汽車產業是具有高資本、高技術性且須高度整合之綜合性產業，產業關聯性亦大，關鍵零組件附加價值亦高等特色，無論在已開發或開發中國家均列為主要發展的策略性產業。但在2002年台灣正式加入世界貿易組織(World Trade Organization，WTO)之後，面臨進口關稅調降、解除進口地區限制，自製率取消及貨物稅抵減優惠期限縮短等因素；迫使台灣汽車產業環境面臨『國內市場國際化、國際市場國內化』的利基與威脅。因此，深入探討企業所面臨的動態經營環境下，如何採取經營策略、改善經營成效是本研究主要的研究議題。
本研究藉由「個案研究」的方式，以汽車零件業作為研究主體，深入剖析台灣汽車零件業的整體發展策略，並於產業界之中選擇一家具領導性的上市公司「東陽實業廠股份有限公司組車事業部」做為研究對象。探討東陽公司在整體產業中之經營策略規劃，並參考Ansoff的SWOT分析理論及Aaker的理論架構來進行內外在分析，而整個策略規劃的過程，則參考Glueck所提出之策略規劃架構進行且結合平衡計分卡的應用，對應於東陽公司的經營現況，分析出東陽公司現行核心價值與策略議題，並規劃公司未來策略之發展方向。
本研究架構大致分為四個階段;(1)基礎理論探討:首先進行組織內外在分析，以界定存在於外在環境中的機會與威脅，以及該產業關鍵成功因素，並瞭解個案公司所具備之優劣勢。(2)資料收集與分析:將根據第一階段資料進行SWOT分析歸納出該公司所面臨環境的挑戰與影響。(3)策略規劃評選:依據個案公司所處內外在環境擬定數個可行的策略議題，並依照適當的準則予以評估與選擇，再根據選擇的策略方案擬定出該公司根本策略，並且在根本策略之下進行經營策略建議。(4)彙總與結論:應用平衡計分卡彙整出該公司事業部之策略地圖及營運行動計劃。此外，藉由本研究之分析歸納過程，將可作為後續研究者提出更完備汽車零件業策略分析架構之參考基礎。

關鍵字：動態環境、平衡計分卡、策略地圖

The car industry is the industry with high capital, high technology, high integrity
and high additional value, especially in the pivotal spare parts. It has been considered as an essential strategy industry in the future wheather those countries in development or under developing. However, in 2002, Taiwan had been a member of WTO(World Trade Organization). Then, some trade conditions are changed sush as import tax reduction, area trade restrict release, cancellation of the assurance of self-made rate and shorten the deduction deadline of merchandise tax . Thse factors impact the car industry in Taiwan with the threats and benefits of “Local markets turn into international ones, and international markets turn into local ones . ” Therefore, it is quite important to investigate the car industry under the dynamic environment in the businees management strategy and performance improvement .
This study took the auto-parts as the main subject, a deeper analysis for its future strategy under the dynamic environment was accomphished by the case study of Tong Yang Group(TYG) in Taiwan auto-parts industry. Firstly, the TYG business strategy planning was explored with SWOT method. Secondly, we also analized its internal and external factors by Aaker’s strategy management model. Thirdly, Glueck’s strategy formulation was applied to construst the strategy process. Finally, the balanced score card method was introduced to evaluate management performance. Some core values and strategy issues are found for correcting direction of strategy .
Four main sections are included in the research. (1)Foundational theory study: The entire organization was analized to point out the opportunities and threats of the external environment as well as the key success factors of the mentioned business. (2)Data collection and analysis: we need to collect the related data to understand the situation of the auto-parts case study TYG business by SWOT method. Some challenges and influences are faced to seek the solution. (3)Strategy planning evaluation: some feasible and workable strategies are generated to solve the business management. We need to evaluate and select with the suitable criteria and rules. The selected strategy is based as the basic one to be an operational suggestion. (4)Summary and conclusion: The balanced score card methods are applied and summarized to the suggested strategy for TYG business department. It generates the strategy map and operational action plan. Moreover,the research result could help those who need to run more advanced studies on auto-parts industry in the future.

Key words: Ddynamic environment , Balanced score card , Strategy map

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