Please use this identifier to cite or link to this item: http://hdl.handle.net/11455/24157
標題: 以平衡計分卡建構競爭優勢的策略地圖之研究-以台灣某一酒廠為例
The Study of Constructing Strategy Maps of Competitive Advantage with Balanced Score Card for A Liquor Factory Industry Corporation in Taiwan
作者: 姜守白
Chiang, Shou-Pai
關鍵字: competitive advantage
競爭優勢策略
balanced scorecard
strategy maps
liquor factory
平衡計分卡
策略地圖
出版社: 高階經理人碩士在職專班
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摘要: 台灣2002 加入WTO,政府追求經濟自由化、國際化,積極加入國際經貿組織,菸酒專賣制度廢除以及洋酒進口關稅調降的威脅下,國內的菸酒市場進入了一個開放與自由的新紀元。在企業市場營銷活動中,透過對環境因素分析,來尋找市場機會,規避環境的威脅,降低企業營銷成本,提高營銷效率,實現其利潤最大化。本研究是看企業推動平衡計分卡,從學習型組織之建立為出發點,透過知識管理的建立。將員工的知識:包括技術性的技巧及難以言傳的Know-how深植在每位員工心中,所以必須透過教育訓練持續提升員工的技術、技能與管理能力做為企業核心基礎。同時對企業設定的目標、行動方案、與預算,必須有監測其策略執行績效,不斷回饋管理階層加以調整修正,並確認策略是否持續有效,以維持企業長期核心競爭力。本研究之目的是以平衡計分卡建構個案酒廠之競爭優勢的策略地圖,其中藉由平衡計分卡的四個構面的策略地圖之各個目標轉化為行動方案以實現個案酒廠的競爭優勢策略。研究架構是在競爭優勢策略下,依平衡計分卡的四個構面發展並進一步繪出策略地圖,認為要維持競爭力的競爭優勢策略,個案酒廠要思考的是要如何能不斷持續地降低成本,產品維持差異化,或將焦點在自己拿手的降低成本與產品差異化領域上。個案酒廠思考優勢競爭策略時首要審視其基本條件,透過學習與成長落實在個案酒廠內部流程,並透過顧客的滿意,最終反映在財務績效上,以達成其競爭優勢策略。策略失敗的原因大都是因為執行不力,而不在於策略本身。不論個案酒廠公司規模大小,執行都是成功的關鍵,而且以執行為導向的個案酒廠公司其執行能力會優於競爭者。
Since 2002, Taiwan has been one of member of WTO, for government pursues liberalization, internationalization to joint international trade organization. Due to the abolition of liquor monopoly and the lower tariff on imported liquor, liquor market enters a liberal and open era. In marketing campaigns, companies apply environmental factor analysis to look for opportunities, avoid threat from environment, decrease marketing cost, increase the marketing efficiency and maximize profit. In this study, it is discussed that companies, from the view of learning organization, develop balanced scorecard through building knowledge management. To plant staff knowledge into every employee like technical skills and Know-how, companies have to enhance employees' technologies, skills and management ability persistently through training and education, and make staff be a core resource in companies. For retaining long term core competence of companies, objects, action plans and budget of companies need a function that is able to monitor the performance of strategy, and feedback to managers to revise it in time and make sure the strategy is still work. The purpose of this study is that our case, liquor factory, applies balanced scorecard to establish strategy maps of its competitive advantage and then make it an action plan to realize the competitive advantage of liquor factory. The structure of this study is that the liquor factory, based on competitive strategy, develops strategy maps through four dimension of balanced scorecard. To retain competitive advantage, liquor factory has to think how to lower cost and keep product differentiation. To accomplish competitive advantage, Liquor factory, firstly, reviews its condition, satisfies costumers and applies both education and growth to inner process of liquor factory, the results of which will reflect on its financial performance. The cause of strategy failure is inefficient execution, instead of strategy itself. Regardless of the size of the factory, execution is a key to success, and an execution-oriented the liquor factory is more efficient on execution than competitors.
URI: http://hdl.handle.net/11455/24157
其他識別: U0005-0506201221131400
文章連結: http://www.airitilibrary.com/Publication/alDetailedMesh1?DocID=U0005-0506201221131400
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