This study takes the process of acquiring competitive advantage in a typical case of newly-created small and medium-sized enterprises and the competitive strategy used as an example. It shows that whether it is in the Red Sea industry or the small and medium-sized enterprises that are about to devote themselves to the Red Sea industry, they want to acquire the industry. The competitive advantage, the team needs to grasp the opportunity and resources to reconcile and change the time and space background to constantly correct its own centralized differentiation strategy is necessary, so at least to stand firm and find the opportunity to grow the enterprise in the process.
Therefore, this study attempts to combine the perspectives of Timmons, Spinelli, and Tan (1994) entrepreneurial resources, Grant's (2016) competitive advantage point of view, and Baker & Nelson's (2005) resource patchwork perspective to explore how SMEs are engaged in the entrepreneurial process. A series of repetitive resource patching processes to implement the niche market's centralized differentiation strategy (Porter, 1985) gradually gain competitive advantage and capture fleeting excess profits in the highly competitive solar industry market.
This research case, Mr. Lai and his team background is a common entrepreneurial model, but it can grasp the key opportunities and turning points at each point in each stage, and develop their own skills through the excellent communication skills of entrepreneurs and teams, combined with creativity and leadership. Competitive advantage, over time, repeatedly splicing and revising its own centralized differentiation strategy, flexibly using SMEs to further obtain the competitive advantage in the Red Sea industry in response to the elastic advantages of environmental changes, and bring the products that have entered or are about to enter similar markets. SME entrepreneurs a reference direction.
|Date of Award||2019 Jul 16|
|Supervisor||Hsin-Hui Chou (Supervisor)|