| 摘要: | 從2008年第三季開始，全球筆記型電腦銷售正式超越桌上型電腦，而中國華東地區又是全球筆記型電腦的製造重鎮，對於長期供應桌上型電腦或電腦主機板連接線的V公司蘇州廠而言，主機板客戶轉移生產基地至華南，和放棄不敷成本、低價承接日商消費性電子產品用連接線，而轉型生產主流NB產品勢在必行，本研究即探討其產品轉型策略、過程，並以個案轉型所面臨的問題，探究企業轉型關鍵因素。 本研究的架構首先分析連接線產業的市場發展現況和未來發展趨勢，其次運用五力分析模型、SWOT分析及產業策略矩陣等產業分析工具，分析個案公司所面臨的內、外在競爭環境，及其所採取的轉型策略。本研究採質性研究，首先進行次及資料之搜集，並與個案公司高層進行訪談，作為本研究之方法。 本研究綜合文獻探討和個案研究得到下列結論，產品轉型成功關鍵因素有：(一)市場的敏感度：經營者對市場的高度敏感，運用豐沛的人脈和策略合作關係，迅速切入市場；(二)垂直整合：運用公司資源，垂直整合主要零組件，或運用策略合作整合供應鏈；(三)專業人才：引進具產業經驗的專業人才，減少摸索時間，並減少錯誤機會；(四)縝密規劃：如同管理循環，產品轉型更需縝密規劃，確保轉型成功；(五)持續改善：鍥而不捨的解決問題，持續改善，累積成功經驗；(六)外在環境變化：注意外在環境變化，引進最新技術，降低生產成本，提高產品良率；(七)財務支援：健全的財務支援，轉型過程無後顧之憂。 本研究並提出產品轉型過程應注意事項如下：(一)建構可信任的專業團隊並有效領導；(二)新產品導入(NPI)流程強化;(三)充份考量產品特性及環境管控相關要求；(四)轉型過程必須強化專業形象，注意客戶關係管理及加強危機處理能力。From the third quarter of 2008, the global revenue for notebook PCs officially exceeded that of desktop PCs. Additionally, most global notebook and component makers’ factories are located in eastern China. Therefore, because the motherboard customers have been relocating to south China, it is definitely necessary for V company (Suzhou), which is a permanent supplier of connection cables for desktop PCs or motherboards, to adjust its manufacturing policy to make notebook PC related mainstream products instead of high-cost and low-effective connection cables for Japanese consumer’s appliances. This study intends to investigate the strategies and progresses of productive transformation, and to find out the essential elements of transformation of a case company by investigating the problems with which the industry is dealing. Starting with analyzing the current situation and future development of the connection cable industry market, the study subsequently applies industry analysis tools including Michael Porter's Five Forces Model, SWOT Analysis, and the Analysis of the Industry Matrix, to analyze the internal and external competitive environments which the case company is facing, and its transformation strategies. The study adopts the qualitative research method to collect sublevel information as well as to interview the senior management of the case company. Combining a search of the literature with case studies, the study concludes the essential elements of successful productive transformation to be the following: 1. Market sensibility: With market sensibility, the business operator rapidly enters the market by using broad personal networks and strategic cooperation; 2. Vertical integration: Vertically integrate main components with company resources, or integrate supply chains with strategic cooperation; 3. Professionals: Introduce professionals with industrial experience to shorten the time for groping and reduce the chance of making mistakes; 4. Comprehensive plans: Just as for a management cycle, a productive transformation needs comprehensive plans to ensure a successful transformation; 5. Continuous improvement: Keep finding solutions, improving and accumulating successful experiences; 6. Changes to external environment: Pay attention to changes in the external environment, introduce the latest technology, reduce production costs, and raise ratio of qualified products; 7. Financial support: Comprehensive financial support for transformation. The study addresses notices for the process of productive transformation as the following: 1. Construct and effectively lead a trustworthy professional team; 2. Enhance the process of new product introduction (NPI); 3. Comprehensively take account of requirements for both product characteristics and control of the environment; 4. Enhance the professional image during the process of transformation, strengthen customer relationships and risk-management capability. |
