none

• Main Authors: cey-min wu, 吳錫民
• Other Authors: Ing-Chung Huang
• Format: Others
• Language: zh-TW
• Published: 2003
• Online Access: http://ndltd.ncl.edu.tw/handle/44598438729469272646

碩士 === 國立中山大學 === 高階經營碩士班 === 91 === Abstract Taiwan Tobacco and Wine Board Logistics Division’s response strategies to Taiwan’s entry into the World Trade Organization -from an integrated view of resource-base, resource-dependence, and network theories. The three theories including resource-base, resource-dependence, and network stress how companies obtain competitive advantage from inside to outside of the company. The synergy coming from integrating all three theories should further strengthen a corporation’s competitiveness. After Taiwan’s entry into the World Trade Organization, the tobacco and wine industry in Taiwan have faced fierce competition from new competitors. This poses both as a threat and as an opportunity for Taiwan Tobacco and Wine Board’s Logistics Division. Through the analysis of the aforementioned three theories, this paper hopes to gain insight into how much competitive edge the Board has in terms of its advantages and disadvantages, its interdependence and relationship within the tobacco and wine industry as well as with other industries. Thus this paper hopes to combine and integrate the Division’s external and internal resources and then make response strategies and policy suggestions accordingly. The results of this research include: 1. Products, price, distribution and sales channels, assets, and the competence of Taiwan Tobacco and Wine Board Logistics Division were all greatly affected by Taiwan’s entry into the WTO. 2. Both assets and competences are considered as the company’s internal resources. Advantages should be further made use of where disadvantages should be taken care of. 3. The Board’s Logistics Division is currently most closely related to the tobacco and brewage factories under the same company. However, this relationship will be looser in the future due to the competition and the struggle to survive both entities face. On the other hand, the Logistics Division’s relationship with transport companies, retailers, hypermarkets, convenience stores will be closer through investment, franchise, or partnerships. Its relationship with private sector manufacturers, domestic and oversea agents, cross-industry suppliers, distributors will also become much closer. 4. The Board’s dependence on factories under the same company will decrease from highly dependent to a much lower degree ; its dependence on private sector manufacturers and domestic and oversea agents (who imports products from overseas after entry into the WTO) will grow from nil to highly dependent (dependence on importers already importing products before entry into WTO will decrease from an already meager degree to much less); dependence on cross-industry suppliers and distributors will become higher from a previously low degree; dependence on transport companies, retailers, hypermarkets and convenience stores will also become much higher from an already close relationship. 5. The Logistics Division should, after Taiwan’s entry into the WTO, start from developing its internal advantages and disadvantages and search for ways to establish external links, as well as reducing its dependence on external sources. The three essential elements including resource-base, resource-dependence, and networks should be integrated through complement of resources, natural production, and increased interdependence. This and together with other strategies including diversification, strategic alliances, cooperating within the industry and across industries both domestically and internationally, should all be taken into account in the drawing up of response strategies in order to create competitive advantage for the Division. In view of these findings, this paper proceeds to make the following recommendations: 1. Increase retailer margins and encourage a more diversified range of promotional tactics. 2. Develop high-value products and improve package design. 3. Leverage existing advantages in distribution and sales channels and engage in the agency, distribution, and diversification into non-tobacco and nonalcoholic products. 4. Cut down distribution and sales channels and strengthen direct sales channels. 5. Intensify logistics and distributional functions. 6. Strengthen employees’ professional knowledge and competence and improve information systems. 7. Accelerate the expansion of overseas markets, especially mainland China. 8. Speed up the company’s privatization process. Based on an integrated view of resource-base, resource-dependence, and network theories, this paper presents a brief overview of how Taiwan Tobacco and Wine Board’s Logistics Division’s relationships with other companies in the same industry as well as cross-industry alliances had been affected post Taiwan’s WTO entry. In view of these changes that have taken place, this paper also proceeds to make a few suggestions with regard to how the Logistics Division could respond to the challenges it now faces. Key Words： WTO，Resource-base，Resource-dependence，Network Theory，Integrate