| Summary: | 碩士 === 國立高雄應用科技大學 === 土木工程與防災科技研究所 === 104 === With generally unsatisfactory results of poor operation strategy implementation and both internal and external difficulties, the construction industry is paying more attention to the “benchmarking learning method” as the solution to its problems. The main purpose of this study is to select and compile individual cases of benchmarking enterprises in Taiwan’s construction industry, compare their business strategies to find out their competitive advantages, and draw references from the cases to provide suggestions on how to solve the current operational difficulties facing the construction industry as a whole. Based on the theories related to business strategies, a questionnaire survey was developed in this study, covering the seven dimensions of company profile, market, upstream/downstream, core capability, human resource (HR), brand and internationalization to find out the competitive advantages of the selected companies. In addition, through in-depth interviews and secondary data collection, more understanding of the case companies was formed. Finally, through the case analysis, this study analyzed the problems and responding solution strategies of the case companies.
According to the analysis results, it is found in this study that these benchmarking enterprises in Taiwan’s construction industry have competitive edges in the following five aspects: brand effect, capital sufficiency, know-how/technology, system integration, and management capability. Among them, the “added values of company brand” is the core competitiveness of these benchmarking construction companies. They establish their brands mainly by focusing on quality, landmark projects and CSR marketing. It is also found in this study that the construction companies in Taiwan often have problems with rigid operational standards in public projects, shortage of professionals, high turnover of lower-level employees, advancements of building information modeling (BIM) technologies, and insufficient experiences with international markets. Based on the analysis results of this study, the following suggestions for the construction companies in Taiwan in response to the above-mentioned problems are proposed:
1.Take large-scale and/or unique public projects to build the corporate brand/image, which can also help to promote revenue growth. Therefore, a balance should be struck between private and public projects, in particular landmark public projects.
2.Keep informed of the latest BIM development and educate clients about the values of BIM to distinguish themselves from their competitors and gain a share of the BIM market.
3.Replace incompetent employees with competent ones to ensure employee turnover stability and forge partnerships with schools to access and train in advance future employees who will be more adapted to the industry and the companies before graduation and, consequently, less likely to change jobs.
4.The benchmarking companies also have market presence abroad through mechanisms such as PCM and overseas investment. Hong Kong, Singapore and Malaysia are their preferable destinations for these places have the advantages of open and fair bidding mechanisms, zero language barriers, and lower labor costs. To develop in overseas markets, understanding of the internationalization trend should be acquired in advance.
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