dc.description.abstract | 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. | en_US |