| 摘要: | 隨著智慧型手機被普遍使用在生活中，許多廠商紛紛進入這個產業並投入研發設計，加上無線網路的通訊品質提升、各大電信運營商增加對智慧型手機銷售的比重，及社會大眾對智慧型手機的需求日益提升，使得智慧型手機上市雖不到十年的時間，但每年銷售量都呈現相當高的成長。宏達電公司成立十多年來，早期以生產PDA手機奠定成功基礎，而後又發明了可以連網的PDA手機及智慧型手機，並選擇自創品牌以創造企業本身價值，曾獲選全世界百大品牌。藉由正確的商業模式得到了企業的成長，但也因為錯誤的商業模式，導致近年來(2011~迄今) 的營運不振，股價、營業利潤、出貨量、市佔率等等呈現快速衰敗。
本研究的主要目的在於探討下列問題：(i)宏達電過去(自創業初期至2010年) 的成功商業模式為何？其關鍵成功因素為何？(ii)宏達電現階段(2011~迄今) 面臨經營困境的原因為何？(iii)面對外部環境的變化，宏達電未來應如何創新其商業模式？本研究採用鄭漢鐔(2013) 所提出的8十國家模式、8十商業模式與8十財會模式分別分析宏達電在不同時期的外部環境變化因素對宏達電的影響、分析宏達電在不同時期的商業模式、以及分析在不同商業模式下宏達電的經營績效與財務狀況。最後再輔以SWOT分析提出宏達電改變商業模式的建議。
本研究的結論如下：(i)宏達電應以晶片規格區別來設計中低階價位手機，加強在中國及新興市場行銷費用，以正視如今連Apple、三星都推出中低價位的智慧型手機的市場現況。(ii)宏達電以「大膽、真實創新且有趣」的訴求，讓目標顧客知道企業的創新價值，透過大量行銷的宣傳創造顧客對產品的認同及喜愛，持續透過開設旗艦店及更有創意的方式銷售。(iii)仔細評估組織運作，積極尋找具有適應、學習、包容力的人才，加強內部交流，使組織產生有效互動。
The smartphone market saw a very high growth of annual sales volume although the smartphone market less than a decade for the following reasons: the widespread use of smart phones by consumers, heary R&D investment by smart phones manufacturers, the quality improvement of wireless network communication, and the increase of the proportion of smartphone sales from major telecom operators. HTC was founded around ten years ago, and it relied on PDA phone to lay the basis for early success. Next, it invented the networked PDA phone and smart phone, and chose to develop own brand in order to create value for itself, which put HTC in the top hundred brand name in the world. HTC grew with the right business model in the past, but with the wrong business model the firm suffered from its operating sluggish in recent years (2011 ~ present) which resulted in the rapid decline of stock prices, operating profit, shipments, and market share.
The main purpose of this study is to explore the past business model of HTC and its key success factors. In particular, this study attemps to explore the following questions: (i) What is the successful business model of HTC in the past (since the early start to 2010) and what are its key success factors? (ii) Why does HTC face operating difficulties in current stage (2011 ~ present)? (iii) In the face of turbulent environment, how should HTC reinvent its business model to make its business sustainable in the future? In this study, we use the 8-Cross Nation Model, the 8-Cross Business Model, and the 8-Cross Financial Accounting Model developed by Hann.T. Jeng (2013) to analyze, respectively, the impacts of external environmental factors upon HTC, and HTC’s business models during different periods, and the operating performances and financial conditions. Finally, this study proposes how HTC should reinvent its business model based on a SWOT analysis.
The conclusions of the study are as follows: (i) HTC should use the distinction of chip specification to design low-priced mobile phones, and enhance the marketing expense in China and emerging markets to face current market situation that even Apple, Samsung have launched the low-cost smartphone. (ii) HTC should take "bold, true and innovative and interesting” appeals so that the target customers know the value of HTC innovation. It creates customer acceptance and love towards the products by lots of marketing promotion, and sells by opening flagship stores and more creative ways. (iii) HTC should carefully evaluate organizational operations, and actively look for the talents with adaptive, learning, tolerance abilities, and strengthen internal exchanges to enable the organizational effective interaction. |
