEST environmental analysis to understand the Opportunities and Threats. In the second place, we contact a self-analysis to get the Strengths and Weakness of Champion Building Materials Group. Further more, we base on the contents SWOT matrix analysis to get the results and to study out the 3 strategies of managements. Strategy 1: by re-focusing on products, replacing the brand positioning, and conforming consumer demands, to expand the market share. Strategy 2: by transforming to be a whole supply-chain cooperation from an individual management to provide customized services and to establish whole sales network. Strategy 3: by identifying the brand and re-planning the shops to optimize the images of shops; by enhancing advertising and PR publicity to create the product differentiation. In the end, we make the conclusions and recommendations to be reference policies for the business owner to do the business management in the future.