Discussion on Dynamic Competition-oriented Pricing Strategy of Automotive Metal Parts OEM Products -A case study of C Precision Processing Company

• Main Authors: Hung Chi Lai, 賴虹錡
• Other Authors: TSEN, HSIN-CHENG
• Format: Others
• Language: zh-TW
• Published: 2019
• Online Access: http://ndltd.ncl.edu.tw/handle/4eamm3

碩士 === 逢甲大學 === 經營管理碩士在職學位學程 === 107 === Due to the adjustment of Chinas industrial structure, domestic labor-intensive industries are affected by the increase in labor and land costs. One of the characteristics of Taiwans industrialization development is the emergence of small and medium-sized enterprises. Many SMEs specialize in specific processes in the production process, and form synergies with other SMEs in the production process. The entire production network travels together with many independent component manufacturers and professional processing plants, rather than the most terminal sales products. Therefore, such a wide division of labor and process complement each other, the relevant manufacturers will be clustered in a specific area, also known as "Industrial District" (Piore and Sabel, 1984). Most of Taiwans parts manufacturers and professional processors are not limited to working with specific assemblers or suppliers. They can directly enter the global production chain, directly face foreign customers, export orders by themselves, and are highly internationalized. And the ability to compete in the world market, while supplying to many different manufacturers in the industry, can also resell products to other industries, rather than rely entirely on domestic assembly plants or central factories. In recent years, with the development of international economy and information technology, enterprises have formed an intricate network structure. The industrial network is a special industrial organization type of Taiwanese SMEs, including the SMEs of various majors in the upper, middle and lower reaches. Reorganize resources at any time and flexibly in the environment, and quickly produce the most competitive products. Enterprises from all over the world have tried to extend their reach to overseas. With some manufacturers taking orders, some manufacturers produce division of labor to win orders and cooperate with other manufacturers to cooperate with each other, whether it is strategic alliance, joint venture, technical authorization, etc. Various cross-organizational cooperation has become an important issue that must be faced by management. It is not just a function in the local market, but is further applied in the process of internationalization. By exchanging and combining their respective resources, SMEs form an intricate network structure, enabling SMEs to fully utilize the risk of dispersion and have the ability to move quickly. With some manufacturers taking orders, some manufacturers produce division of labor to compete for orders and cooperate with other manufacturers to cooperate with this network, and further apply the process of internationalization. Based on the research of dynamic competition mode orientation, this paper explores the pricing model under different competition strategies by means of case-based company interviews, and uses scientific methods to explore the integration of case pricing strategies, hoping to formulate the best pricing for case companies. Strategy.