第五章 結論
第五節 總結：T 型策略
一、中堅企業的策略-T 型策略
中堅企業的策略為何有效？本研究結果回答第一個問題，並且試圖建構「T 型策略」，以 T 字型的象形意涵來闡述中堅企業的策略樣貌。而透過 T 字型的 連結，回答第二個問題，策略之間的相互影響作用對企業績效的影響。此外，「T」
也象徵著台灣(Taiwan)的開頭字母，並提供台灣中小企業策略的依循。
當企業立足於利基市場，相當於 T 字的一束的起點、立足點或著視為聚焦 的商品；T 字的一橫意味著國際化市場，亦代表每個聚焦的狹小市場或聚焦的商 品(假說 H2)，透過全球小利基市場的加總，可以發現經濟規模變大。
如何使得兩條線結合成 T，根據本研究的結果，採取顧客關係的混合治理行 動是關鍵。假說 H5b、H7的成立說明由於中堅企業有賴於透過合作來補足資源的 不足，又特別重視顧客的關係，因此將資源的分配集中在顧客的資源依賴管理，
並且透過同時自製與外購或聯盟的方式獲得市場的知識以及加強通路的順暢，也 就是採取上游自製(make)和同時對下游進行自製(make)與外購(buy)或非合資聯 盟(ally)的混合治理方式，以保有獲利，並且亦有助於延伸海外市場所需要的資 訊。而特別是透過提升海外顧客的關係，有助於企業因為海外顧客多樣化的需求 再度為企業帶來知識效益。另一方面，假說 H4說明聚焦和創新的交互作用效果 使得企業得以更加深化對產品的技術能力和價值鏈的涵蓋範圍，聚焦再聚焦，繼 續使得 T 能夠延伸和穩固，為企業帶來獲利與成長。
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圖 5-1 T 型策略
資料來源：本研究整理。
多元治理模式以獲得市場和 顧客知識和出貨順暢(假說 H5b)
與顧客的依賴關係管理行動 成為利基商品市場與國際化 擴張的關鍵因子(假說 H7)
國際化的水平擴展
聚焦效益(假說 H2)
聚焦與創新的交互效果(假說 H4)
79
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