印刷產業經營模式與競爭優勢之研究 ─以台灣、香港與大陸印刷廠商為例

Observe the current printing industry environment, the mainland China market competition, rapid downturn of average unit price, shortened product development and life cycle, technology-driven and other changes are all affect the printing companies’ strategy development. So, how to employ suitable corporate strategy, competitive strategy, and then import to the market, to produce well business performance are the striving direction of printing companies. In this study, we used the qualitative depth interview as our method. We interviewed with industry experts and business people, and then used the induction approach to analyze tedious interview data. Our findings are: 1. Taiwanese printing companies has experienced rapid economic growth, faced the impacts on China rose and main customers moved to there resulting in overcapacity of Taiwanese printing industry, the market supply exceeded demand and bade up. Taiwanese printing companies set up plants in mainland China has become an inevitable trend. We interviewed senior managers of Hong Kong printing company and learned from the content answered by the respondents that although China market is in the high growth, but the printing company should be based on domestic and international market environment, national policies, external factors such as changes in international norms to examine the corporation competitive strategy at any time, and then adjust it to come out strategy for improving business performance. Companies should not blindly expand to avoid poor decisions and significant losses. 2. Behind the booming China market, the relatively high risk is hidden. Taiwanese printing companies should establish a set of risk management mechanisms with the core of financial management, evaluate the likelihood of the risk just in time, pre-prepare and build up a "firewall" to prevent the risk of spread and huge losses. 3. It will be more difficult for Taiwanese printing manufacturers operating in mainland China market and Taiwan market to adopt low-cost competitive strategy in the coming future. They have to only take a high degree of differentiation strategy to create a relative unique and innovative superior new technology or service in order to maintain competitive advantages in the competitive market, and thus to achieve a good operating performance.