| 摘要(英) |
There are many small and medium-sized enterprises in Taiwan, and a group of entrepreneurs with a deep sense of mission of the times in the early days showed Taiwan′s unique entrepreneurial spirit with "the drive to break into the world with suitcases", which not only created Taiwan′s economic miracle at that time, but also laid a solid and stable foundation for Taiwan as a future science and technology island.
However, with the passage of time, companies are facing the pressure of industrial competition, changes and environmental changes, Taiwan′s advantage in the past through low labor has gradually disappeared, and simple OEM production, under the rising labor costs, has long been unfavorable to Taiwan′s export-oriented OEM manufacturing industry. As a result, many SME OEMs are forced to think about how to transform to maintain their competitive advantage, as are the case companies studied in this paper, and the leaders of Taiwanese SMEs differ in their ability to respond to different changes in their business model in the face of different changes in conflict and ability to respond to problem solving.
In the growth process of the transformation of the business model, the individual company selects the industry to enter from the professional academic background, sets up the company, relies on the partnership relationship, smoothly cuts into the market demand, and improves the company′s market penetration, and then uses the relevant technology of the supplier to enter the new market and new products, moreover, the company′s leaders are more to grasp the overall market pulse, relying on unique vision and keen sense of smell, following the government′s policy to support the direction of the industry, relying on the trend demand to develop. Finally, make good use of capital market resources to expand the company′s business scale.
The 50 years of business history of the case company is really a textbook theory, and after this study, it is found that it can be presented through the Ansoff Matrix model, which perfectly expresses the strategic significance of each stage of the case company, and the actual results after operation, hoping that other Taiwanese SMEs can replicate the successful experience and use it as a benchmark for learning. |
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