- 學位論文
以靜制動--企業如何以差異化策略取得產業競爭優勢之研究
BRACING FOR DYNAMICS WITH CALMNESS-- A STUDY OF COMPANIES PURSUING INDUSTRIAL COMPETITIVE ADVANTAGES BY APPLYING STRATEGIES OF DIFFERENTIATION
摘要
在現今全球化競爭的時代裡，產業仍停留在不受競爭者入侵的平穩狀態，或能長期主導市場的優勢已不復見。如何重新定位自身的角色，以現有的核心競爭力，配合執行差異化策略，在新的市場中取得先機，以靜制動、以逸待勞，塑造無可取代的地位，是目前相當重要的課題。歷年來研究著重於整體策略性的描述，有關於差異化策略與創新能力，相對於企業自身核心資源，應採取何種有效策略，罕見有相關研究提出系統性地歸納。因此，本研究擬補足歷年研究的不足，提出以企業所處產業環境下，系統性分析其應採行何種差異化策略。 本篇研究建立以企業品牌知名度高低為縱軸，創新性產品強弱為橫軸的四維象限，另以1.顧客需求；2.產品價值；3.行銷能力；4.服務品質等四項區分，作為企業在進入市場、尋求轉型或面臨激烈競爭時，應採的策略參考方向。選擇以全球500大企業與大中華1000大企業中，以採行差異化策略而反敗為勝的實例來篩選，研究對象分佈於通路業、電子業、網路業、化工業與休閒產業。 實證指出對應企業現處產業位置，相關有效差異化策略分述如下： 一、 品牌知名度高與創新性產品弱之產業位置 開發顧客新的需求，加強核心能力培養，提升產品品質及附加價值，實施市場滲透 策略，填滿需求空隙。提高顧客服務深度，加強品牌的顧客認知價值。 二、 品牌知名度高與創新性產品強之產業位置 結合核心能力，持續開發創新性產品，引領需求潮流。切割目標市場，填滿需求空 隙。實施垂直整合，以降低成本，並完成行銷及配送能力之建置。 三、 品牌知名度低與創新性產品弱之產業位置 研究符合顧客需求的產品，建置企業核心能力，配合推出創新性產品，扭轉市場生 態。思考建立自有品牌。若長期營運未見起色，則應考慮退出市場，停止虧損。 四、 品牌知名度低與創新性產品強之產業位置 加強品牌行銷，建立品牌知名度，創造產品價值。避免其他品牌大廠仿效投入參與競 爭，實施垂直整合，降低成本，並加強建置行銷通路及配送能力。 在競爭環境日益嚴苛之時，以削價競爭將大幅危害企業營運獲利，企業應體認唯有避開競爭對手之正面衝突，以「靜態」強化體質、創造需求的策略，對抗外在「動態」激烈殺價競爭；即以靜制動，採差異化策略，在逆境中沈潛深耕核心能力，另闢蹊徑，轉向「價值創新」，預先掌握新的顧客需求，開創無競爭或寡競爭的全新領域，拉大與競爭差距，方為生存之利基。
並列摘要
In the era of global competition, industries can no longer enjoy the status quo where there is no invasion from competitors or dominate any market for a prolonged period. It is essential to redefine the positioning with existing core competitiveness and the implementation of differentiation strategies. Bracing dynamics with calmness and achieving first-to-the-market advantages can create a market position that is not replaceable. The focus of the studies over the years is on the description of the overall strategies. There has been very little research that systematically generalizes what effective strategies should be put in place on the basis of the core resources of corporates in differentiation strategies and innovation abilities. Therefore, this paper intends to fill in the gap left behind by past studies over the years by performing a systematic analysis of what differentiation strategies should be adopted given the environment where corporates are faced with. This paper establishes a four-quadrant framework by using the levels of brand publicity of corporates as the vertical axis and the strengths of innovative products as the horizontal axis. These four quadrants, i.e. customers' needs, product value, marketing abilities and service quality, aim to serve as strategic directions for corporates in seeking to enter any markets, go through a transformation or cope with intense competition. Cases are selected from the top 500 corporates in the world and top 1,000 corporates in the Greater China by screening out those who have adopted differentiation strategies to reserve their fortunes from defeats. These corporates are in the distribution, electronics, network, petrochemical and leisure industries. Below is a description of effective differentiation strategies corresponding to the existing propositions of corporates highlighted in empirical studies: 1. High brand publicity but weak innovations in products Development of new demands from customers; enhancement of core competences; improvement of product quality and added value; implementation of market penetration strategies to fill in the demand gap; development of depth of customer services; strengthening of value perceived by customers. 2. High brand publicity and strong innovations in products Combination of core competences; continuous development of innovative products; leadership in trend-setting; segmentation of target markets; fulfillment of demand gaps; vertical integration to reduce costs; deployment of marketing and distribution capabilities. 3. Low brand publicity and weak innovations in products Research of the products catering to customers' needs; deployment of core competences; launch of innovative products to reverse the ecosystem of the market and considering the possibility of establishing own brands. If no progress has been showing after a prolonged period of operational efforts, it may be worth considering quitting the market to stop losses. 4. Low brand publicity but strong innovations in products Enhancement of brand marketing; establishment of brand publicity; creation of product value; deterrence of imitation from large competitors; implementation of vertical integration; cost reduction; betterment of marketing channels and deployment of distribution capabilities. In a business environment where competition is intensifying, price cuts will only considerably dent the profitability. Corporates should understand that they have to avoid head-to-head conflicts with competitors by strengthening themselves “with calmness” and endeavouring to create demands so as to counter the “dynamic” pressure of price reductions. In other words, corporates should brace for dynamics with calmness by adopting differentiation strategies. The focus should be switch to value and innovation with the efforts to develop core competences against the backdrop of an adverse environment. The gap with competitors can be enlarged with preparations to cater to new demands from customers and creation of a whole new frontier with no or little competition. This is the only niche for survival.