| Summary: | 碩士 === 中原大學 === 企業管理研究所 === 100 === Abstract
The history of alloy wheel firms in Taiwan started manufacturing has already been 34 years. Its heyday was hit NT$12 billion of annual export value, and the products marketing to the world which ultimate production share of global output six percent. Through 2008, the effect of the global financial crisis, now has not response levels like the before, and the fluctuation of firms’ situation increase, it seems to become the normality which it will be more difficult to operate in the industry. For the reason, this study will use the strategy matrix model in the theory of Strategy Management to analyze the alloy wheel firms, and expected the results of this study would provide the firms to refer when establishing their strategies.
According to the foregoing theoretical basis for research and analysis, this study chose 18 companies of alloy wheel firms in Taiwan. Four of all the firms invited to visit and interview in depth, and thenconvert the matters from firms respectively to the system matters which according to six dimensions of business strategy shape and value chain. So that it would survey the situation and the needs of business development in the future, it even provides the suggestions to improve. We could find six results. First, there are not the direct relation between the scope and characteristic of product line and the scope of firms. Second, there are about 80% alloy wheel firms wouldn’t like to select the marketing of OEM, but AM. Third, because of scope and capital,the possible of upward conformity of alloy wheel firms are very low. Fourth, most of firms’ scope in Taiwan is small compare with overseas, but it has more mobility and the elasticity of production. It will confirm the marketing of variety which emphasize personalization. Fifth, the alloy wheel is marketing to over 110 countries; the scope of production is very wide. Three firms of interview that main marketing is AM, two select the strategy of disperse to cover the wider geographical scope, and one select the strategy of centralize that concentrate about 80% in Japan market. The other one which also select the strategy of disperse and the main market is OEM even changes the production base to close the market for enlarging the market share. Sixth, the competitive advantages of alloy wheel firms are R&D, technology, quality, and management that according to the view of interview’s firms the advantages would be maintain 3 to 5 years.
There has no any overall arrangement in China of alloy wheel firms in Taiwan, so this study proposed in the conclusionspecially. China has gradually changed from the world’sfactory for the world’s market which auto in China sales exceeded 1.5 million average monthly, and the annual total sales of more than 18 million that it has surpassed the U.S. as the world’s first. It is definitely worth to layoutearly, and the consumers in China have more interesting about the brand of Taiwan, so manage usefully that will be able to be harvested.
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