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    Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/72616

    Title: 以8十事業模式架構分析個案公司如何維持獲利與永續經營之道
    Authors: 顏慶豐;Yen, Ching-Feng
    Contributors: 高階主管企管碩士班
    Keywords: 8十事業模式;鋰離子電池事業;8-Cross Business Model;Lithium Ion Battery Business
    Date: 2016-10-07
    Issue Date: 2017-01-23 16:59:42 (UTC+8)
    Publisher: 國立中央大學
    Abstract: 3C產業的蓬勃發展徹底改變人類的生活形態,無論在行走、運動、搭載交通運輸工具等過程中,人類都會使用到相關的3C產品,也因而帶動人類對行動裝置例如手機、平板電腦、筆記型電腦、虛擬實境、擴增實境、混合實境等商品的高度需求。可重複充電的二次電池也就是在此強勁需求下所催生出來的產物,其普及率也隨著產品越輕量化與提供更長時間的供電能力而越來越高。個案公司是家從事鋰電池組設計與代工的企業,約10年前隨著第一大客戶市占率不斷攀升下,全球市占率一度來到15%左右,但是隨著第一大客戶的轉單至紅色供應鏈,目前的全球市占率只能勉強維持在10%左右。
    本研究的目的有二:第一點,面對紅色供應鏈的快速崛起,個案公司所處產業的龍頭企業是如何持續提高原有的市占率與維持龍頭地位的競爭優勢為何? 第二點,個案公司該如何重新建立起自己的競爭優勢,以因應客戶轉單以及對抗紅色供應鏈的強勢競爭?
    根據8十事業模式的論述,事業能成功與否,端賴天時地利人和三個主要關鍵成功因素。天時方面,IT產業在穿戴裝置的發展漸趨成熟,個案公司身為M客戶的獨家混合實境裝置的電池組供應商,預估2018年混合實境裝置市場將趨成熟,屆時就可迅速擴大市佔率。以及大陸的十三五計畫的新能源計畫,積極進入二輪電動車產業供應鏈,則可快速提升公司營收與年平均投入資本報酬率達31.22%。在地利方面,身為獨家供應主要客戶混合實境裝置產品進而擴大佔有率及2017年開始供應醫療級的電池組。具整合與開發自動化測試設備以及中高功率電池模組的能力。建立遠端售後客服系統與歐美日服務據點與雲端資料收集中心,進入二輪電動車市場提升公司整體營收複合成長率達13.98%。在人和方面,推動組織再造,凝聚員工向心力,持續推動卓越營運活動,提升核心競爭力,倡導零缺陷的精神,提高產品品質與生產良率,降低營業成本率至85%。;The thriving of 3C industry changes human being′s life style. People are addicted to use 3C products, no matter he or she is taking a walk、in sport、embarking the transportation vehicle, consequently propel the high demand of mobile devices, such as the commodity of mobile phone、tablet PC、Notebook PC、Virtual Reality devices、Augmented Reality devices、Mix Reality devices。The rechargeable secondary battery is the product created from this strong demand and has become more popular along with the development of light weight and the longtime-use power supply. Case company is dedicated on Lithium Ion battery ODM and OEM businesses, its worldwide market share once reached to around 15% along with its largest customer’s sales growth, but nowadays, its market share has dropped to around 10% while that largest customer transferred new mobile phone orders to the local China supply chain.
    There are two purposes of this research: The first, while facing the rapid growth of local China supply chain, how the Number One battery maker can continue growing up her market share and what’s her competitive advantage to sustain her Number One position? The second, how the Case-study company will re-build her competitive advantage to gain back customer’s orders and to compete against Local China Supply Chain’s hard competition?
    The conclusions are summarized as following,
    According to the expound of 8-Cross business model whether the business may succeed or not will rely on 3 key successful factors: 1. The opportunity of time vouchsafed by heaven, 2. Favorable geographical position, 3. Support of people.
    1. The opportunity of time vouchsafed by heaven: The development of Wearable devices has become mature gradually in IT industry that case-study company plays as the sole battery supply of mix virtual device for M customer, will be able to enlarge market share rapidly once the market of mix virtual device has become mature in 2018, and penetrates into the E-motor supply chain as the new energy application which has been planned in Mainland China’s 13-5 annual plan. Then the estimated company’s annual revenue and average ROIC will reach to 31.22%。
    2. Favorable geographical position: The market share of wearable device will be enlarged as the sole source for major customer’s MR device, the engagement of current customer for medical device brand maker that case-study company will start the business from 2017. The ability to integrate and develop the auto test equipment and the mid-high range power battery module. Establishment of long distance after-sale service system over Europe, USA, Japan with cloud data collection center to penetrate into e-Motor business to increase CAGR to 13.98%.
    3. Support of People: Re-engineer organization, adhere Employee centripetal force, promote operation excellence to enhance core competence, advocate zero defect spirit to improve product quality and production yield to reduce COS rate down to 85%.
    Appears in Collections:[高階主管企管(EMBA)碩士班] 博碩士論文

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