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    Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/65404


    Title: 台灣ICT代工產業經營策略轉型探討─以W集團新創事業個案為例
    Authors: 湯玉枝;Tang,Yu-chih
    Contributors: 高階主管企管碩士班
    Keywords: 產業環境分析;競爭策略;經營策略;經營模式;經營績效;Industry Analysis;Competitive Strategy;Business Strategy;Business Model;Business Performance
    Date: 2014-07-03
    Issue Date: 2014-10-15 15:30:35 (UTC+8)
    Publisher: 國立中央大學
    Abstract: 回顧30年以來,台灣通過制定明確的產業政策、提供產業所需資金人才等多種手段,大力扶持資訊通訊產業,逐步形成了台灣引以為傲的代工生產或代工設計模式,並成為全球重要的電腦生產基地,其成功的關鍵因素就是優異的成本控制與全球製造生產 全球運籌管理的效率,以成本導向的經營競爭策略。
    面對2008 年以來全球不景氣,歐美主要國家經濟衰退,台灣2013年第三季國內生產毛額(Gross Domestic Product ; GDP)成長率只有1.58%,顯示台灣產業過度集中的風險 產業結構亟待進行調整。 2013年筆記型電腦產業首度出現負成長,台灣資通訊代工產業(Information and Communiation Technology; ICT),面臨微利競爭產業環境以及產業價值鏈的變遷,個人電腦與平板電腦的大轉型潮,智慧型行動裝置與雲端服務的需求。
    相關廠商除了持續不斷的提昇營運效率與加強材料成本及增加製造的生產力,因應產業的劇烈競爭之外。在產品及經營方針無不想辦法切入平板、智慧型手機、智慧型電視、雲端服務等新產品和新市場開發策略,加快企業轉型的腳步與垂直整合的能力,以高附加價值產品與服務,提昇企業競爭優勢。
    本研究採取個案研究方法,主要探討筆記型電腦代工產業的經營現況,以及個案公 司如何從「製造代工」、延伸至「售後服務代工」及「全球資源回收服務」產業價值鏈的延伸,落實「技術服務」的企業新定位,如何透過經營策略轉型、經營模式的創新,創造營收與績效的成長。 最後,本研究提出新事業群經營策略未來發展方向與經營策略的建議;對於企業面臨轉型或因應經營事業擴張時,應以企業的核心競爭能力進行
    多角化的經營策略與經營績效目標的規劃。從個案研究中歸納出,企業轉型策略中需要衡量四個關鍵策略與關鍵因素,企業的經營模式、人力資源策略、關鍵資源與關鍵流程、企業資源整合的重要性。決策者最重要的經營策略是如何讓企業形成「生生不息」的營運生態環境,才能達到企業永續經營的使命與願景。;Over the past three decades, Taiwan has made clear industrial policies to provide industries with the necessary financial and manpower measures to facilitate the ICT industry. Gradually it shaped itself as being an important computer manufacture base by its honorable OEM or ODM design models. The main keys to succede are the outstanding cost control, efficient global manufacturing as well as logistics management and cost-oriented business strategies.
    Due to the global ressession from 2008, many countires in Europe and USA face economic downturn. Q3-2013 of Taiwan’s GDP was only 1.58% which exposes the risks of over-concentrated industries and indicates the urgent demand to adjust the industrial structures. In 2013, it was the first time that the global legtop industry had the degrowth (negative growth). In Taiwan’s industrial environment, there are four basic elements of market transition - the demands from protable smart devices and cloud service, the competition of low gross margin, the change of industrial value chains and the shift from PC to tablet. In response to these factors, , the related manufacture companies not only have to constantly promote the operation efficiently but also increase the cost in productivity and marterials. Otherwise, they try their best in market strategies and the development of new products, such as tablet, smart phone, smart TV, and cloud service. To enhance competitive advantages, it is necessary to upgrade in the technique and service and speed up the progress of transition economy.
    This thesis adoptes a case study approach and the main researches are to discuss the current situation of legtop OEM or ODM and study the case company how to transform itself from a “OEM foundry” to “service OEM foundry”and ”Global Resource Recycle Services”. And further find out the ways how they created profit and the growth of performance via the tranformation of businese strategies and innovation of business models. Last but not least, this research provides the suggestions about the direction of news business and strategies. In the presence of transformation or response to the expansion, the industry should accept mutli-dimentional business strategies and manage their performance goals with the use of their core industrial abilities. It also can be concluded from this case that there are four indispensable ingredients of industrial transformation---- the business operation models, human resource strageties, initial resources and procedures and the integration of industrial resources. Therefore, the most important business strategy of decision maker is to create a perennial circumstance in order to achieve the vision of sustainable management.
    Appears in Collections:[高階主管企管(EMBA)碩士班] 博碩士論文

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