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    Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/64507

    Title: 智慧行動通訊產品對筆記型電腦代工產業衝擊之研究-以廣達和仁寶為例
    Authors: 江榮盛;Chiang,Jung-sheng
    Contributors: 高階主管企管碩士班
    Keywords: 資通訊科技(ICT)產業;商業模式;企業價值;Information and Communication Technology (ICT);Business model;Enterprise value
    Date: 2014-06-26
    Issue Date: 2014-08-11 18:32:18 (UTC+8)
    Publisher: 國立中央大學
    Abstract: 蘋果公司於2007年發表了第一款的iPhone智慧行動通訊產品,隨著此產品的成功上市,新的商業模式也正式宣告崛起。世上第一台智慧行動通訊產品並不是由蘋果公司領先開發上市,之前有諾基亞丶新力丶摩托羅拉手機和宏達電掌上型電腦等公司都已成功開發出此類產品與上市,可惜的是他們都集中在於小眾商用市場,因人機介面和價格的不親和,導致無法“跨越鴻溝”讓大眾消費者接受。2008年次貸金融風暴,各電腦或通訊品牌和代工廠的注意力都忙於因應此風暴,而忽略新的商業模式具有強大市場破壞與競爭力,沒有太大的行動去面對iPhone智慧行動通訊產品的崛起,當2009和2010年風暴平息和經濟復甦,蘋果公司於2010年又發表第一款的iPad平板電腦,這些品牌和代工廠漸漸回神才發現,原來最大的風暴是蘋果公司所帶來的,所帶來的不是單一產品類衝擊,而是新的商業模式,此商業模式是把硬體科技為導向的創新轉變為軟硬體互相緊密搭配,而以服務為導向的創新,對於台灣科技公司所擅長的硬體製造優勢,特別是筆記型電腦代工廠更是面臨前所未有的衝擊,他們該如何在現有低毛利的艱難市場條件去因應此轉變,如何以更積極的策略與行動走出困境,這些問題將是本文所要探討的目的。
    2.依據個案分析,廣達個案以“穩健策略獲利為優先不盲目追求量的成長”為首要,此策略方式將有效維持獲利績效,但營業額將有下降風險;仁寶個案因近年的策略併購和切割虧損投資公司,營業額有成長潛力,但筆記型電腦和智慧行動通訊產品降價趨勢不變,仁寶堅守代工本位,因此獲利績效相對於廣達將有較大下降風險。軟硬體緊密搭配,以服務創新為策略是這兩家共同正在進行和必走之路,在商業模式依照策略而轉變當中,有效的以開放式創新去系統性引用整合外力將是最佳建議。;Apple had published the first paragraph of iPhone smart mobile communications products in 2007, with the success of this product market, new business models are officially declared the rise. The world′s first mobile communications products were not listed by Apple Inc., a leading developer. Sony, Nokia and Motorola phones and HTC handheld computers had successfully developed such products and the market. Unfortunately they were concentrated in that niche commercial market because their prices and human-computer interface were not accepted by customer. They cannot cross "the Chasm" and get mass consumer acceptance. 2008 subprime mortgage financial crisis, each computer or communications brand attention and foundries were busy response to this crisis, while ignoring new business model with a strong and competitive market disruption. There is not much action to face the iPhone smart mobile rise of communications products. In 2009 and 2010 the storm subsided and the economy recovers. Apple published the first iPad tablet in 2010. These brands and foundries getting back and discovered that Apple brought biggest storm. It not only is one single product shock, but a new business model. This business model is from the hardware technology into hardware and software innovations closely with each other, and service-oriented innovation. Taiwan′s companies specialize in hardware manufacturing advantages. Especially Notebooks companies are facing an unprecedented impact on how they can response to this change in the current low margin difficult market conditions. They could get more aggressive strategy and action. These issues will be the purpose of this article.
    This article uses "8+ countries model" for the external PEST environment analysis. It will compare before and after the subprime mortgage crisis about the country′s political, economic and social environment analysis. About PEST the science and technology it use "Crossing the Chasm" (Technology Product Lifecycle)
    and "bilateral market" theory. They are for Notebooks and smart mobile communications products (ICT) analysis. Followed by "8+ business model" and "8+ profit model" to compare Quanta and Compal business model in nearly a decade ago and find out the notebooks company shocks and challenges opportunities. It also tries to analyze financial data to examine the case of enterprise value and change.
    The main conclusions are as follows:
    1. According to the external environment analysis, Taiwan′s notebook companies are facing a tough situation. Because the transfer of industrial and consumer habits change, the turnover will be very difficult to grow. On the other hand, there are China rising awareness of labor welfare and environmental issues. Ongoing automation and efficient management to improve the results will be offset by cost effective hard fall. The rise of China mainland local companies will enable Taiwan companies to face greater price competition challenges. Their main opportunities lie in the main cloud applications and cloud customer development.
    2. Based on case studies, Quanta case with "Prudent policy priority is not the blind pursuit of profit volume growth" led to this strategy will be effective ways to maintain profitability performance. Turnover would have decreased the risk; Compal case due to the strategic acquisitions and cutting losses and investment companies in recent years. Turnover growth is potential. But Notebooks and smart mobile communications products price trend remains unchanged. Compal OEM standard stick, so profit performance relative to Quanta will have a greater downside risk. Closely with hardware and software, service innovation strategy is underway and the two cases together will take the road. It would be the best advice that they use "The open innovation" to systematically integrate external resource.
    Appears in Collections:[高階主管企管(EMBA)碩士班] 博碩士論文

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