The Study of Constructing Strategy Maps of Competitive Advantage with Balanced Score Card for A Liquor Factory Industry Corporation in Taiwan

• Main Authors: Shou-Pai Chiang, 姜守白
• Other Authors: Min-Jiun Su
• Format: Others
• Language: zh-TW
• Published: 2012
• Online Access: http://ndltd.ncl.edu.tw/handle/49975875130486912550

碩士 === 國立中興大學 === 高階經理人碩士在職專班 === 100 === 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.