文章詳目資料

產業與管理論壇

  • 加入收藏
  • 下載文章
篇名 動態能力演化 王品集團之經營發展與轉型策略
卷期 19:4
並列篇名 A Study on the Dynamic Capabilities Evolution: The Case of WowPrime
作者 陳忠仁郭瑞祥劉又蜜王珊彗
頁次 072-100
關鍵字 王品集團經營策略動態能力WowPrimecorporate strategydynamic capabilityTSSCI
出刊日期 201712
DOI 10.3966/199582342017121904004

中文摘要

本研究以Teece等人提出的3P動態能力 理論為基礎,以王品集團為例,發展出成 長策略模型,藉以解釋環境、策略、組織 設計與執行如何影響企業的經營發展與轉 型策略,以及企業在此過程中如何有效發 展其動態能力。本研究選定王品集團進行 個案研究,透過個案訪談與次級資料蒐 集,探討王品集團從1990年代初期至今, 在外部環境變動的狀況下,如何透過調整 自身策略定位與整合内外資源,進而為集 團帶來新一波成長動能,値得台灣餐飲廠 商學習。研究結果顯示,王品集團從台灣 創業到進軍中國大陸市場,可分為四個時 期:初始期、拓展期、進軍期及擴張期。 在考量市場轉變與自身能力的雙因子下, 王品集團的成長策略可以歸納為單一品 牌、相關多角化、高價品牌、雙軌市場。 本研究發現,王品集團在四個階段皆因受 到外部環境驅動,促使集團重新調整公司 整體的策略定位。此外,王品集團藉由不 斷調整其組織的設計與執行活動,在關鍵 資源取得、關鍵能力建構及企業發展路徑 三個部分進行調整,形成其動態能力。

英文摘要

This study combines previous literature and develops a ^strategy-growth mod-el?, to explain the relationship among environment, strategy choice and organizational design and activates, furthermore explain the evolution of dynamic capability. In this study, WowPrime was selected to conduct case studies through interviews and secondary data collection. This study selects WowPrime Group Inc,, to investigate this issue since WowPrime is the biggest food and beverage empire in Taiwan (the sale revenues achieved NTS 16.1 billion in 2016), but its sales revenues in China only 20% of all WowPrime5s total sales revenue. Struggling in the gigantic emerging Chinese market, WowPrime is still adjusting its strategy, and integrating related resources and capabilities, thereby bring a new growth opportunity in China. We believe there are some experiences and useful information from WowPrime can provide Taiwan firms who want to entry China market. The results show that the market entry of WowPrime can be divided into four periods: the initial period, expansion period, entry China market period and expansion period in China. Consider the market transformation and its own capability, WowPrime’s growth strategy can be summarized as: focus on single brand, related diversification, focus on high-price brand, and diversify into both high-low brand. During the four periods, this study finds that WowPrime^ growth strategy was driven by the external environment. Hence it re-adjusts its strategic position, organizational design and activates, in terms of position, process and path, to develop its dynamic capability.

本卷期文章目次