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• Main Authors: Li-Chang Lu, 呂理漳
• Other Authors: none
• Format: Others
• Language: zh-TW
• Published: 2016
• Online Access: http://ndltd.ncl.edu.tw/handle/18257879023128272356

碩士 === 國立中央大學 === 高階主管企管碩士班 === 104 === Plastic product manufacturing in Taiwan started after Taiwan Retroration in 1945. On the basis of active involvement in petrochemical industry, in 1994, PU synthetic leather production by Taiwan was taking up to 50% of the global market, ranking the highest in the world. Plastic product manufacturing has become one of the key industries creating Taiwan’s economic miracle. However, just like most of Taiwan’s conventional industries, plastic product manufacturing was also facing investment environment changes, such as labor shortages and increasing wages, as well as rising competitions from neighboring countries in 1990s. Its business operation became more and more challenging. Ocean Plastics Co. (OPC) has been focusing on plastic product manufacturing, like plastic raw materials, plastic building materials and plastic sheets for fifty years. In addition, with great financial advantage through early acquisition of large land assets, OPC has created factories with considerable production scale in Chungho, Taoyuan and Chungli. Since 1999, OPC has also invested heavily in building three factories in mainland china. Nevertheless, its overall growth momentum could not keep up to date, along with low investment efficiency, which resulted in poor returns and years of losses. There are two major research purposes. First of all, what are the key factors for OPC, as an industry pioneer of domestic plastic product manufacturing with robust organization and operation scale, not to keep up with business momentum for the past decade? Secondly, how can OPC break through the bottleneck of growth slowdown and profit decline considering the unsuccessful expansion plan in mainland china and limited domestic market? The research will use a case study approach. By applying 8-Cross Country Model and 8-Cross Industry Model, opportunities and threats exist in the existing external environment OPC is facing will be analyzed. By applying 8-Cross Business Model, strengths and weaknesses of OPC and its competitors will be analyzed. By applying 8-Cross Profit Model, operating performance and financial status of OPC and its competitors will be analyzed. And, 8-Cross SWOP model will be used to analyze OPC’s competition strategy, find out OPC’s operational issues, and provide a proposed strategy and adjusted 8-Cross business model for the reference of this research. Conclusions of this study are as follows: 1. Enterprise Resources: OPC should refine product marketing strategy, review and plan for company resource allocation, for example, setting up property management company in Chungho factory dedicated to development and subsequent management. Professional and innovative management talents should be added to the management team. OPC should seek for strategic partners to increase green innovation, environmental protection, medical material or electronic plastic products with high-margin. 2. Value Proposition: In the short term, OPC should focus on enhancing added value of existing products. For the mid and long term, OPC should focus on research and development of raw materials for high-end products, and develop niche market products by leveraging its advantage in raw materials. In the meantime, OPC could increase the production of high-end products and reduce the sale proportion of raw materials. 3. Organizational structure: OPC domestic plants should focus on research, development and production of new products, while plants in mainland china could be adjusted to focus on products exporting for Europe and America. Moreover, OPC should review its domestic marketing system. 4. Product technology: OPC should reduce the proportion of low-margin products like building materials and plastic sheeting. OPC should focus on recruiting professional managers, R&D for product technology and training. The adjusted 8-Cross business model along with conclusion and suggestions proposed by this study will be provided to OPC as a reference to improve its operating performance in the future