中小企業提供台灣就業人口市場的大多數,近年來數量也逐年增加,而成長的動能的重要性,關係到整體社會經濟與民生發展的指數;我們以電梯產業作為中小企業成長策略之研究個案,並從S.W.O.T. 分析及清晰的策略定位出發整合,再以五力分析檢視企業的內外部條件,進一步找出驅動成長的關鍵因素與方向。
此研究以性質與個案的研究方法,並以深度訪談方式及次級資料的收集整理進行此研究,從回覆問題中歸納整理所得到問題與研究方向;成長所面臨的困境與機會與潛藏的威脅,進一步審視內部與外部優勢與劣勢。
此個案研究電梯產業是一個長期存在且可持續穩健發展的行業,產業技術已是非常成熟除了運用上述分析方法有效經營管理,還要以核心的安全品質及創新產品策略,積極提高在市場競的爭優勢,並培育適用人才以致不讓人力資源短缺。
充分與大廠密切合作建立良好互補關係,結合產業聯盟以競合策略,藉由國際大廠的合作,開拓國際市場商機是一個新成長動能,在2020年的新冠肺炎(COVI-19)疫情衝擊下,電梯產業在建設需求下仍逆勢成長,但在其他行業的中小型企業裡營收都受到一定減少,是個考驗也是一個調整內外部如何因應變化,讓危機轉為商機的開始。
在本研究當中得到以下的結果：
(1) 個案D公司電梯產業相關產業上、中、下游可以加大力道做更多元的整合。
(2) 台灣的電梯技術在性能價值比上也優於亞洲其他國家，出口至先進國家也是一個龐大市
(3) 透過產業協會與政府合作成立專門科系培育人才，擴大挹注產業提高技術發展並建立更多技術自主的關鍵零件。
(4) 與客戶端共同設計開發，並提供與加強在客製化的服務上可取得更好的獲利能力。
(5) 協助歐、美、日、品牌廠在台生產的比例增高成為供應商的一環，開啟國際供應鏈之門。
(6) 中小企業在成長之路上適當地運用財務的槓桿來擴充自動化設備，來增加產能提升營業能力

The small and medium enterprises provide the most of the employment market in Taiwan, and the numbers of SMEs have been growing in the recent years. The importance of the growth momentum is essential to the indices of overall social economy and livelihood development; we take the elevator industry as the case to study the growth strategy of SMEs, by integrating from S.W.O.T analysis and clear strategy positioning, and reviewing the internal and external conditions of the enterprises with Porter’s five force analysis, in order to identify the key factors and directions driving the growth.
The study adopts the approach of nature and case study, coupled with deep interviews and secondary data collection and compilation to the study. The questions and study directions are obtained by inducing the replied questions; with the challenges faced when growing, opportunities, and underlying threats, the internal and external advantages and disadvantages are further reviewed.
In the case study, the elevator industry has existed for a long time, and may develop sustainably and robustly. The industrial technologies are very mature. Other than effectively operating and managing with the aforesaid analysis methods, the competitiveness in the market shall be enhanced with the core safety quality and innovative product strategies, while incubating competent tales to avoid shortage of human resources.
Establish a complementary relationship by sufficient and close collaborations with major manufacturers, while seeking the coopetition strategies by combining the industrial alliance. With the collaboration with the international major manufacturers, expanding the opportunities in international markets becomes a new growth momentum. Under the impacts of COVID-19 pandemic in 2020, the elevator industry defies the trend, growing with the construction demands. However, as SMEs in other industries have had decreased revenues to certain extent, this is a test and an adjustment; how to cope with the changes internally and externally, is the beginning to convert the crisis to opportunity.
The following outcomes are obtained in the study:
(1) For the case of D company, the up-, mid-, and downstream of the industry related to the elevator industry may have more diverse integration with greater force.
(2) The elevator techniques in Taiwan have better performance to price ratio than other Asian countries, with exports to the considerable markets in the developed countries.
(3) Via the industrial association, the government is worked with, to establish the specific departments for talent incubation, expand the injections to the industry for better technological development, and establish more key parts with technologies developed autonomously.
(4) Design and develop with customers together, while providing and enhancing customized services for better profitability.
(5) Facilitate the increase in the productions of brands from the Europe, U.S., and Japan in Taiwan, to become an integral part of the supplier, for opening the door to the international supply chains.
(6) During the journey of growth, SMEs properly apply the financial leverage to expand the automated equipment for more capacity and better position for business.

論文審定書 i
誌　謝 ii
摘　要 iii
Abstract v
目　錄 vii
圖　次 ix
表　次 x
第一章　緒論 1
第一節　研究背景與動機: 1
第二節　研究目的 3
第三節　論文研究的流程: 3
第二章　文獻探討 5
第一節　SWOT分析 5
第二節　策略定位 6
第三節　策略引響企業發展的關鍵性 7
第四節　策略管理的重要動機 7
第五節　策略層級 8
第六節　現代策略管理的挑戰 9
第七節　外部環境分析 10
第八節　總體環境分析 15
第三章　研究設計方法 16
第一節　研究方法 16
第二節　個案D背景研究說明 18
第四章　產業現況與分析 19
第一節　個案D產業概況與分析 19
第二節　個案D公司產業競爭環境 22
第五章　經營策略制定與評估 24
第一節　成長經歷第一階段 25
第二節　如何再造藍海 28
第六章　結論與建議 37
第一節　研究結論與建議 37
參考文獻 39
一、中文 39
二、英文 39
三、網路 39
附錄一　論文訪談邀請函 41
附錄二　訪談紀錄表 42
附錄三　個案公司組織表 48

一、中文
方至民(2012)，策略管理：建立企業永續競爭力，新北市，前程文化。
Gary Hamel (1989) 哈佛商業評論(Strategic Intent) 。
張殿文(2005)虎與狐 郭台銘的全球競爭策略，台北:天下遠見出版。
劉志雄(1996)台灣電梯業產業環境、結構、競爭行為與策略研究分析(國立中山大學論文)
何德榮(2002)台灣電梯產業競爭策略研究(國立中山大學論文)
黃啟文(2005)台灣地區電梯產業之科技創新管理、全球運籌管理暨層峰銷售策略研究(國立中山大學論文)
許榮丕(2008)影響台灣電梯產業生產外包績效之關鍵成功因素探討(國立中山大學論文)
顏瑋(2012) 台灣電梯產業競爭態勢之分析－整合組織生態與策略管理的競爭觀點(東吳大學論文)
許文志（民84），邁向21世紀臺灣中小企業經營策略。台北：揚智文化出版
二、英文
Ansoff, H., 1987, Strategic Management of Technology, The Journal of Business Strategy, Winter, Vol.7, Iss. 3, pp.28-40
Avlonitis, G. J. and S.P. Gounaris, 1997, Marketing Orientation and company Performarce, Industrial Marketing Management, Vol, 26, No.5,pp.385-402
Amburgey, T. L. & R. Hayagreeva (1996), “Organizational Ecology:Past, Present, and Future Directions,” Academy of Management Journal, vol. 39, No. 5, pp. 1265-1286.
Abernathy, W. J. & Utterback, J. M. (1975), Dynamic Model of Process and Product Innovation, Omega, 3(6), 639-657
Aaker, D. A., Strategic Market Management, New York: John Wiley and Sons Inc.,pp. 24-70, 1984.
三、網路
中小企業白皮書(2021), 20211230檢索自
https://www.moeasmea.gov.tw/list-tw-2345
日立永大電梯法人說明會報告(2021)/ 20220225檢索自
https://www.yungtay.com.tw/wp-
維基百科/層級分析/20220301檢索自
https://zh.m.wikipedia.org/zh-tw/
行政院主計總處網站/20220425檢索自
https://www.stat.gov.tw/ct.asp?xItem=37407&CtNode=3564&mp=4
中小企業經營展望－當前企業發展概況、問題與因應對策/20220430檢索自
https://www.credit.com.tw/NewCreditOnline/Epaper/ThemeContent.aspx?sn=94&unit=507