本研究以策略歷程重建與內外部分析角度，建構一套具擴展性的中型企業轉型樣板，對於正面臨思考企業轉型的台灣電子製造商具有實務參考價值。 ;This study analyzes the strategic transformation of Company A, which evolved from a consumer electronics ODM into a full-fledged connector manufacturer through acquisition and structural transition. Company A′s trajectory demonstrates how a mid-sized enterprise can enter a new industry domain and scale its value proposition despite limited initial experience.
Originally focused on external optical drives and multimedia devices, Company A entered the electronic connector market following its 2007 acquisition of Company L, a distributor of Japanese connector brands with deep ties to notebook ODM customers. This acquisition provided Company A with critical product lines, customer design interface access, and channel credibility. Leveraging its in-house tooling and automation capabilities, Company A reoriented its business strategy to target high-volume standard connector modules (e.g., SO-DIMM and M.2), emphasizing production efficiency, quality consistency, and early-stage customer engagement via Design-In support.
Key success factors identified in this study include: (1) acquiring market entry and relationship assets via strategic acquisition; (2) deploying automation and mold platforms to ensure yield and delivery reliability; (3) integrating into the ODM design phase to increase win rate and reduce supplier substitutability; (4) focusing on scalable, standardized connector modules to exploit economies of scale; and (5) diversifying into precision-stamped metal components for semiconductor packaging customers to create new growth engines.
This research reconstructs the transformation pathway of Company A and offers a replicable reference model for other mid-sized manufacturing firms in Taiwan aiming to transition from passive supply roles to proactive design and production partners.
