個案公司自1985年創立迄今已超過25年，主要從事個人保護安全工作帶配件的金屬加工製造公司。在歷經貿易商、虛擬工廠、研發製造、品牌行銷等階段的發展後，於2008年遭逢金融海嘯的衝擊。此時公司開始思考如何進行策略重定位，並透過一連串營運活動的轉變，從過去的利基市場切入到以主流市場為主的市場定位，強調以物美價廉、快進快出為公司主要的營運策略，期望藉此挽回快速流失的市占率。海嘯後歷經兩年的策略調整，個案公司的策略也隨著外部需求市場的質變，開始重新調整公司整體的策略定位(從利基走向主流)，並根據策略重定位回頭調整內部組織結構的運作，以利策略的執行。總結上述一連串的轉變，背後支持個案公司得以成功轉型的關鍵在於公司動態回應市場變化的能力，進而形成維持持續成長的動態能力。準此，本研究主要目的即在探討個案公司如何有效運用環境、策略與結構這三層構面彼此的最適互動，來協助其達到成長的目的。 / The case of corporate in this paper is built for 25 years since 1985, it designed and manufactured a range of lifting accessories. The company went through trader, virtual factory, R&D and brand marketing, but happened the financial crisis in 2008. As such, it decided to reconsider the strategic position in the industry. In order to raise the losing market share, the strategic position is focused on mainstream market from niche market through a series changing activities, and the main business strategy pay attention on price, quality and turnover speed. After the financial crisis, the company adjustment its organizational structure depend on strategic position. Furthermore, the key success factor of transformation for the company is the dynamic adaptive capability, and the long term growth path also depend on it. Consequently, the topic of this paper discusses the fit among environment, strategy and structure, which enables the company remains continued competitive advantage.
| Identifer | oai:union.ndltd.org:CHENGCHI/G0097932047 |
| Creators | 洪榮德 |
| Publisher | 國立政治大學 |
| Source Sets | National Chengchi University Libraries |
| Language | 中文 |
| Detected Language | English |
| Type | text |
| Rights | Copyright © nccu library on behalf of the copyright holders |
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