Business Strategy of Carbon Steel Industry in Taiwan - A Case Study of C Company

• Main Authors: Chen, Wei-Shun, 陳維舜
• Other Authors: Hsieh, Teng-Lung
• Format: Others
• Language: zh-TW
• Published: 2010
• Online Access: http://ndltd.ncl.edu.tw/handle/84907164449725026421

碩士 === 東海大學 === 管理碩士在職專班 === 98 === In this study, the new vendors of Taiwan steel industry are the subjects of the case discussion. Since carbon steel products are manufactured by middle stream vendors in the industry and are the vendors of final carbon product of the downstream, competitive survival is only possible by attaching a firm’s operations to the final carbon of potential productions. The objective of this study is to analyze the industrial features and product features of the final production based on the application and developmental trend of the carbon steel industry in regard to its final products, including the market of NB using carbon steel, the market of mobile phone using steel, and finally to determine the optimal operation strategies adopted by the new vendors of steel industry in Taiwan. This study took C company as its example to discuss the operation strategies of steel industry in Taiwan. The following conclusions were derived: 1.Lock out potential products –the supply of demand for carbon steel of mobile phones, NB ,while the final product into the group of steel supply. 2.Must be based on core competence, and take advantage. 3.Vertically down through the integration of resources, to expand its size. 4.To cost leadership, differentiation and focus strategy of combining a little way. 5.To attract talent, improve the internal capacity of independent innovation.