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題名 | The Construction of Competitor Analysis-An Empirical Study on the Home Appliances Industry=廠商競爭對手分析模式之建構--以家電產業為實証 |
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作者 | 楊浩二; 呂國珍; |
期刊 | 大同學報 |
出版日期 | 19931100 |
卷期 | 23 1993.11[民82.11] |
頁次 | 頁60-80 |
分類號 | 555.13 |
語文 | eng |
關鍵詞 | 家電產業; 廠商; 競爭對手; |
中文摘要 | 由文獻探討獲得競爭對手分析的理論架構,並以家電產業為實証對象。主要的統 計分析工具是多變量變異數分析與典型相關分析。 實証研究主要發現是:( 1 )廠商評估競爭對手的項目中, 行銷組合 -- 價格水準、配銷 通路與促銷方式為最重要的。 ( 2 )家電產業可區分為低成本、差異化、集中、中間路線 等四個策略組群。 ( 3 )不同策略組群的廠商,對於瞭解其競爭對手有其不同的重視構面 。 ( 4 )不同的廠商對於競爭對手有不同的瞭解程度。對於競爭對手瞭解程度較高的廠商 依次為:主要產品處於生命週期的後期者、外銷比率較低者、員工人數較多者、資本額較大 者。 ( 5 )廠商瞭解競爭對手時,有益的情報來源依序為:正式的市場研究、產業研究報 告與顧問公司等( 6 )對競爭對手瞭解程度越高的廠商,其績效越佳。 |
英文摘要 | Through thorough literature review, the theoretical framework of competitor analysis was secured. Moreover, an investigation was implemented in the home appliances industry on the competitor analysis. MANOVA and Canonical Correlation Analysis were used, and the major findings are: (1) In evaluating the competitors, the marketing mix--price levels, distribution & promotion, and after-sales service-- appeared in the top ranks. (2) The home appliances industry can be classified into four types of strategic groups; that is, overall low cost, differentiation, focus, and stuck in the middle. (3) The firms in different strategic groups have their different approaches on understanding their competitors. (4) The firms with a higher degree of understanding competitors are those with main products at the later stage of the product life cycle (maturity and decline), a low ratio of overseas sales to domestic sales; more employees, and larger sums of capital. (5) The formal maketing research, industrial research reports and the consultants or other intermediaries rank highest in contributing to the degree of understanding competitors. (6) The more the firm knows about how its competitors operate, the better off it is. The strategic implication is that competition is indeed a variable in the strategic process, but it is not the first variable to consider, nor is it the most important. However, sound strategic thinking accompanied by a structured process can broaden management's peripheral vision and help develop a proactive and, eventually, a more successful strategy. |
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