政大機構典藏-National Chengchi University Institutional Repository(NCCUR):Item 140.119/59211

政大機構典藏-National Chengchi University Institutional Repository(NCCUR):Item 140.119/59211

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政大機構典藏 > 商學院 > 企業管理學系 > 學位論文 > Item 140.119/59211

请使用永久网址来引用或连结此文件: https://nccur.lib.nccu.edu.tw/handle/140.119/59211

题名:	藍海策略和平衡記分卡之實施：以某個案公司為例 A Case of SME`s Strategy Development and Implementation, Using Blue Ocean Strategy and Balanced Scorecard as a Model
作者:	羅馬 Roman Vilner
贡献者:	吳安妮 Anne Wu 羅馬 Roman Vilner
关键词:	藍海策略平衡记分卡 Blue Ocean Strategy Balanced Scorecard
日期:	2012
上传时间:	2013-09-02 15:13:50 (UTC+8)
摘要:	The paper is based on a real life case study of a textile firm, that is trying to develop and implement the Blue Ocean strategy and Balanced Scorecard. First, the results achieved by the firm under discussion itself are analyzed, dissatisfactory conclusions are made about their implementation of the Blue Ocean strategy. The firm’s main purpose- to become an OBM was not achieved through this strategy. The paper combines the analysis of the original results, achieved by the firm and a new strategic format, which is the combination of Blue Ocean Strategy and BSC . Finally, an attempt is made to create two fresh Blue Ocean strategies for the case study firm. The new potential market is identified, where the firm can become the first-to-market; the improvements to the firm’s potential channel of sales are developed by introducing an entirely new product, for which there is no extant competition. To clearly show the succession of the two strategies’ implementation, a new Balanced Scorecard will be proposed.
參考文獻:	Andersen H., Cobbold I., Lawrie G. (2001), Balanced Scorecard implementation in SMEs: reflection in literature and practice, 2GC Conference Paper. SME Conference, Copenhagen, Denmark. Biazzo S., Garengo P. (2012), Performance Measurement with the Balanced Scorecard. A Practical Approach to Implementation within SMEs, Springer. Burke A., Stel A van, and Thurik R. (2008), Blue Ocean versus Competitive Strategy: Theory and Evidence, SCALES. Collins J.C., Porras J.I. (1996 Sep.-Oct.), Building Your Company’s Vision, Harvard Business Review. Christensen C.M., Overdorf M. (2000 Mar.- Apr.), Meeting the Challenge of Disruptive Change, Harvard Business Review: 67-76 Chyr S.Y., Taylor G., Hui C.L.P. (2008), Transition from OEM to OBM: A Case Study of Fenix, RJTA Vol.12, No.3 Drucker P.F. Management. (1986), Tasks, Responsibilities, Practices, Truman Talley Books, E.P.Dutton. Garvin D.A. (1987 Nov.-Dec.), Competing on the Eight Dimensions of Quality, Harvard Business Review: 101-109 Gilmore J.H., Joseph Pine II B. (1997 Jan.-Feb.), The Four Faces of Mass Customization, Harvard Business Review: 91-101 Hamel G., Doz Yves L., Prahalad C.K. (1989 Jan.-Feb.), Collaborate with Your Competitors – and Win, Harvard Business Review: 133-139 Hall W.K. (1980 Sep.-Oct.), Survival Strategies in a Hostile Environment, Harvard Business Review: 75-85 Ibrahim A.B. (1991), Strategy Formulation in Small Business: a Conceptual Framework, Concordia University. Johanson U., Skoog M., Backlund A., Almqvist R. (2006), Balancing Dilemmas of the balanced scorecard, School of Business, Malardalen University. Jin L., Yang J. (2006), A Framework for applying Balanced Scorecard to Chinese SMEs, Management School of Wuyi University, Guangdong. http://www.seiofbluemountain.com/ Jones G.R., Hill C.W.L. (2010), Theory of Strategic Management, South-Western Cengage Learning. Kaplan R. S., Norton D. P. (1996), The Balanced Scorecard: Translating Strategy into Action, Harvard Business School Press. Kaplan R. S., Norton D. P. (2001), The Strategy Focused Organization, Harvard Business School Press. Kim W.C., Mauborgne R. (2005), Blue Ocean Strategy, Harvard Business School Press. Kim W.C., Mauborgne R. (1997 Jan.-Feb.), Value Innovation: The Strategic Logic of High Growth, Harvard Business Review: 103- 112 Nunes P. F., Johnson B. A. (2002), Consumer Demand Through Meaningful Innovation, Accenture Institute for Strategic Change. Ohmae K. (1982), The Mind of the Strategist, McGraw-Hill Book Company. Olson E.M., Slater S.F. (2002 May-Jun.), The Balanced Scorecard, Competitive Strategy, and Performance, Business Horizons: 11-16 Porter E. Michael. (1979 Mar.-Apr.), How Competitive Forces Shape Strategy, Harvard Business Review. Prahalad C.K., Krishnan M.S. (1999 Sep.-Oct.), The New Meaning of Quality in the Information Age, Harvard Business Review: 109-118 Rompho N. (2011), Why the Balanced Scorecard Fails in SMEs: A Case Study, Thammasat University. International Journal of Business and Management. Vol. 6, No. 11. Sun Z. (2011 Jan.), Road of Strategic Transformation for Chinese OEM Enterprises: Issues and Countermeasures, Business School, China University of Political Science and Law. Science and Technology Management Research: 431-438 Watts T., Baard V., McNair C.J. (2009), Untying the Gordian Knot: Small Business and the Strategy Balance Scorecard, University of Wollongong, Faculty of Business. Wreden N. (2004), From OEM to OBM: Crossing the Chasm, Fusionbrand.com
描述:	碩士國立政治大學企業管理研究所 99355062 101
資料來源:	http://thesis.lib.nccu.edu.tw/record/#G0099355062
数据类型:	thesis
显示于类别:	[企業管理學系] 學位論文

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