碩士 / 國立臺灣大學 / 工業工程學研究所 / 90 / The trend of diversification affects the operation of public-own enterprises in the recent years. Public-own enterprises such as Taiwan Sugar Company, Chinese Petroleum Company, Taiwan Slat Company, take much action on diversification operation. Owing to the environment and the specialty of enterprise, they all face a heavy defeat. By much failed experience, when taking action on diversification TaiPower should have obvious referring benchmark and the direction of in vestment.
The research is base on the literature of foreign power plants’ diversification and Analyzing the key factors when power plant taking action on diversification investment, such as the constraint of regulation in the environment including the autonomy to make the choice of diversification investment, any subsidiaries from country, the direction of diversification investment, the choice of diversification enterprise, the measures of performance, and clear goal of diversification investment.
Through analyzing the literature of foreign power plants’ diversification and the environment, this research has the following conclusion:
1.When power companies take action on diversification operation, T hey should take concern on the hiding affect in the relational regulation.
2.When power companies taking action on diversification, they should take core relational enterprise for the first, and then enterprise with similar system of production, customer base, channel worth to getting in. Those enterprises will elaborate the input resource, knowledge and skill and make use of the customer base and channel, and enhance the profit of enterprise.
3.Power company should take the power value chain and energy value chain to investment in the beginning of diversification，then get in none-core relational enterprise.
4.In the term of performance to analyzing the choice of enterprise, the kind of diversification does not obviously affect performance. The performance affect by both the condition of the company and the outside environment.
5.Before TaiPower company being private-own company, it should invest in core relational enterprise. To do so no only evade the constraint form regulation but also enhance the efficiency and elaborate the professional knowledge and skill.
6.After TaiPower company being private-own company, it can change the focus from core relational to none core relational enterprise to pursue high risk and return investment, such as the development of real estate, financial company, telecommunication enterprise to enhance its own performance.
| Identifer | oai:union.ndltd.org:TW/090NTU00030021 |
| Date | January 2002 |
| Creators | Kung Chung Hsin, 龔忠欣 |
| Contributors | Wang, Ming-Tzong, 王銘宗 |
| Source Sets | National Digital Library of Theses and Dissertations in Taiwan |
| Language | zh-TW |
| Detected Language | English |
| Type | 學位論文 ; thesis |
| Format | 282 |
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