A Case Study on the Developing Trajectory for Small and Medium-Sized Magnetic Separation Equipment Industry

• Main Authors: SHEN, CHIA-HSIN, 沈佳欣
• Other Authors: LIN, SHANG-PING
• Format: Others
• Language: zh-TW
• Published: 2017
• Online Access: http://ndltd.ncl.edu.tw/handle/zm2tm8

碩士 === 國立雲林科技大學 === 企業管理系 === 105 === In the past, the important role of promoting Taiwan's economic growth was to account for 97% of all small and medium enterprises (SMEs) in Taiwan. For most of the SMEs, compared to large enterprises, the overall lack of resources, making SMEs in the growth stage is easy to be restricted. However, there have some small but competitive companies on the market. Due to the low degree of exposure and not being recognized by the society, Simon (1986) called these SMEs as“Hidden Champion”. How Taiwan's SMEs to become the industry's Hidden Champion? What are the key factors they deserve some of the other companies learn? The study is based on the second largest magnetic selection equipment supplier in Taiwan for Hidden Champion case study. Through resource-based view & corporate life cycles , to understand how case company utilize its own resources in different stages of development, and how case company build up the next resource capabilities step by step. Finally, the study uses SWOT analysis to explore the advantages, disadvantages, opportunities and threats of case company. To provide the future direction of the development of case company, and what resources should be accumulated at present. The study on case company hope by describing the process of constructing Taiwan Hidden Champion resource capacity may provide the valuable reference for those SME who wants to build up its own sustained competitive advantage. The results of the study found that case company can become the main supplier of domestic magnetic separation equipment, the key factors following three points: First, focus on the industry, whether it is the production of magnetic materials or magnetic separation equipment, the case has been the implementation of professional management strategy, so that the company's resources can be used centrally. The second is to establish barriers to entry, the case company through the niche market opportunities, continuous innovation and the provision of intangible services to establish unique resources and improve the barriers to entry of new competitors. Third, the importance of the leader, the case company can make internal resources and external opportunities for interactive integration, depends on the leadership insight into the dynamic environment and the ability to implement strategies.