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Title:	創意設計事業成長之研究 -- 業績成長與價值活動改變之關聯性 Development of business in creativity industries -- How change of value activities relating to firm growth
Authors:	楊大泰 Yang, Ta-Tai
Contributors:	于卓民 Yu, Chwo-Ming 楊大泰 Yang, Ta-Tai
Keywords:	企業成長價值鏈企業生命週期 Firm growth Value chain Corporate lifecycle
Date:	2020
Issue Date:	2020-02-05 17:40:48 (UTC+8)
Abstract:	根據台灣經濟部2012年中小企業白皮書統計資料，台灣中小企業平均壽命為13年，美國則為8年，中國大陸為5年，然而中小企業於甚麼時期該做甚麼事情，如何做以持續企業成長，則成為企業經營的主要挑戰。本研究之主要議題為：「當企業為成長而改變策略時，價值活動如何改變以達到企業成長目標」。當企業成長時，企業價值鏈中各項活動的新增或改善、如何改變以配合策略之改變，都直接影響企業價值活動為企業帶來業績，且影響企業進入下一成長週期。研究中，以個案公司於設計產業，創業成功的主要因素以及中小企業經營成功之道，探討小型企業在經營成長過程中，如何有效累積公司資源以提高公司競爭優勢，並在不斷的公司增值的過程之中，精進企業的價值鏈。並針對設計創意產業企業個案，在企業生命週期架構下，具體討論個案公司的在各個不同企業發展時期的發展策略，並對該公司國際化未來策略提出建議。本研究中發現，企業創立初期時，以單一門市營運，應全面檢視企業支援活動與價值活動，各項活動不須完美，但需建立系統使之可各自獨立運作，持續為企業帶來獲利；企業進入成長時期，進入多門市擴展時期，需重新檢視企業供應鏈，以達企業營運最佳績效，同時須建立電子系統，以達到企業控制門市與工廠之目的，並透過營利再投資，以精進企業內部支援活動，持續擴大企業外部價值活動；企業進入下一階段之多品牌經營時期，企業營運模式更臻複雜，企業須持續創新，運用科技持續行銷，同時於企業內部建立明確的獎懲制度，以激勵員工，持續刺激企業成長，並於獲利再投資擴大企業價值活動，持續帶來更大的利潤，以支持企業策略與再投資，於是進入企業成長的良性循環。 According to Ministry of Economic Affairs of R.O.C., the average life expectancy of Taiwanese SMEs is 13 years, the United States is 8 years, and the P.R.C. is 5 years. What SMEs should do at certain period to continue the growth is the main challenge of firm management. In this study, the major theme is: "When a company changes its growth strategy, how value activities change to achieve the company`s business goals?" When a company grows, how to supplement or improve the activities in the enterprise value chain to match the corporate strategy? These are directly affecting the enterprise value activities to bring the performance, and affects the firm enters to the next growth period. We explore the main factors of successful entrepreneurial and how SMEs in creativity industries can effectively accumulate core competency and resources to enhance the competitive advantage by refining the value chain of the enterprise (Porter, 1985) under the framework of the enterprise life cycle (Adizes, 1979). It was found that, when the company was founded in the “initial stage”, it should conduct a comprehensive inspection of the company`s support activities and value activities. The activities are not necessary to be perfect, but the system needs to be established to operate independently and continue to benefit the company. When the company enters the “multi-stores expansion period”, the firm needs to re-examine the enterprise supply chain to achieve the best performance of the enterprise operation, and to establish systematic operation system to control stores and the factory. Meanwhile, by using profit to continue invest internal support activities to continuously expand the company`s external value activities. Once the firm enters the “multi-brand management”, the firm must continue innovate in product marketing and HR management. With continuous of profit reinvestment and expand of corporate value activities, the firm would start the virtuous cycle of corporate growth.
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Description:	碩士國立政治大學經營管理碩士學程(EMBA) 106932079
Source URI:	http://thesis.lib.nccu.edu.tw/record/#G0106932079
Data Type:	thesis
DOI:	10.6814/NCCU202000055
Appears in Collections:	[Executive Master of Business Administration] Theses

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