| dc.description.abstract | Passive components are the most basic and important components of all electronic products, with the resistors, capacitors, and inductors accounting for the majority of passive components. Passive components are widely used in various industries. With the development of 3C, that is, consumer-electronics, communications and computer products, new products are launched increasingly rapidly, and the market of passive components is gradually making steady progress. However, Taiwanese companies continue to expand their production capacities and the competition within the industry is cut-throat. How to develop an appropriate business strategy in a highly competitive business environment is worth pondering.
The purpose of this study is to explore the operation and marketing strategies of resistor manufacturers in the field of passive components. Firstly, the resistor industry is analyzed to explore the industry’s characteristics and profiles from different perspectives and dimensions. Secondly, with reference to the marketing theory issued by Kotler & Keller (2006), the in-depth analysis of Taiwan′s resistor manufacturers′ operational development and marketing strategies is conducted, including the marketing mix strategy, target marketing and cross-selling. This study carries out a case study from the standpoint of qualitative study. Company R is selected as the case. Through the collection of secondary data and in-depth interviews with senior executives, the business and marketing strategies of Company R are obtained.
The study summarizes the following conclusions, they are: First, the characteristics of the resistor industry are distinct, market demand continues to grow, and competition is fierce. Second, the customer-oriented marketing strategies are implemented to provide a total solution. Third, only the development of niche products and the improvement of differentiation can help the company get rid of the Red Sea market. Fourth, attention should be paid to the operation and management of cross-selling, but its performance has not yet been fully reflected. The study also puts forth the following suggestions: 1. Strengthen Company R′s overseas direct sales and distribution channels. 2. Master new technological trends to engage in the development of future-oriented products in advance. 3. Cultivate core technologies for key materials development. 4. Rely on the integrated strength of the group to continuously optimize procurement, manpower and production costs. 5. Inter-industry strategic alliances, and mergers and acquisitions. | en_US |