| Abstract: | 中小企業是台灣經濟發展的重要基石，其中健身器材產業發展是由代工開始轉而朝向產品設計至品牌發展。由於產品項目包含有氧運動、自由重量及肌力訓練等器材種類繁多，若由一家製造工廠生產所有器材來滿足客戶需求，則生產線勢必複雜且投入管理成本亦太高。唯有利用台灣優質的供應鏈分工合作，由A廠生產跑步機，B廠生產橢圓機、健身車，C廠生產舉重設備，並可經由貿易商成為串聯者，以滿足客戶之需求。然而言昇國際事業有限公司(Afar Sports Ltd.)卻不同於傳統貿易商的做法，以其獨特的模式成為專門生產跑步機的鉑泰實業股份有限公司(Greenmaster Industrial Corp.)的行銷者，並由顧客身份調整為其互補者兼顧客，互競互補，把餅做大。本研究旨在探討此貿易公司利用競合策略中的價值網，因參賽者的改變，而使得公司的經營績效完全不同，適時改變賽局的五大要素PARTS，以平衡計分卡(Balanced Score Card, BSC)衡量績效，並在公司發展歷程中分析出不同時期的動態競合模式軌跡，藉由本研究發現1.與唯一供應商成為競爭者共同競爭開放的市場並與該供應商合作特定的市場把餅做大；2.與多數供應商合作但卻成為競爭者，則縮小了市場；3.與客戶結合，以成本價提供健身設備給客戶，讓客戶具最強競爭力並與其合作成為伙伴，使本身的企業版圖得以擴大。藉此研究結果供該企業未來發展之依據並分享給相關產業欲持續成長者之參考。
Small to Medium Enterprises(SMEs) make up an important cornerstone of Taiwan’s economic development, in which the fitness equipment industry has developed from Original Equipment Manufacturer(OEM) to Original Design Manufacturer(ODM), and even Ordnance Bench Mark(OBM).With wide varieties of products including aerobic exercise, free-weight training, muscle training, etc., the production line is bound to be complex with costly management if all the equipments are to be supplied by one manufacturer to meet customers’ needs. Only by utilizing Taiwan’s high-quality supply chain system: manufacturer A to supply treadmills, manufacturer B to supply elliptical machines and exercise bikes, manufacturer C to supply weight-lifting equipments, only then be concatenated by merchants.However, Afar Sports Ltd., unlike traditional merchants, operates uniquely as the marketer of GreenMaster, which specializes in the production of treadmills, and complements as a customer.The purpose of this study is to examine the value net with the changes in prayers within Afar Sports Ltd.’Cooperation LTD., who use different co-opetitive model, in different period of company’s history then the results is completely different performance. Timely using the five elements of PARTS, measuring performance with Balanced Score Card(Balanced Score Card, BSC), and analyzing different courses of dynamic co-opetition during the development of the company. By this study found: 1.Become a competitor with the supplier to compete with the open market and cooperate with the supplier for specific market. 2.Cooperated with multi suppliers seems cooperated for all the markets, actually is competed each other. 3.Working with a customer and provide the cost low price to the customers and let customers with the most competitive to win the market and expand our business scope. All the studied results is for the reference of the future development of Afar Sports Ltd. and others as well. |
