dc.description.abstract | Abstract
From PC industry in 80s, NB in 90s, to mobile communication industry in late 2000. With the prosperous development of electronic industry in domestic market, Taiwan was standing on the key market position. Along with the growth of these industries, Taiwan connector industry also continuously released new products and innovation technologies. In recent years, Taiwan connector manufactures are facing serous competitive pressure from market due to the rise of China supplier chain, in this circumstance, Taiwan manufactures are all do their best to improve their competitiveness to meet the dramatic changes of market.
Singatron Enterprise specializes in connector development and production for computer peripherals. Singatron kept growing in past 20 years with the growth of domestic electronic industry market; however as the demand of PC and NB industries dropped in past few years, Singatron revenue and profit were also declining. Thus, Singatron strategically changed the business model but no positive result as new products not mature yet to bring income, even the revenue of key products kept dropping.
In this research, applying 8 cross national model to analyze Singatron external opportunities and threats; analyze advantages and disadvantages between Singatron and competitors according to 8 cross business model and applying SWOT to analyze Singatron competitive strategy.
Find Singatron management problems and provide the responses and new business model adjustment to Singatron. Recommendation is for the reference of this research.
Conclusion of this research:
Singatron key products focus on NB industry, with the industry recession and not promptly adjust product combination; revenue and profit keep dropping. Singatron must change business model to confront the external impact.
China competitors are rising in recent years and are an extreme threat to Taiwan connector manufacturer. Singatron must improve product competitive and provide better offers to employee to avoid vicious headhunt from competitor and the outflow of talent.
Operating cost of Taiwan connector industry is very high; they need to maintain at least 20% gross profit to make profit. By more than 30 years connector development experience, Singatron invest and develop nitch products to gain more profit to solve the current product insufficiency and the drop of profit.
Singatron first task is to improve/correct inner system, increase product quality and working efficiency, reduce operating cost, which is increase product margin to get profit.
This research is based on after-change business model; provide future management advises and profitability to the case company.
Key word: Connector industry, 8-Cross Business model, Business transformation planning
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