台灣自行車產業價值鏈競爭發展策略之研究-以G公司為例

Abstract

台灣自行車業從70年代順利外銷並逐漸取代日本成為世界外銷最大國家,後又因台商陸續到大陸設廠,大陸掘起挾廉價成本積極搶灘,已成為全球外銷量最多國家,如此狀況下,台灣自行車業組成台灣自行車聯盟(A-TEAM),經幾年努力, 台灣自行車業已站穩高級車競爭,成為全球高級自行車生產重鎮,但未來競爭仍將持續,而且越來越嚴苛,如何面對未來競爭,各公司的價值鏈競爭力,扮演很重要角色。 本研究藉由Michael Porter 的價值鏈分析理論為基礎,參考台灣自行車產業特性,以及自行車國際市場趨勢,依據五項「主要活動」及四項「輔助活動」為構面,找出自行車價值鏈重要活動,並針對自行車個案公司之企業價值鏈的活動現況做問卷調查。 個案公司為台灣自行車業表現優良公司,從本研究中,其在價值鏈上有良好表現及經營事項應可做為其他公司參考,有表現不佳事項,應可列為該公司後續發展策略。

Since the ‘70s, Taiwan bicycle industry had successfully replacing Japan as the largest bicycle exporting country in the world. Later as Taiwan companies began to set up factories in the mainland China, their greatly reduced costs enabled them to increase market shares worldwide significantly, making China the largest exporting country. Taiwan, on the other hand, called on major players to form the A-Team, the bicycle manufacturer alliance. After years of efforts, Taiwan had now established itself in the high-end bicycle market and became an important global production center. In the future, the competition is expected to grow and for sure, become even more intense than ever; how to cope with future competition? The value chain competitiveness for bicycle companies will play a very important role. With the Michael Porter Value Chain Analysis Theory, characteristics of Taiwan bicycle industry, and global bicycle market trends, this research identified the important value chain activities based on five primary and four supporting activities and conducted surveys for current conditions of value chain activities within the subject company. The subject company is an elite member in the Taiwan bicycle industry. From the research, subject company has good performances within its value chain activities that can be great references for other companies and there are also areas that they underperform, which can be listed as future focuses for companies’ continuous developments.