| Summary: | 碩士 === 國立雲林科技大學 === 企業管理系 === 104 === Taiwan bicycle industry occupies the leadership position in the global, and shines in the international markets. The study aims to discuss how Taiwan bicycle industry creates its competitive advantages in the global bicycle industry, and makes the products leap onto the international stage. The study uses PESTEL method to analyze the impacts that the external environment might cause to the industry. And collects the information from the official and generalizes their strategic posture. The observations are as follows:
1.With the variation of the environment and under the condition of the same industrial backgrounds, there is different institutional theory of the industry ecosystem.
2.Taiwan bicycle industry establishes nonprofit learning organization and leads in Toyota production system to improve the manufacturing procedure and enhance the product’s quality, creating competitive advantages.
3.Create competitive advantages through the industry network relationships and specialization of the works.
4.With the investment strategy GIANT employs they have more fixed assets than MERIDA, So MERIDA has a higher rate of ROA and net profit rate.
5.The global strategy of Giant is different than MERIDA, Giant is wholly owner and MERIDA is a joint venture.
6.With the different R&D strategies for GIANT and MERIDA, GIANT has a higher degree of vertical integration than MERIDA.
7.The internal development of bicycle firms transforming into private brand:
A.Strengthen self-manufacture-ability through previous experiences of being the original equipment manufacturer.
B.Create the ability of product design through the accumulation of manufacturing skills.
C.Innovation to increase the breadth of the product line.
D.Create private brand.
E.Global brand, establishing close distribution network.
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