英文摘要 |
This research constructs the competitive power and core competence framework by resources, core skills, value perceptions, and organization operations referredfrom related papers. That is, the natives of business competitive power and core competence are based on the inputs (resources) and core skills. Meanwhile, the business to form products (competitive advantages) is by the value perceptions (including quality and service) and the proper organization operation. Selecting Asia-Pacific ports as examples, we executed the questionnaire for container and bulk shipping companies, and then did the practical analysis by the fuzzy-Delphi method. The results are as followings: In the competitive power and core competence of a container operation product, there are 50 indexes with 80% importance and 19 indexes with 90% importance. 1n the competitive power and core competence of a bulk operation product, there are 36 indexes with 80% importance and 8 indexes with 90% importance. We analyzed the container and bulk operation products by combining the importance indexes with the best performance of port under those ind indexes. The most competitive item of port of Kaoshiung is the infrastructure of the port. The most competitive item of port of Hong Kong is in the adjusting organization and operating flow. The most competitive items of port of Singapore are the capital formation and input, database and reputation, human resource and market, technical environment, management ability, efficiency of government policy, quality perception and service perception. |