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软板产业关键成功因素探讨-以T公司为例

【中文摘要】:本研究主要针对高科技智慧型手机供应链中B2B(Business to Business)企业为研究标的,透过搜寻个案过程,争取到探讨其供应链之一-FCCL的产业作为关键成功因素分析机会。
  T公司以B2B模式经营为主,为成长快速且被看好的上市公司,透过这次专案,经过为期约十个月的合作过程,用访谈以及填答分析表格了解公司内部资源与策略,T公司参与此计画的中高阶管理者与员工都提供很大的协助与解惑,透过这次合作机会,从内部资源的观点去分析出T公司的成功关键因素,而这些成功关键因素再贡献到使T公司可以维持他们持续性的竞争优势。
  本研究深度访谈的方式,主要为和T公司进行产学合作案为期十个月的时间,其中,软板(FCCL)事业部行销企划部门为第一阶段访谈主要人员,从行销开始进行访谈,到成立策略小组(STP Team:

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每个软板事业群,包括技术服务、研发、业务、行销、人资、供应链)完成第一次对T公司之工具修正(含SWOT以及策略定位表格),修正完后再发放于整体事业群中高阶主管填写,最终再由软板事业群总经理以及高阶主管共同讨论、归纳使T公司可以维持持续性竞争优势的关键成功因素。
  经由深度访谈归纳、排序出T公司共17项关键

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成功因素,本研究藉由关键成功因素建议其资源投入的方向与作法,最后并建议T公司可以利用SWOT分析表格中W、O、T的部分,再进行公司的策略优化。
【英文摘要】:This research focuses on high-tech smartphone’s supply chain industries,

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and tries to find B2B (Business to Business) businesses as an example to study the subject. This research was based on T Company’s Strategy Project for the next three years (an industry-university cooperation project). T Company is one of the high tech smart phone supply chain companies in the industry. By analyzing their key successful factors we are also able to explain the FCCL industry.
T Company operates mainly in a B2B model. It had rapid growth in the recent five years and its stock is appealing to investors. This project lasted about ten months. Through this project, we conducted interviews and sent analysis forms to respondents who understood the company’s internal resources and strategies. This project involved T Company’s top managers and staff. Using the internal resources analysis method to determine how T Company is able to maintain their sustainable competitive advantage in terms of their key successful factors.
This research uses in depth interviews to sort out the critical success factors .First, we decided the first-stage participants. We chose participants from T Company’s FCCL Division. In the beginning, we interviewed the marketing planning department’s key personnel. After that we established a strategy group (STP Team), comprised of one member from each of FCCL business group’s departments: technical services, research and development, sales, marketing, human resources, supply chain. With their assistance, we were able to complete preliminary adjustments to the SWOT analysis and the strategic positioning table. Afterwards we sent forms containing these two tool to the entire FCCL business group including their executives to be filled out. Finally, we discussed with the executives and the general manager of FCCL business group, to summarize how T Company can maintain a sustainable competitive advantage from their critical success factors.
Through in-depth interviews, we sorted out a total of 17 critical success factors for T Company. This research recommends that the critical success factors be put into practice using its available resources. We also suggested that T Company use our SWOT analysis forms, part W, O, and T, to optimize their company’s strategies.
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  • 来源:中山大学;作者:陈姵儒
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