| dc.description.abstract | The past two decays saw an era of low profit margins, the fast development of information technology, and upsurges of the consumer consciousness in the pursuit of product variety and personalization. In 1988, Synnex took the lead to establish itsself as a specialized 3C distributor. It integrated selling, physical distribution, and repair service and created a three-in-one innovative business model. In 1995, it listed its stock on Taiwan Stock Exchange. Since then, Synnex has subverted the traditional operation mindset and has become one of the leading distributors in the industry. This study explores Synnex’s business model and its value creation strategies, and analyzes the enterprise value based on the strategic assumptions.
This study applies five force analyses, the business model analysis, and the SWOT analysis to explore Synnex’’s business strategies, and using discounted free cash flow method to analyse synnex’’s strategy value. The findings of this study are as follows. Synnex’s business model have been characterized by its establishment of efficient logistic system, company owned motorcade and channel, and the abililty to adopt new technology and new concepts to innovate its channel structure. Among the strategies responding to the environmental changes, the strategies of increasing the product lines and product areas, obtaining the franchises of brand products, expanding and cultivating channel locations, seeking for strategic alliances, establishing logistic centers, upgrading the information system, and developing e-businesses would the most contributory to the enterprise value of Synnex.
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