中國家電製造產業結構分析及策略群組之研究

A Study on the Industry Structure and Strategic Groups of Household Appliance Manufacturing Industry of China

10.6342/NTU.2013.01555

孫慶媛

家電製造業 ； 產業結構分析 ； 策略群 ； 國際化 ； household appliance manufacturing ； industry analysis ； industry structure ； strategic groups ； internationalization

國立臺灣大學國際企業學系學位論文

2013年

碩士

李吉仁

繁體中文

出口導向型製造業擴張是推動中國在過去30餘年經濟快速發展的主要因素。本文選取家電產業為研究系絡進行產業結構分析，可以藉以瞭解中國市場特性，並以由外而內的角度為產業內個別廠商的策略分析，提供總體層次的參考。 本研究主要運用五力分析、策略群組理論、以及國際產品生命週期理論，並通過次級資料的收集，從產業形成、產業結構、產業內策略群組這三個主要方向展開探討。 本研究發現，中國家電製造業是在內需成長、國際產業轉移以及政府政策的支持下快速發展，但也導致技術創新程度、國際化程度不足，出口依賴高的產業結構。當內需成長趨緩、產業轉移的趨勢下，家電製造產業面臨轉型升級之考驗。 另外，家電製造商對供應商議價能力低、連鎖賣場作為主要購買者則掌握產業主導力量，使得產業平均利潤率偏低，因此，廠商採取垂直整合提高利潤水準，發揮規模經濟獲得成本優勢，變成產業競爭的關鍵因素。 據此，本研究以垂直整合程度和相關多元化程度兩個變量，將產業內主要企業區分為6個利潤水準差異顯著的策略群組。策略群組代表企業在市場上競爭程度激烈，在未來產業趨勢作用下，技術創新、產品差異化以避開激烈價格競爭的區塊是關鍵成功因素。在國際化擴張上，本研究建議，考慮政策融資限制因素以及國際化風險，企業應在自身承受水準以內佈局國際市場。

Over the past 30 years, the expansion of export-oriented manufacturing sector contributes significantly to China's rapid economic development. Taking household appliance manufacturing industry as a research context, this thesis conducts industry analyses to help capture the characteristics of the China market and industry development, with which we could draw strategic implications to the business strategy from the outside-in perspective. Based on various theoretical frameworks, including five-force model, strategic group, international product life cycle theories, and support of secondary data, we investigate industry growing path, industry structure and strategic groups within the industry, among others. This paper shows that domestic market growth, international industrial transfer and government policy support are three major drivers to the fast growth of China’s domestic household appliance manufacturing industry. Yet, they also led to a low degree of technological innovation and internationalization, as well as high dependence on exports. As both domestic and foreign demand slowing down, such an industry structure has to face transformation and upgrading challenges. In addition, our industry analysis shows that industry average profit margin would be low due ot manufacturers have relatively small bargaining power with regard to their downstream chain store buyers, which dominate in the industry value chain. To overcome such low bargaining power, major manufacturing firms increase their vertical integration and scale economies, which then become the critical success factors of higher profitability. Finally, taking degree of vertical integration and the extent of related diversification as defining variables, we further identify six strategic groups within the industry, with significantly different profitability among groups. Analysis of representative enterprises of each group shows that there is fierce competition among manufactures, especially considering the future industry trends. We therefore suggest that technological innovation and product differentiation are two critical directions to avoid direct competition in this industry. Considering the financing constraints and risks of international business, manufacturers are suggested to take strategic move based on resource and capability when expanding in the international market.

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