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    Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/71841


    Title: 宏碁的歷史發展與未來的策略佈局
    Authors: 劉演忠;Liu,Yen-Chung
    Contributors: 高階主管企管碩士班
    Keywords: ICT產業;後 PC 時代;品牌;通路;服務;8十法則;ICT industry;the post-PC era;brands;access;services;8-cross business model
    Date: 2016-06-27
    Issue Date: 2016-10-13 13:57:07 (UTC+8)
    Publisher: 國立中央大學
    Abstract: ICT(Information, Communication, Technology)資通訊產業已邁入 Apple 的 iOS、Google 的 Android 與 Microsoft 的 Windows三個相互競逐的生態體系,已經沒有單一作業系統的技術標準可以獨佔優勢,產業遊戲規則也因此而改變,衝擊到ICT產業並影響人類生活習慣;過去主要的成功因素,在於ICT產業技術創新的水平分工架構,目前致勝的關鍵則是轉向為市場應用創新。ICT產業發生了軟硬體系統架構的改變,所有的產品、軟硬體都必須要整合也引發跨產業的重組與整合。在後PC時代,策略重點聚焦在跨產業的技術融合,強調軟硬體與應用整合的系統服務及使用者需求體驗,透過巨量資料分析技術導入,環繞在雲端服務、行動應用、社群商務之應用,激盪出創新服務的能量。在ICT產業快速轉向行動網路、物聯網的時刻,全球PC品牌廠商力求轉型,到底PC品牌廠商的商業模式要如何運作以及如何因應才能走出目前的困境,將是本文所要探討的目的。

    本研究運用國家層級「8十事業模式」的架構尋找ICT產業所面臨來自於外部產業環境的挑戰。並依據企業層級「8十事業模式」來分析宏碁公司目前經營績效不甚理想的原因,最後分析改變交易與版圖及加強關係與資源等方式變更營運模式,重新預估可能產生的新8十事業模式。

    本研究主要結論如下:
    依據外部產業環境分析與企業層級「8十事業模式」分析,宏碁正面臨一內外交迫的轉型局面(事實上也是PC品牌廠商共同的情況) ,一方面產業遊戲規則改變無法持續研發創新帶來利潤;一方面科技的快速進步經營成本不斷提高,致使EBIT、ROIC為負值,故宏碁亟待就企業層級「8十事業模式」分析所歸納的問題進行必要的變革。
    依據企業層級「8十營運模式」分析,宏碁可以考量改善以下四個關鍵要素︰價值主張、組織結構、企業資源、流程技能,來轉型提升經營績效。並經財務假設試算結果,將可擴大營業額、提升毛利率,將近期無法持續獲利的狀況,轉虧為盈扭轉局勢。;Apple′s iOS, Google′s Android and Microsoft′s Windows have entered into the ecosystem of ICT (Information, Communication, Technology) industry to compete with each other. There has no exclusive advantage of technical standards for single operating system, the industry rules and regulations have also changed, and have the impact of the ICT industry and influences people’s lifestyle. In the past, the major factor affecting successful implementation of ICT industry was technological innovation of horizontal collaboration. However, the key to success turns to the innovative applications in the current market. Nowadays, ICT industry changes hardware and software of system architecture, all of the products, hardware and software should be integrated, and this change also lead to the restructuring and integration of crossing industry. In the Post PC era, the policy manily focused on cross-industry technology integration, emphasizing software and hardware systems integration, application of integration services, and user experience. Moreover, analytical techniques imported through massive data around the Cloud services, mobile applications, and business community the application; these services bring out more innovation. In the time that ICT industry entering swiftly into mobile networks, how global PC brands seek opportunities to transform, and how these PC brands to respond to overcome the current difficulties, will be the purpose of this article to investigate.

    In this study, from the national level, the ‘8-cross business model’ framework will be applied to explore factors and impact of ICT industry of the external environment. Based on the enterprise level, ‘8+ business model’ framework will be analyzed to discuss the operating performance of Acer. Furthermore, the territory and strengthen relations with the resources, changing into new model of business strategies and re-estimatinf the possible cause of ten new ‘8-cross business model’ will be also mentioned about in the article.

    The main conclusions of this study are as follows:
    External environment analysis are based on industry and enterprise level, according to ‘8+ business model’ analysis, Acer is facing a diplomatic force in the transformation of the situation, while, in fact of that all PC brands deal with the similar situation recently. On one hand, as a result of that the rules of the game change rapidly, the PC companies cannot generate enough profits through unsustainable innovation and industrial research. On the other hand, the operating costs of rapid advances in technology continue to improve, Acer urgently needs to reform according to the analysis, which summarise that EBIT and ROIC were negative, based on the enterprise level and ‘8+ business model’. Acer can consider those elements to improve the four key value proposition, organizational structure, corporate resources, processes skills to enhance business performance transformation. And by the financial assumptions spreadsheet results will expand sales, improve gross margins, the recent unsustainable profit situation, a turnaround to reverse the situation.
    Appears in Collections:[高階主管企管(EMBA)碩士班] 博碩士論文

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