碩士 / 義守大學 / 工業工程與管理學系碩士班 / 99 / In the Red Ocean environment, most industries used cost and price reduction as the main competitive method. However, in this vicious competition, an eye for an eye will only result in harm for one another. The Blue Ocean Strategy, as opposed to this vicious competition, can improve the core of enterprises and fix those problems. According to the statistics from the Ministry of Economic Affairs (2010), the industrial production was about 1/3 of the total Taiwanese domestic production in recent years. And among the sectors, the biggest industry is steel manufacturing. Taiwan is an export-oriented economic entity. Hence, the amount of import and export trade has significant impacts on the Taiwan economy.
The survey questions adopted the Blue Ocean Strategy as the main pointof analysis, and conducted site interviews in this research. This research was to explore the Blue Ocean Strategy of the case company through product quality, customer relationship, and the characteristic of product added-value.
This study analyzed the strategies implemented using the four framework actions in Blue Ocean Strategy. The actions were divides into four parts, to create, to eliminate, to raise and to lower. After using Blue Ocean Strategy, the company improved her operations profits. From 2008 to 2009, the total turnover improved about 59.22%. From 2009 to 2010, it grew about 20.82%. The case company not only avoids the vicious competition of reducing cost and price, but also succeedsin improving the company performance. We hope that this case can help other steel manufacturing industries in Taiwan to find their own Blue Ocean Strategy and avoidthe existing Red Ocean competition.
| Identifer | oai:union.ndltd.org:TW/099ISU05031040 |
| Date | January 2011 |
| Creators | Jun-Ting Yi, 葉俊廷 |
| Contributors | Ching-Sung Lai, 賴慶松 |
| Source Sets | National Digital Library of Theses and Dissertations in Taiwan |
| Language | zh-TW |
| Detected Language | English |
| Type | 學位論文 ; thesis |
| Format | 61 |
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