Abstract: The rapid development technology and widespread
Internet make business environment changing a lot. In order to stand in
the global market and to keep subsistence, “changing” is unspoken
rule for the company’s survival. The purpose of this paper is building
up change model by using SWOT, strategy map, KPI and change
management theory. The research findings indicate that the company
needs to deal with employee’s resistance emotion firstly before
building up change model. The ways of providing performance
appraisal reward, consulting and counseling mechanisms that will
great help to achieve reducing staff negative emotions and motivate
staff’s efficiencies also. To revise strategy map, modify corporate
culture, and improve internal operational processes which is based on
change model. Through the change model, the increasing growth rate
of net income helps company to achieve the goals and be a leading
brand of precision machinery industry.
Abstract: It is a critical time to upgrade technology and increase value added with manufacturing skills developing and management strategies that will highly satisfy the customers need in the precision machinery global market. In recent years, the supply side, each precision machinery manufacturers in each country are facing the pressures of price reducing from the demand side voices that pushes the high-end precision machinery manufacturers adopts low-cost and high-quality strategy to retrieve the market. Because of the trend of the global market, the manufacturers must take price reducing strategies and upgrade technology of low-end machinery for differentiations to consolidate the market.By using six key success factors (KSFs), customer perceived value, customer satisfaction, customer service, product design, product effectiveness and machine structure quality are causal conditions to explore the impact of competitive advantage of the enterprise, such as overall profitability and product pricing power. This research uses key success paths (KSPs) approach and f/s QCA software to explore various combinations of causal relationships, so as to fully understand the performance level of KSFs and business objectives in order to achieve competitive advantage. In this study, the combination of a causal relationships, are called Key Success Paths (KSPs). The key success paths guide the enterprise to achieve the specific outcomes of business. The findings of this study indicate that there are thirteen KSPs to achieve the overall profitability, sixteen KSPs to achieve the product pricing power and seventeen KSPs to achieve both overall profitability and pricing power of the enterprise. The KSPs provide the directions of resources integration and allocation, improve utilization efficiency of limited resources to realize the continuous vision of the enterprise.