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日本綜合商社的跨世紀轉型對我國企業集團經營的啟示陳德展 Unknown Date (has links)
摘 要
日本商社在受到國家經貿政策的保護及企業銀行財源的資助下,促使商社組織發展朝向大型化、資本化及多角化,進而形成綜合商社業態。雖經歷70年代的能源危機及80年代商社無用論的衝擊下,由於綜合商社充分發揮出商社機能的綜效,不斷隨著日本經濟高度成長創造出傲人的成績,在日本每年貿易金額中佔有極大的比重。然而自泡沫經濟崩壞的衝擊導致國內景氣不振,企業倒閉案件不斷導致金融壞帳激增,加上1997年發生亞洲金融風暴,使得商社經營環境增添不確定因素及造成海外投資效益不彰,各綜合商社無不面臨赤字經營的窘境。尤其9大綜合商社之一的兼松宣示轉型為專門商社及舊財閥大倉商事倒閉,對綜合商社業界經營造成極大的震撼,迫使其餘8家綜合商社無不積極在1998年到2002年間採取中期經營計劃進行跨世紀企業轉型。
本研究問題針對90年代大型綜合商社所進行的跨世紀轉型內容為何?並進一步了解日本集團經營型態?對於我國企業集團經營啟示為何?本研究採取探索性研究,研究主體以日本綜合商社為主,研究對象為90年代9家綜合商社代表企業中的5家-三菱商事、三井物產、住友商事、伊藤忠商事及丸紅。
本研究結論發現綜合商社轉型執行重點如下,首先進行策略轉型由非關連多角化策略移轉為本業深耕多角化策略,進行事業領域的重定義及經營資源的集中。其次,設立風險控管單位,實施集團一元化風險管理,並致力於改善財務體質。增進經營體制決策速度,引進執行董事制縮減董事會人數,建置策略規劃與事業執行的分離機制。導入社內分社制組織營造高度分權組織構造,增進商社組織的應變彈性。重新評估企業總部幕僚機能,實施分社化措施,將總本部角色定位在策略性總本社。激勵商社員工自我變革,積極引進成果主義,培養多元化人材,因應未來商社經營環境需求。補強綜合商社傳統貿易機能,擴大IT設施投資,參與產業電子交易市集平台建置,結合金融與物流機能,培育商社新仲介機能。訂定事業撤退規則,適時調配事業資源配置組合,提高集團連結經營效率及企業價值。
對我國企業集團經營之啟示,就策略面而言,在面臨過度競爭的情況,企業策略應轉換為相關多角化發展,除規避經營風險外,同時達到集團內部資源有效集中,擴大企業集團的利潤來源;另從組織面來看,塑造出高度分權組織結構,以增進企業組織的應變能力,快速回應市塲的需求;就人力資源角度,配合組織結構的改革,意涵主要是期望將僵硬的組織文化及員工從業心態上有所改進,並配合組織結構的改革,進一步建構出知識型企業的基石;為顧及企業經營的周延性更導入外部董事,刺激內部董事進而達到企業良性經營的目的。 / ABSTRACT
Being supported by the Country’s policy and bank capital, nine general trading companies were reformed. Although passed through the impact of the 70’s energy crisis and 80’s trading company unnecessary theory, nine general trading companies educed the trading synergy and occupy the great weight on the amount of visible balance under the following with Japanese economic high growth. But after the impact of bubble economy and the continuance of depression, corporate bankruptcy happened , and 1997 Asian financial crisis, make the environment of general trading companies append more uncertainty and oversea investment efficiency be . Especially, Kanematsu announce shifting to Special trading company and Okura bankruptcy, it made the great shaking for the management of trading company industry, and constrain others general trading companies to take an aggressive corporate transformation action between 1998 and 2002.
The research questions had focus on What is the corporate transformation of general trading companies? and what is those methods of group management?what is good for corporate management?The research took an exploratory study, and the research subjects were five of nine general trading companies -Mitsubishi、Mitsui、Sumitomo、Itochu and Marubeni。
The research conclusion found out the executive points as follow. At first their strategic transformation shifted from unrelated diversification to related diversification, as well as going on the redefinition of business scope and the collection of corporate resources; secondly, they set up the risk management unit, and took over the group risk management, in order to improve the financial constitution. For the reason of adding up the decision speed of management, they imply the Operating Officer and decrease the amount of chief board, and setup the mechanism of strategic planning and Strategic execution. Speeding up the fible of organization, they implement company organization to build up high decentralized organization . Evaluating the function of corporate headquarter staff, refocus the rule of headquarter into isolating unit. To encourage self-transformation of staffs, aggress imply the principles of management-by-results, educate, in order to met the environment demands of the general trading companies. Enhance traditional trading function, extend the investment at IT, involve the setup of industrial , binding with the financial and logistic function, nourish the new functions of general trading company. Make up the corporate evacuation rules and arrange corporate resources fitness, in order to boost group concatenate management efficiency and corporate value.
As for the revelation for the management of conglomerate, by the view of corporate, when biding the statement of over-competition, it need to convert corporate strategy to the field of the related diversification, and the purpose is not just for evading the management risk, but also have the purpose of the focus of internal resources effectively and extending of profit of conglomerate; By the view of organization, molding the architecture of decentralization organization, in order to accelerate the sense of occasion of conglomerate and rapidly response the demand of market;by the view of human resource, combined with the revolution of organization structure, it can improve the organization culture and staff’s mindset, with the fitness of organization change, and aggressively build up the cornerstone of KM enterprise; for the distributive of corporate management induct the outside director, catalyzing inside director in order to attach the purpose of right loop of corporate management.
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從中國市場營運角度探討日本綜合商社新興市場開發模式鄭瑜, Zheng, Yu Unknown Date (has links)
許多中小企業在成長之後都會選擇跨入新的市場或者新的產業,為自己尋找新的成長
空間,以回應資本市場對其的要求。然而在所經營的事業變得越來越大,成為了橫跨多國別
涉足多產業之後,如何有效地將各個事業、各個國家、各個產業、各個價值鏈有效地連結起
來形成協同作用以產生綜效,就成為了一個新的需要解決的問題。
同樣採取了多角化經營的策略,同樣面對動盪的環境,綜合商社卻從泡沫經濟的底谷
走出, 2000年之後經營狀況逐步改善,並在迎來了歷史最佳業績,而索尼、松下及夏普等傳
統生產企業卻因沒有處理好相關議題,從高處跌落,面臨巨額虧損,進而縮編事業部。這樣
的一起一落讓人不禁想要發問綜合商社到底是如何在眾多產業別間和動盪的環境中游刃有餘,
本研究就是要透過對個案企業的剖析,找出一個在日本產業結構高度化背景下,針對新興市
場成功的跨境跨產業營運模式。
由於綜合商社涉足的產業極多,不能指其一端,在此本研究僅選取與新興市場嚼起過
程中需求量最大的資源產業來作為個案產業,單點切入,橫向展間,來看看綜合商社是如何
進行跨產業的組織協調,從而實現新市場的進入與收益獲取的。而個案企業則選取的是在資
源產業成績最為出彩的老牌商社一一三井物產。
本研究的目的即是試圖從文獻研究與個案企業的資料整理出綜合商社這一組織成功的
跨境跨產業營運模式。透過對這種模式成功經驗的探究和提煉,相信許多希望走向多角化的
生產企業、意圖跨足另一個產品別或地理別新市場的貿易企業、或是希望切入新興市場擴大
事業版圓的企業都能從中得到敢發,暸解到如何連結各個價值鏈以形成綜合力,如何利用現
有優勢連結陌生的產業、新興的市場,在選擇與集中策略中如何選擇與某些產業建立連結或
取消連結,以及實務地如何切入一個新興市場並策略應如何制訂,從本研究中借鑑到一二。
針對前輩對綜合商社的研究成果,本研究運用文獻提供的綜合商社定義、組織和功能
體系的研究來確認綜合商社的核心能力所在以及他們發生貿易的模式,並探討其給予目前的
狀況在未來有哪些新的發展模式。然後通過個案的探索,針對日本綜合商社在特定歷史階段
在特定產業上跨境運作時所經歷的產業環境的變化,其優劣勢及風險所在, 最後透過個案公
司在特定時期,在新興市場跨境跨產業的開發模式何種面貌的,分不同時期不同策略對其進
行剖析。力求能展現綜合商社全面性之萬一。
當企業發展到一定階段之後,是否要進行以及如何進行多角化經營就成了每個企業都
燒不闊的議題。特別是跨境、跨產業的多角化對於任何一個企業來說都不是易事,但卻是跨
國企業燒不闊的一個議題。因此如何從詰於此道的綜合商社上汲取到其精華的養分, 實是非
常佳得深思。
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從選擇與集中的角度探討日本住友商事之階段式復甦型變革 / From the perspective of selection and concentration,to discuss staged turnaround change of the Japaness company Sumitomo.陳逸中 Unknown Date (has links)
企業在多角化後,可以透過不同事業彼此的力量,共同面對不可測的市場與技術變化。更重要的是,由於彼此仍是獨立經營的企業個體,所以具有相當大的彈性。當環境變動時,各個事業單位可以配合本身的條件,迅速調整營運範疇、重組資源。基於上述的原因,多角化企業面對環境的變動是有較高的抵抗力的。但是今天許多的集團企業非但沒有享受到多角化所帶來降低營運風險的優勢,反而在進行組織變革時,承受了結構龐大所帶來的缺點,讓變革難以進行,同時花費極高的成本。本研究針對多角化企業進行組織變革的方式,選擇了日本的一間綜合商社-住友商事,這是一間在成長過程中經歷許多次組織變革的公司,並且在1998年時,因應當時的環境和危機,開始一連串的變革計劃。而這一系列的變革計劃不但讓住友商事順利走出經營的谷底,安然渡過2008年的金融風暴,更將公司的營收帶向新的境界。本研究將透過住友商事,來探討和何從「選擇與集中」的角度進行階段式的組織變革。
由文獻及個案的探索,本研究運用文獻提供的組織變革類型來確認個案公司採取的是「持續的系統校準」變革,並由組織變革的過程來為集團企業找出施實變革的步驟。最重要的就是在變革之初,透過檢討確認公司的核心能力,並將集團的核心能力跟財務指標做連結,訂定出一套各事業單位都適用的評鑑方式,讓各事業單位在經營上有一個依循的標準,同時也讓集團的領導階層對旗下的事業有一個篩選的機制。進而將公司資源做最有效率的分配,以創造事業價最大化。
組織變革對任何企業來說都不是一項簡單的工作,但是現在環境變化的如此快速,企業隨時都要有變革的心理準備。因此如何有策略思維的來執行變革,並將變革執行成功,實在是相當值得業界與學界來深思與探討。
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日系液晶顯示器關鍵材料廠商在台灣市場之策略行銷分析: 以4C架構分析 / Strategic marketing 4C analysis of Japanese LCD key component’s materials manufacturers in the Taiwan market松岡志保, Matsuoka Shiho Unknown Date (has links)
TFT-LCD(薄膜電晶體液晶顯示器)是台灣全力發展的重點產業。TFT-LCD 產業特徵是專業分工產業,LCD產業價值鏈可分成上游材料廠商、中游面板廠商、下游應用廠商。主要的上游零件及材料包括玻璃基板(glass substrate)、彩色濾光片(color filter)、偏光板/膜(polarizer)、背光模組(backlight module)、驅動IC(Driver IC)、配向膜(alignment layer)。
LCD面板生產所需要的這些原材料占面板生產總成本的70%以上。對面板製造商來說,透過整合減少成本成為一個重要的議題。許多面板的關鍵零組件是設計導入(design in)的產品,對於面板設計,需要配合製造商的要求和規格。所以面板廠商和關鍵零組件廠商之間的快速溝通和反應是非常重要。
目前部分材料是從國外進口的,其中配向膜是日商擁有90%的市佔率。雖然LCD面板成本結構中的比重不高,但是液晶配向膜是決定液晶顯示器面板品質的關鍵材料。主要的配向膜廠商分別是日產化學和JSR。雙方都是日商的化學公司。JSR是2005年投入台灣市場,設立JSRmicro(台灣捷時雅邁科股份有限公司),日產化學則是2010年才進入台灣市場。而且日產化學是液晶配向膜的先鋒者,10年前的市占率大約80%,但是今年降低到50%。日產化學進來台灣時,透過日系綜合商社來交易。而JSR在台灣則是透過台灣的中間商(華立通路商)來交易。
本研究以日系液晶顯示器關鍵材料配向膜廠商「台灣日產化學」為實例,進行專業訪談。探討台灣日產化學之中游面板廠商的產業鏈,並希望運用邱志聖(2010)之策略行銷4C架構分析,進行深入探討日產化學在台灣市場中,如何降低台灣LCD面板廠商的交易成本包含外顯單位效益成本、資訊搜尋成本、道德危機成本、專屬陷入成本,進而了解此公司的競爭優勢,繼而進行跟競爭對手的4C成本比較分析,提供個案公司建議。
本研究目的為了解:
1.日產化學跟客戶之間的4C關係
2.日產化學與通路商之間的關係
3.日產化學跟競爭對手(JSR)的作法比較
研究結果發現:
1.中間商的選擇、數量、提供的產品種類多寡,以及中間商提供的服務都會影響到日產化學對面板廠商的交易成本。
2.相同產業內供應商提供的產品種類多寡會影響到對面板廠商以及中間商的交易成本。
3.製造商之知名度的高低會影響到中間商的選擇權力。 / TFT-LCD (thin film transistor liquid crystal display) is one of the key industries in Taiwan. TFT-LCD industry is characterized as a specialization industry. The LCD industry value chain can be divided into upstream materials manufacturers, the midstream panel manufacturers, and downstream application vendors. Upstream material parts include glass substrate, color filter, polarizer film, backlight module, the driver IC, and alignment layer.
These essential components needed in LCD panel production account for more than 70% of the total cost in panel production. Therefore an important issue for panel makers is to reduce costs through integration. As many of the key components of the panel is the “design in product”, which need to be designed according to manufacturer's requirements and specifications, rapid communication and response between panel manufacturers and key components manufacturers is very important.
Some materials are imported from abroad; Japanese companies have 90% market share in the alignment film market. Although the proportion of the cost structure of the LCD panel is not high, but the alignment layer is the key material to determine the quality of liquid crystal display panel. Two main alignment film makers are Nissan Chemical and JSR. They both are Japanese chemical companies. JSR devotes into Taiwanese market in 2005, and established JSRmicro. Nissan Chemical started its business in Taiwan at 2010, by establishing Taiwan Nissan Chemical. Nissan Chemical is the pioneer in liquid crystal alignment film and once had approximately 80 percent of market share 10 years ago, but it has declined to 50% as of now. Nissan Chemical transact through Japanese Sogo Shosha in Taiwai. JSR transact through Taiwanese intermediaries (Wahlee distributor) in Taiwan.
In this study, Japanese liquid crystal alignment layer manufacturer Taiwan Nissan Chemical were professionally interviewed, then explored between Taiwan Nissan Chemical and the panel manufacturers’ industry chain. This study will also apply strategic marketing 4C framework for analysis, then conduct an in-depth investigation on how Taiwan Nissan Chemical reduces transaction costs for Taiwan LCD panel manufacturers, illustrate the company's competitive advantage through the transaction costs analysis, including buyer utility cost, information searching cost, moral hazard cost, and asset specificity cost, and lastly compare with the competitor’s transaction cost.
The purposes of this research are:
1. The 4C relationship between Nissan Chemical and the client
2. The relationship between Nissan chemical and the distributors
3. The 4C comparison between Nissan Chemical and the competitor (JSR)
The results of study show that:
1. A choice of intermediaries, the number of intermediaries, the number of product that intermediaries offer, and the services intermediaries provide will affect the transaction costs of Nissan Chemical for panel makers.
2. The product range provided by the suppliers within the same industry would affect the transaction costs of panel makers and intermediaries,
3. The well-known level of the manufacturer will affect the power of choice for intermediaries.
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