The relationship among industrial environment, business resources and capabilities, and competitive strategy--A case study of the security service firm

• Main Authors: Chun-wei Wang, 王君暐
• Other Authors: none
• Format: Others
• Language: zh-TW
• Published: 2005
• Online Access: http://ndltd.ncl.edu.tw/handle/00228813496633410632

碩士 === 國立中山大學 === 人力資源管理研究所 === 93 === Abstract Among these years, the economy of Taiwan has grown rapidly. It indirectly caused the quality and quantity of the crime to keep rising. For the safety reason, more and more people seek protection from private security company, and it caused the industry to grow rapidly. Under the condition of No Barrier of Entrance, more and more potential movers joined the industry. Facing such a significant changes, plus the units of the industry are mostly retired high rank officers and no scholars participated, it caused the price competition continue to be the most common strategy used between competitors. Some company even offended against the law, just to have the lowest primary cost. Some law-abiding companies, because of some factors, are not able to lower the primary cost. Instead, to operate normally, they started to make use of their own Competitive Advantage and planned a Competitive Strategy for a Fit Industrial Environment. However, in the present days, there are no studies about Security Industry. Therefore, my thesis is trying to analyze the reason that caused the industry press and to research the affects of Industrial Environment, Business Resources, and Competitive Strategy. Lastly, is to further understood how did the industry constructed their resources in such environment. This thesis used a qualitative way, using the results of interviews and information from other researches and the conclusion are as follow: 1. Threat of Potential Mover, Threat of Existence Competitor, and Negotiated Power of the Buyer are the main reasons that caused industry press in today’s industry. 2. Private Security Guards, lacking quality and quantity, are the main reason for the Gap in the quality of the industry’s service. 3. As regards of security industry, the investment of Technology Strategy, Distribution Strategy, and Value Activities are not obvious. 4. The services within the security industry are similar, and with a lot of competitors, using Differentiation Strategy has a remarkable connection. 5. If Upper Management, Consultant Team, Human Resource Management, Organization Culture, Organization Structure, Safety Service Program, and Service are the Strategic Resources of a security company, others have more possibilities using Differentiation Strategy. 6. When a security company had a Gap on the Strategic Resources, such as, Upper Management, Consultant Team, Human Resource Management, Organization Culture, Organization Structure, Safety Service Program, and Service, the company may build resources by using Resource Initiation and Accumulation. 7. When a security company has a good Organization Structure, they can create price elasticity and service combination using Product Line Strategy. 8. If the security company had a good Backup Support and emphasized Operational Strategies, for sure the company will do a better job.