碩士 / 國立成功大學 / 土木工程學系碩博士班 / 94 / Taiwan construction industry entered the heyday in 1980s. but decline gradually from late 1990s due to the shrunk market. According to the information by the Construction and Planning Agency under Ministry of the Interior, the number of registered construction companies amounted to 12,210 in 2002 but shrank dramatically to 9,009 in April 2006, Therefore, in order to ensure company’s successful presence in the marketplace, it is crucial and significant for the company management to know the market and determine the business strategy.
The Blue Ocean (BO) strategy, a strategy theory recently getting popular, suggests that enterprises should create a competition-free market rather than compete in a bloody “red ocean” of rivals’ fighting over a shrinking profit pool. The BO strategy provides a systematic approach to create an uncontested arena and to make competition irrelevant. First, corporations are suggested to analyze competitive factors of the industry and to identify similarities of market and resources from the targeted competitors. Next, they should analyze value curve, and deliberate the four actions: eliminating, reducing, raising and creating. Finally, they are expected to draft the future strategy matrix and value.
This research used the concept of BO strategy to analyze Taiwan’s construction companies. It started with theoreies of macro-environment, industrial structure, market characteristics, company competitiveness, and business development, selected 6 construction companies with business information from 1986 and interviewed the companies’ decision makers, screened out 8 successful periods with 5%-and-above profit and continual grouth, and adopted SWOT analysis and BO strategy was used to investigate the strategies being implemented in those periods.
In comparison with tradional SWOT strategy analysis, BO strategy method provides a more tangible picture to analyze business and operations, and help companies to differentiate themselves from the competitors in the marketplace. Moreover, we discover in the construction industry that a strategy must take a new direction in order to be in line with the changing business environment. It is an actual example of “strategy follows environment.”
A competition-free market by the BO strategy cannot be easily created in the construction industry. However, the BO strategy offers a practical model for business strategy analysis.
| Identifer | oai:union.ndltd.org:TW/094NCKU5015063 |
| Date | January 2006 |
| Creators | Wu Jui-Ching, 吳瑞卿 |
| Contributors | Andrew S. Chang, 張行道 |
| Source Sets | National Digital Library of Theses and Dissertations in Taiwan |
| Language | zh-TW |
| Detected Language | English |
| Type | 學位論文 ; thesis |
| Format | 121 |
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