企業購併/讓售其目的就是要讓公司有更進一步的成長，而所謂的成長可包含許多不同的構面，其中囊括公司營業收入、獲利率、市場規模、進入新產業領域與產品線的佈局等。 在個案討論過程中發現兩家企業在讓售與購併過程中覓得符合各自的公司策略及利益。緯創資通取得液晶顯示器產品線，透過此一產業水平購併交易，進一步豐富及完整其資訊設備產品線，提昇銷售能力及幫助企業達成年營業額30%成長的目標。光寶科技也因出售數位顯示器部門進而達成營收毛利達2位數，保持10%以上，雖讓售出佔年營收將近45%的數位顯示器事業部門，但也更進一步落實公司策略，將公司產品聚焦於高毛利的上游零組件。 企業購併/讓售的發生不僅改變了兩家公司產品線的經營策略，同時對上游供應鏈與下游客戶群的關係也產生了實質上的變化。企業在購併/讓售的決策制定前應就影響層面做一全面性的考量，其中包含上游供應鏈的變化及下游客戶關係的影響。 液晶顯示器產業尤其是下游的成品組裝，已是一項毛利在3%左右的低利潤產業，但緯創資通整合與其他事業單位的資源讓數位顯示器部門可取得較佳的零組件成本與供給穩定性，例如：LCD面板，IC零組件等。在與客戶關係上，也因增加此一產品線而更加緊密。 而光寶科技因公司發展策略的因素將產品線及重心往上游零組件發展，因此在液晶顯示器的生產上失去了成本與經濟規模的優勢。然而在讓售數位顯示器事業單位後使得公司的獲利結構更健康，同時不僅有一項短期收入也免去了因營業困難而導致最終結束事業單位造成財務缺口的窘境。同時也應客戶群的變化而可將對終端品牌客戶的業務資源集中至以製造生產為主的客戶群。 兩家企業互得其利應是購併的最終結果，應避免一味的只因要擴大經營規模而進行企業購併，而忽略了整體性的考量。 Merge is one of the methods of company grow up, the meaning of growth to a company is including revenue, profitable, market share, step in new industrial and product lines deployment…. The conclusions of the study, both companies are benefited from this merge. Wistron is going to approach 30% of revenue growth up in Year 2009, this industrial horizontal integration is one of key contributions because of the sales capability has been enhanced. LiteOn has gathered her product lines onto high profitable components and resumed profit to above 10% after sold Digital Display BU (DDBU) to Wistron, even the DDBU has shared almost 45% of revenue. Besides company strategic changed by merge activity, in the mean time the Supply Chain (upstream) and Customer Relationship (downstream) are also gotten changed. LCD (Liquid Crystal Display) assembly manufacture business has lower profit even less than 3%, however, Wistron is using the corporate resources in order to get the best cost and stability of supply, for example, LCD panels and IC components. Total solution include LCD display product line do gain the better customer relationship. The decision made for LiteOn to give up LCD manufacture industrial is due to corporate strategies and focus on products of components and modules which have high profit. And focus on manufacture customers to instead of branding. Even the revenue and business scope are impacted. However, as expected the profit and finance are getting healthy. Besides do earn income from this merge, the most important is DDBU saved from the risk of terminated. The overall review from supply chain, product line to customer end is the way for decision making of merge strategy. Both companies of seller and buyer must gain benefit from it, not loss.
