Abstract

For the past decade, business process reengineering (BPR) has gradually evolved from a revolutionary principle, which provided enterprises with methods to eliminate problems, into a set of management approaches for enterprises to face unpredictable and uncontrollable circumstances. This study puts forward an integrated model, strategic business process reengineering model,, which focuses on analysis of the three stages of BPR, and explores how BPR develops into competitive advantage with strategic basic factors – positioning, unique activities, trade-offs and fit. The authors undertake SH, a famous Taiwanese brand of small appliance, for case study and analysis. The research results show that the process reengineering activities held after strategic positioning should be improved through unique activities and trade-offs, such as technology-oriented, cross-departmental labor integration and trade-offs, cross-departmental rotation and talent cultivation, and cross-organizational support for channel manufacturers in their training of technicians. During the activities, mutual fit would lead to a set of behavior system, where construction plays an essential role, as it is difficult to imitate in competitive advantage.

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