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|Keywords: ||印刷電路板產業;8十事業模式;轉型計畫;Printed circuit board industry;PCB;8-Cross Business Model;business transformation|
|Issue Date: ||2016-10-13 13:55:26 (UTC+8)|
本研究依據調整後之事業模式分析結論與建議，提供給個案公司作為未來改善經營績效之參考。;Global developments in the electronics and high-tech industry in the last 30 years have fueled continuous growth of Taiwan’s printed circuit board (PCB) industry as well as the release of many new products and technologies. However, Taiwan’s manufacturers now face mounting pressure from shortening product life cycle and the development of a separate and independent supply chain in Mainland China. Many companies therefore began to invest efforts in improving their competitiveness in order to respond to these drastic market changes.
The case study company in this paper has continuously invested in developing various PCB products for electronic products. Growths in Taiwan’s electronics industry also allowed the company to grow in the last 20 years. However, shrinking demands from the PC and notebook (NB) industries as well as oversupply of TFT-LCD have reduced revenue and profitability. To restore profitability and business performance, the company initiated a strategic approach of transforming its business model.
This investigation employed a case study and utilized the 8-Cross Business Model to analyze opportunities and threats posed by the external environment as well as advantages and disadvantages of the case study company when compared to the main competitors. The 8-cross profitability model was then used to analyze business performances and financial positions of the case study company and its competitors. Finally, the 8-cross SWOT analysis was performed to review competition strategies employed by the company to identify problems and solutions. Outcomes of the analysis were then provided as recommendations for making adjustments to the new business model of the case study company.
The following lists the conclusions of this study:
In response to drastic changes to the external environment and to attain the objectives of improved profitability, the following recommendations were proposed:
1. Average net profit of the products and make adjustments to the product portfolio.
2. Create an environment capable of attracting professional talents to create a healthy and comprehensive organizational structure, and strengthen the integration and utilization of corporate resources.
3. Improve the thoroughness when reviewing capital expenditures and projects, and prioritize resource investments for high profit niche products.
4. Jointly develop new products with the customers, provide integrated services with manufacturing and services to build a positive relationship.
This study then analyzed the recommended revised business model and submitted the outcomes to the case study company as a reference for any future efforts in improving business performance.
|Appears in Collections:||[高階主管企管（EMBA）碩士班] 博碩士論文|
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