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|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|
|Issue Date: ||2014-08-11 18:32:18 (UTC+8)|
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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