The transformation strategy of Taiwan small business from price network to value network-a case of FD company

• Main Authors: SI-MING LAI, 賴思銘
• Other Authors: Feng-Hsu Liu
• Format: Others
• Language: zh-TW
• Published: 2014
• Online Access: http://ndltd.ncl.edu.tw/handle/q4twes

碩士 === 世新大學 === 企業管理研究所(含碩專班) === 102 === With the twelve 5-year plan proposed by Chinese main land government in 2011, China has been annually increasing the domestic minimum salary at the rate of more than 10%, the Taiwan-funded enterprises are also faced with the pressure of continuous cost increasing. Due to lack of capital lower technical skills,as well as the direct price competition from medium and small Chinese main land enterprises, micro Taiwan-funded enterprises have to figure out a transformation path to avoid loses,even out of main land market. The researchers are hoping to find a way to let micro Taiwan-funded enterprises transform from price network in the initial development stage to value network . By using five forces, pricing, technology strategy and other methods in the competition strategy to find out the company’s advantage, and improving the company’s added value by establishing value network ability by building value network. Using value network to affect relationship marketing, improving the castmer’s loyalty by continuous service innovation which in turn increasing customers’ switching cost all the time. Researchers take FD as example,studied the strategy that FD has taken when facing price competition since establishing in 2004. FD is a typical micro Taiwan-funded company, the operators began to find that the advantage of pricing and technology in the initial stage are gradually imitated by competitors. In order to avoid price competition, FD decided to build”value network” to strengthen the cooperation with customers, suppliers and competitors. In addition, FD also strengthened its ability of relationship marketing and service innovation to develop new customers and maintain old customers. It also obtained significant added value of enterprise transformation through the game-changing terms of PARTS.