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|Keywords: ||台灣連接器產業;產業趨勢;策略聯盟;聯盟績效評估;Connector Industry in Taiwan;Industry Trend;Performance Evaluation of Alliance;Strategic Alliance|
|Issue Date: ||2014-05-08 15:29:11 (UTC+8)|
;Due to limited land resources, dense population, rising costs of land and human resources, connector manufacturers in Taiwan have in succession transferred their production to Mainland China to integrate the upstream and downstream functions of the whole industry chain with the potential of the mainland market. As the computer industry matures, the risk of having one single product also emerges in the connector industry of Taiwan. Those connector manufacturers thus start to develop other newly-emerged product markets, to move toward advanced connector products.
Since the manufacturers in the downstream of connectors attempt to seek reliable suppliers and streamline the global supply chain, the number of suppliers is being reduced gradually. At present the scale, all-round service, and global supplying sites of connector manufacturers have become important factors concerning the selection of connector manufacturers. Since small-and-middle-sized enterprises in Taiwan lack capital, many of them choose to form strategic alliances or mergers to improve their competitive edge.
This paper focuses on the method of strategic alliance by making case studies. The companies in the case study enhance their Research and Development competence, increase product varieties on the basis of the strategic alliance, set up production alliances to achieve the scale economy of material procurement and plan their production jointly to enhance the efficiency of their alliance. On the performance evaluation, they evaluate the performance of their alliance on the basis of subjective indicators such as Partnership Satisfaction and objective indicators such as Turnover, Rate of Gross Profit, Market Growth Rate, and Alliance Duration.
Since many problems occurred in the allying process, the research proposes to improve in the following aspects: (1) On product variety, the companies currently should fill up production capacity with low and middle-ranking products, boost R&D competence, and develop high-ranking products. (2) On the regional market, they should propose their cooperation mode on the basis of issues with international giant manufacturers arising in each region. (3) On patents, they should start to train legal personnel on patents and aided by the information systems try to avoid conflicts with the international giants. . (4) On information sharing, they can establish information exchange mechanism in the form of rolling forecasts.
In the final part, the research, proceeding from the current industry environment and the internal resources of connector manufacturers in Taiwan, gives four suggestions for their development now and in the future: (1) Enhance Research and Development to enter into the high-ranking connector market. (2) Automobile connectors are their key development. (3) Make up capital deficiency using strategic alliances, and (4) Expand their scope by amalgamation and mergers.
|Appears in Collections:||[高階主管企管（EMBA）碩士班] 博碩士論文|
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