Competitive Strategies for Small and Medium-Sized Air Conditioning Engineering Enterprises - A Case of D Company

• Main Authors: Hui-jung Hsu, 許惠榮
• Other Authors: Hsien-tang Tsai
• Format: Others
• Language: zh-TW
• Published: 2015
• Online Access: http://ndltd.ncl.edu.tw/handle/tsa29a

碩士 === 國立中山大學 === 高階經營碩士班 === 103 === After Taiwan''s accession to WTO, Taiwan''s manufacturers currently in electronics, biotechnology, clean clean room construction and other high technical level plant engineering fields, to retain a little competitive advantage. However, operating on traditional air-conditioning engineering industry, personnel training often difficult, difficult long-term worries remain that can not effectively expand the size of the organization, making it difficult and more sustainable business. So, how on the one hand to enhance the level engineer engineering technology, on the other hand through effective management of working model design, technical knowledge and experience, in order to ensure continued future competitive advantage, it will be related to domestic air-conditioning engineering industry positioning and sustainability development of. In this study, D company as the research object, will explore whether any relationship exists between changes in the technical environment of competitive strategy of positioning the company and the company''s business strategy through the understanding of these relationships, we look at the company''s operating performance if there are differences . Using five forces analysis, SWOT analysis, competitive strategy analysis and modeling conducted qualitative research; interview with the owners to find ways for the D company focused on the operation and management, and look forward to the management mindset can become more mature to enhance the with the industry''s competitive advantage, and to expand the market size, thereby increasing operating performance. The study found that, D companies such as in the management want want to improve competitive advantage, we should proceed in the following direction, to achieve the expected benefits of the operation and management of: (A) Human resources strategy: long-term vision as a blueprint for the development and personnel training considerations points, training keep working partners with common values, and the formation of dominant corporate culture and competitiveness of the company-specific. (B) production strategy: the ability to project flexibility and speed of construction as the core competitiveness in order to meet customer changing requirements; enterprise project management capabilities, the effective implementation of various types of projects, the construction of a complete system. (C) marketing strategy: market dynamics in order to advance operational readiness and establish relevant project performance and good quality reputation, than the industry first obtain business opportunities, and marketing is expected to target customers, improve customer relationship management capabilities, will be a one-time customers into long-term customers.