| Summary: | 碩士 === 長庚大學 === 商管專業學院碩士學位學程在職專班經營管理組 === 103 === Export trading has been a cornerstone of Taiwan’s economic development. However not only large enterprises contribute to the import and export volume every year, numerous small-medium traders also play a pivotal role behind the scenes. Due to the difference of company’s size and resources, the competitive advantage that a small-medium enterprise owns is much less than a large enterprise possesses. Therefore how to create competitive advantage by using strategic alliance partners’ resources becomes a considerably important issue to them.
This research is based on a case study of L company in the marine hardware industry. Through literature review, data collecting and indepth interview to company’s owner, the study proceed to case analysis, and finally summarize how L company created its competitive advantage by using strategic alliance. The study also proposed managerial suggestions to the case company for consideration.
The conlusions of this study are as follows,
1.Understanding strategic alliance partners’ competencies and making market segmentation. The best strategy is to focus on a small but exquisite industy as its niche market.
2.The best partner-customer is the one who only focuses on sales and marketing rather than manufacturing.
3.As the premise of qualified skills and positive attitude, the best factory partner is the one who focuses on manufacturing with no inclination to sales and marketing.
4.To provide customers with one-stop service to take advantage of leveraging multiple factories.
5.To develop differentiated products through using different skills of multiple factories.
6.To provide factory partner with a better payment term and working capital to create financial leverage.
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