| Summary: | 碩士 === 國立臺灣科技大學 === 管理研究所 === 100 === The electronic testing instrument market is a fresh niche market with many features, such as high technology entry barrier、multiple patterns、a few quantities、long product life cycle and high profit…etc. The industry features enable the most firms entering this market to have higher mobility and to be small and medium enterprises with lower working capital demand. Faced with continuous technology upgrade (e.g. 3C information industry, medical technology and science research field) and threat of new competitive firms in the China market…etc, the firms entering this market face rigorous challenge in persistent management.
Toward tough management environment of the electronic testing instrument industry, the study combines ways of industry analysis via theoretical basis of literature and relevant subject studied by previous scholars, acquires key competitive advantage strategies of four companies via real interview with four electronic testing instrument companies, screens more concrete and available competitive advantage strategies in the electronic testing instrument industry, and induces more effective integration strategies. In addition, the study provides four kinds of competitive advantage strategies more appropriate for their operation toward four kinds of different management constitution companies. Such an operation mode can be provided to other instrument firms of more similar management constitution for reference to development of competitive advantage strategy.
Through an expert meeting and interview with senior managers of the foresaid four companies, the study finds that brand is the most important competitive advantage; however, it can not be quantified and achieved rapidly, and an individual competitive strategy is easily imitated and copied by competitive firms. Pursuant to three main consideration theory basis of “enduring competitive advantage” presented by Aaker (1984), the final objective of the study is to adopt an integration strategy, because it can form a competitive barrier between competitive firms and cause a competitive advantage of differentiation, and with continuous innovation, competitors can not catch up in a short time, thereby forming an “enduring competitive advantage”.
The electronic testing instrument market is a fresh niche market with many features, such as high technology entry barrier、multiple patterns、a few quantities、long product life cycle and high profit…etc. The industry features enable the most firms entering this market to have higher mobility and to be small and medium enterprises with lower working capital demand. Faced with continuous technology upgrade (e.g. 3C information industry, medical technology and science research field) and threat of new competitive firms in the China market…etc, the firms entering this market face rigorous challenge in persistent management.
Toward tough management environment of the electronic testing instrument industry, the study combines ways of industry analysis via theoretical basis of literature and relevant subject studied by previous scholars, acquires key competitive advantage strategies of four companies via real interview with four electronic testing instrument companies, screens more concrete and available competitive advantage strategies in the electronic testing instrument industry, and induces more effective integration strategies. In addition, the study provides four kinds of competitive advantage strategies more appropriate for their operation toward four kinds of different management constitution companies. Such an operation mode can be provided to other instrument firms of more similar management constitution for reference to development of competitive advantage strategy.
Through an expert meeting and interview with senior managers of the foresaid four companies, the study finds that brand is the most important competitive advantage; however, it can not be quantified and achieved rapidly, and an individual competitive strategy is easily imitated and copied by competitive firms. Pursuant to three main consideration theory basis of “enduring competitive advantage” presented by Aaker (1984), the final objective of the study is to adopt an integration strategy, because it can form a competitive barrier between competitive firms and cause a competitive advantage of differentiation, and with continuous innovation, competitors can not catch up in a short time, thereby forming an “enduring competitive advantage”.
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