碩士 / 國立中正大學 / 企業管理研究所 / 99 / Since People’s Republic of China (Mainland China) and Republic of China (Taiwan) have signed Economic Cooperation Framework Agreement (ECFA) in 2008, small and medium-sized, domestic demand, settlement form enterprises in Taiwan are confronted operating crisis due to the impact of trading liberalization. Traditional tile industry is worrying that once EFAC is implemented the problems about dumping from China will overwhelming force the traditional tile industry to transform or face very severe price competition.
For the tile industry in Taiwan, it’s hard to do price competing with tile products from China and also difficult to compete with Spain or Italian tiles which are well design and branding. Thus, how the tile industry in Taiwan transforms to suit and win the market is an interesting thesis topic.
This thesis uses case study to discuss what strategy the tile industry in Taiwan could run to win from this competitive market. With depth->deep interview of anonymous corporate managers and the five forces, SWOT analysis, this thesis concluded:
1. Varying with the environment, dynamic blue ocean strategy
The competing strategy will change with the dynamic market. Corporation should be flexible to accommodate the constantly changing market, so does the blue ocean strategy. A successful blue ocean strategy should be dynamic. Such as the example in case study, to accommodate the market the corporation transforms into a marketing service company and create home decoration 7-11.
2. Traditional strategy and blue ocean strategy are related
Most of the blue ocean strategies conducted by Kim & Mauborgne are principle concept, lack of specific practice to follow. This thesis introduces the five forces and SWOT analysis, found that the low cost, differentiation, centralized strategy are not absolute red ocean, on
V
contrast, it offers reference to blue ocean strategy. Therefore traditional strategy and blue ocean strategy are related and could be considered together.
3. Blue ocean strategy exists in everywhere, every corporation has won blue ocean Blue ocean exists in different industries, time, nations, it also wont constrain in the size or history of a company. Every corporation, institution, even individual can find their own blue ocean.
Different corporations draft different blue ocean strategy because
they possess different source and capability.
Case study proves that blue ocean strategy could be successful with diligence and persistence. Moreover, the successful models of cases are familiar with other tradition industry. Therefore, the cases would inspire and encourage relative industries and others who have interests in.
| Identifer | oai:union.ndltd.org:TW/099CCU00627017 |
| Date | January 2011 |
| Creators | Chih-Hsiung Wang, 王志雄 |
| Contributors | Yung-Ching Ho, 何雍慶 |
| Source Sets | National Digital Library of Theses and Dissertations in Taiwan |
| Language | zh-TW |
| Detected Language | English |
| Type | 學位論文 ; thesis |
| Format | 105 |
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