This study intends to understand the current development of medical equipment industry in Taiwan and the application of strategies in the company of study. Internal and external analyses are performed to the industry and the company studied using analytic methods such as strategy or competition theory in order to investigate the difference caused due to different strategies taken by a company, which leads to changes in the core competitiveness and competition advantages over others. In addition, the overall environment and competitive advantages of Taiwan¡¦s medical equipment industry is examined.
Case analysis and literature review are introduced as the tools for research and analysis. Different stages of development of the company studied is observed via in-depth interviews and analyzed with data summarization and regression. The different strategies used in each of the stages allow changes in the core competitiveness and competition advantages over others. Suggestions are provided at the end for the reference of the company studied or the entire industry.
This study has reached the following conclusion:
1.The environment and recourse for the development of Taiwan¡¦s medical equipment industry has not yet been mature. The industry still has to find out the appropriate separation or position for itself in the global market. Only the use of right strategy provides the opportunity of success.
2.Business strategy, core competitiveness and competition advantage have influence to one another, which leads to an interactive relationship among the three. A company has to examine periodically its resources and capabilities in order to identify whether its business strategy or competition advantage can still be maintained.
3.As the stage of growth or the position in the grand environment that a company is at is different, there is difference in the strategy used and core competitiveness. As the result, a unique business model or management methods will come to shape, and the company¡¦s own competition advantage will be created.
4.A company establishes its business guidelines or operations based on its strategies, but the power of execution is the most important to strategy management. Due to the embodiment of execution power, the company studied is able to put the effects of its strategies to the extreme, and its idea of sustainable operation of business is able to fulfill.
5.Changes come swiftly in the industrial environment. A successful model of yesterday is not necessary to fit today. A company has to find out the strategy that is the best for its development through series of analyses and keeping improving its core competitiveness and competition advantages in order to face what is thrown at it in the future, look for the best opportunities and make the most profits.
| Identifer | oai:union.ndltd.org:NSYSU/oai:NSYSU:etd-0725108-195256 |
| Date | 25 July 2008 |
| Creators | Lai, Chih-ming |
| Contributors | Pei-How Huang, Kuang S. Yeh, Yin-Jun Li |
| Publisher | NSYSU |
| Source Sets | NSYSU Electronic Thesis and Dissertation Archive |
| Language | Cholon |
| Detected Language | English |
| Type | text |
| Format | application/pdf |
| Source | http://etd.lib.nsysu.edu.tw/ETD-db/ETD-search/view_etd?URN=etd-0725108-195256 |
| Rights | campus_withheld, Copyright information available at source archive |
Page generated in 0.002 seconds