| dc.description.abstract | Printed circuit board (PCB) is one of the most important parts of electrical and electronic devices. Nowadays, with the progress of technology, electronic products have penetrated our life in every aspect. As electronic products get smaller, lighter and thinner, the components should also become smaller. Therefore, High Density Interconnection (HDI) technology has gained greater important in many applications.
The rise of low-cost mobile phone market with the “red” supply chain has eroded the profits of large enterprises. Faced with the rapid progress of electronic technology and market changes, the technological advantages of large enterprises are no longer the advantages, and their profits are often inferior to the second tier manufacturers. Now, the high order market needs to improve the technical level, so companies are facing the decision whether to upgrade technology and equipment or to seek new markets in line with the original equipment manufacturing capacity. Under such circumstances, how to maintain the competitive advantages of large enterprises is critical.
The case study applies the Five Forces Analysis and the SWOT matrix analysis to U Company. The study analyzes the company’s competitive environments and the key success factors in its development strategies so as to generate suitable competitive strategies for keeping the company’s competitive advantages.
The results of the study showed that leading enterprise often put resources to meet the needs of customers in order to obtain higher order and higher profit. In the pursuit of the sustaining innovation, the enterprise’s costs continued to increase it was unable to quickly adjust strategies to respond to market changes, eroding its competitive advantages. Therefore, the study suggests that the case company in facing rapid technology and market changes should consider the following points: (1) to pay attention to the destructive technological innovation at the low end of the market; (2) to redefine future product development directions; (3) to restructure and reengineer the organization in order to achieve the flexibility and agility of small and medium-sized enterprises. | en_US |