策略機會矩陣模型之發現與應用

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Please use this identifier to cite or link to this item: http://140.128.103.80:8080/handle/310901/5730

Title:	策略機會矩陣模型之發現與應用
Authors:	林世彬 Lin, Kevin S.P.
Contributors:	李明煌 Lee, Ming-Hung 東海大學管理碩士在職專班
Keywords:	策略規劃;機會策略矩陣;價值鏈;價值網絡 strategy planning;strategic opportunity matrixes;value chain;value network
Date:	2006
Issue Date:	2011-05-24T08:49:13Z (UTC)
Abstract:	在進行策略規劃時，有關規劃的過程，雖然有系統性的描述方式，但在想法產生的過程上，卻仍保持著像個黑箱作業般，難以了解及追縱；本文提出了一個稱之為策略機會矩陣的模型，來有系統地進行策略規劃中有關發現程序的作業活動；透過此模型的運作，將有助於規劃者有系統地找尋出有可行的策略機會。本策略機會矩陣模型，主要利用矩陣展開法來配合總體環境、產業環境及企業資源與能力來達成經營者的策略意圖；此模型為一具有系統性的展開方法論，模型本身為一三部曲的內容，共包含有尋找、激發及整合三大階段。首部曲尋找，主成份為事件衍生矩陣，其目的是透過掃瞄環境來尋找出可做為二部曲激發階段之火苗；二部曲為激發階段，其主成份為機會產生矩陣；此階段主要利用首部曲之結果來衝撞企業之價值鏈及價值網絡，以激發出可行的機會及情境。末部曲則為整合階段，此階段之主要成份為情境整合矩陣及機會整合矩陣。情境整合矩陣之主要目的在收歛、整合已激發出的情境，使得下一步的機會整合動作可以單純些。至於機會整合矩陣則提供企業一個審視機會可行性及建構進入障礙的方法，透過情境及其要素來搭配企業之價值活動及價值關係網絡來思考、推導可行之價值行為，以利企業規劃出有效之策略。本文所推出之模型，其主要透過發現、演繹發散及歸納收歛三個步驟，同時透過矩陣法的系統化特性，建構出一個具有概念可逆推之系統化策略機會發現之機制，而這個機制將有效輔助策略規劃者進行策略規劃之活動。本文最後也以健身器材製造廠商J公司為例，來展示如何應用本文所提出之策略機會矩陣模型來進行策略機會的發現過程。關鍵詞：策略規劃，機會策略矩陣，事件衍生矩陣，策略機會產生矩陣，情境整合矩陣、策略機會整合矩陣，價值鏈，價值網絡。 AbstractTraditionally, the idea creation or opportunity finding during the discovery process of strategy planning is like a black box, difficult to know the idea how to emerge and how to trace back. In this paper, we propose one new deploying model, called strategic opportunity matrixes, to help the planner have one systematic method to deploy the strategy planning process to get some useful opportunities to achieve the intent of executive.There are three phases in this model; the first one is the events finding stage, the second phase is opportunities creation stage and last phase is opportunities integration stage. In the phase 1, the events finding matrix is used for finding some events, trends or intents of executive which are observed from the general environment, industry environment and executive. These events will be the inputs of strategic opportunity matrix in second phase. In the opportunities creation phase, the input of events will have interacted with the value chain or value network of corporate to create the opportunities or scenarios for strategy planning. The last phase will begin from the scenarios convergence with scenarios integration matrix to reduce the quantity of strategic scenarios. After scenarios having reduced, we will put each scenario and the related required value factors into strategic opportunity integration matrix to interact with the value chain and value network activities to get the ideas which can build the route to success. This systematic mechanism supports the planner a tool to get some useful strategic ideas and can trace back the relation between ideas and value activities effectively.One fitness equipments manufacture firm, J Company located in Taiwan, is the candidate firm to demonstrate how to implement this strategic opportunity matrixes model in the real world.Key words: strategy planning, strategic opportunity matrixes, events finding matrix, strategic opportunity creation matrix, scenarios integration matrix, strategic opportunity integration matrix, value chain, value network.
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