A Survey of Medium Construction Companies in Taiwan and Their Business Strategies

[[abstract]]臺灣營建產業受景氣低迷之影響，產值急速萎縮，依主計處92年資料顯示，僅佔國內生產毛額之2.23﹪。在臺灣加入ＷＴＯ後，以及營造業法施行後，廠商經營上更應審慎因應。然對佔臺灣營造業絕大多數之中小型營造廠，經營現況與概括性之策略研究並不多見，因此將資本額在一億至兩億元間之甲等營造廠，視為本研究之中型營造廠，調查現況並探討其經營策略。採問卷調查方式收集中型營造廠之資料，瞭解企業之組織現況、產業環境認知、經營定位，以及對於未來策略相關做法之看法，並利用統計方法探討其各變項間之關聯性。本研究結果顯示： 1. 廠商經營投資大多採取穩定策略。經營定位仍以採取純粹營建施工之傳統中型營造業為主，其次是定位為以偏重工程管理、具有統包能力之綜合營造業。 2. 對於經營範疇則廠商雖認知集中承攬特定工程項目相當重要，實際上仍採較寬廣的經營項目。而就策略聯盟認同度方面，廠商持平看法者居多。 3. 廠商認知採取差異化遠大於低成本價格策略之競爭優勢，且就策略做法上除壓低管銷費用外，施工品質、進度與對業主快速回應配合，都視為非常重要。 4. 認為營造業法施行有影響之廠商，對增資或轉投資其他企業，與水平向策略聯盟有較明顯之意願；認為沒影響者則偏向工程項目與承攬地區有集中趨勢。 5. 經營定位為傳統中型營造業者，較專注在承攬特定工程種類之純施工做法，且整體上對策略聯盟認同度較高；定位為綜合營造業者，對垂直整合方面較重視；而定位為傳統大型營造業者，本業上採寬廣之經營範圍，且對差異化策略有較高之認同。[[abstract]]The output value of the construction industry in Taiwan shrunk on the impact of economic downturn, and it now only accounts for 2.23% of GDP according the Bureau of Budget, Accounting and Statistics. After Taiwan’s entry of WTO and the enactment of the Construction Industry Act, contractors would become more conservative towards the future. However, there is little research over the responses of Taiwan's small-to-mid construction companies to the new circumstances. The objective of this study is to inve- sttigate the present conditions and the business strategies of medium construction companies with annual revenue between NT$100M and 200M. The research was carried out using a questionnaire survey and statistic analysis was used to establish the correlations between the various factors. The results reveal: Most companies prefer a strategy of stability. Traditional construction-only jobs are still the most common business among medium construction companies, while comprehensive contracting including project management and design-build ranks second. With regard to scope of business contractors recognize the importance of focusing on a narrow range of work, but in practice adopt a broad approach. Most hold a moderate view about the strategy of forming alliances and joint ventures. Construction companies also believe those adopting differentiation strategies shall outperform those choosing a cost leadership strategy in providing the competitive advantage, but quality, schedule, and responsiveness in addition to cost reduction are all considered key success factors. Those who feel the impact of the Construction Industry Act show more interest in increasing investments and forming alliances, but on the other hand, those who do not are more likely to take a narrow approach to business scope. Those positioning themselves as traditional medium construction enterprises are more likely to focus on construction- only jobs and accept alliance strategies, those positioning themselves as comprehensive construction enterprises place more emphases on vertical integration, whereas those positioning themselves as traditional large construction enterprises are more likely to adopt differentiation strategies and a broad approach to business scope