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    Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/83698

    Title: 台灣電腦及週邊設備產業向電子零組件產業轉型的策略研究─以C公司為研究對象
    Authors: 林弘國;Lin, Hung-Kuo
    Contributors: 高階主管企管碩士班
    Keywords: 電腦及週邊設備業;電子零組件業;轉型策略;Computer and Peripheral Equipment Industry;Electronic Components Industry;Transformation Strategy
    Date: 2020-06-24
    Issue Date: 2020-09-02 16:55:58 (UTC+8)
    Publisher: 國立中央大學
    Abstract: 由於智慧型手機及平板電腦之興起逐漸取代了個人電腦(以下簡稱PC),這使得廣大的台灣電腦及週邊設備產業產生了衝擊與變化,除了市場需求萎縮與獲利驟減,面對這一股產業劇變之浪潮,企業若不思及時因應及轉型,則面對未來的重重挑戰恐不樂觀。本文旨在探討與分析台灣電腦及週邊設備業如何因應這股浪潮,除了積極研發推出新的電腦及週邊產品守住PC本業獲利,並能即時因應產業變化增加非PC產品及客戶對業績的貢獻,進而順利轉型至電子零組件等其他更多產品別及更多客戶群之產業。
    本研究將藉由國內知名電腦及週邊零組件大廠個案C公司,探討其如何維持連續十三年保有EPS每股盈餘五元以上營運績效,並於2019年EPS達8.45元歷史新高。十多年來具競爭力的經營策略及轉型努力,歷經2008年全球金融海嘯、產業變動、電腦及週邊產品式微、物聯網興起、2018年中美貿易戰、乃至2019年起新冠肺炎衝擊,至今仍維持良好營運績效持續成長並獲得幸福企業殊榮。本研究透過個案公司轉型過程及其策略引導出該公司的價值鏈探討其關鍵因素,並輔以C公司內部專家主管訪談印證,分析結果顯示C公司轉型的策略與成功關鍵因素有,照顧員工與卓越領導、深耕本業與持續多角化並居安思危、幸留泰國舊廠土地成適逢全球有關劇變之轉機、追隨大客戶一路成長、組織人力精簡與簡約文化有助華麗轉身、以及業外投資獲益等。;As the rise of smartphones and tablets gradually replaced personal computers (PC), this has caused shocks and changes in the Taiwan′s computer and peripheral equipment industry. In addition to the shrinking market demand and the sudden decline in profits, facing this wave of upheaval in the industry. If companies do not think about timely response and transformation, they may not be optimistic in facing the challenges ahead. This study aims to discuss and analyze how Taiwan′s computer and peripheral equipment industry has responded to this wave. In addition to actively develop new computer and peripheral products to keep the PC industry profitable, it can immediately increase the contribution of non-PC products and customers to performance in response to industry changes. And then smoothly transform to other industries such as electronic components and other more products and more customer groups.
    In this study, we will explore the case of a company C, a well-known domestic computer and peripheral component manufacturer, to maintain its business performance of more than five in EPS (Earnings per share) for 13 consecutive years. In 2019, EPS will reach a record high of 8.45 dollars. Competitive business strategies and transformation efforts for more than a decade, led by the company′s high-level and excellent leadership, the company has dedicated its lives to the global financial tsunami in 2008, industrial changes, the decline of computers and peripheral products, the rise of the Internet of things, the Sino-U.S. Trade war in 2018 and the impact of the COVID-19 have continued to maintain good business performance and continued to grow and have won the honor of a happiness enterprise. This study guides the company’s value chain to discuss its key factors through the case company’s transformation process and strategies, and is supplemented by interviews with internal experts of case company C. The analysis results show that company C’s strategy and key success factors are proper employee care and excellent leadership, deep cultivation of the PC industry and continued diversification and in time of peace prepare for war, wisely saving the old factory land in Thailand into a turning point for the global upheaval, following the growth of major customers, the organization of streamlined manpower and thrifty culture can help the business transformation, and benefit from Investment income outside the industry.
    Appears in Collections:[高階主管企管(EMBA)碩士班] 博碩士論文

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