| dc.description.abstract | Thesis Title: Research on Taiwan’s Corporation Operation Model – A Case Study of HH Crop.Name of Institute:Graduate School of MBA , National Central UniversityCandidate for Master: Shih-Hong Cheng Advisor:Dr.Der-Jun Horng
Abstract:
This thesis is a case study on the success of the largest manufacturing company in Taiwan; the world’s fifth EMS (Electronic Manufacturing Service) company. The paper analyzes how the subject started as a small proprietary with thirty hundred thousand NT in capital to a multinational corporation in thirty years. The development path of the subject company can be divided into three stages: 1.Production Oriented 2.Global Presence and 3. Technical Knowledge based Economy. To evaluate the operating performance of the company in each stage, this study utilizes the concept of balanced scorecard and applied KPI indicators to examine the financial, customer, internal business processes, learning and growth perspectives of the subject company. The paper also examines the subject’s mission, objective, core products, technology, business strategies, 20/80 principal, CMMS (Component Module Move & Service) electronic service model and its extensive intellectual property right protection system.The core and continuous strategies of the subject focus on transformation, innovation, second place philosophy and execution while in the first stage the company emphasized on cost competitive, speed and technology enhancement. In the Global Presence stage, the subject concentrated on cross-nation opportunities, 20/80 principal and defending the 3C industry. At present, the company is progressing toward the third stage, and its operating strategies emphasize on industry upgrade, stable growth and rooting in Taiwan. In each stage, business strategies are tied to simple and quantifiable indicators to evaluate the actual performance of business units. In addition to the company’s well known core competence of “Time to Market, Time to Volume, and Time to Money,” the study reveals that the CEO’s aggressive ambition and exceptional foresight are also factors that contribute to the competitiveness of the company. Small and mid-size companies in Taiwan can take the subject business progression as a model to becoming a well established multinational company. | en_US |