| dc.description.abstract | As computing technology develops, laptop computers take an increasingly important role and continue to have an ascending demand. The industry of sub-manufacturing in Taiwan has developed rapidly since 2000 and claims over 50% market share worldwide, which earned Taiwan an important position in the global laptop industry. However, with the expansion of the industry, a number of problems also appeared such as cut-throat competition, production capacity surplus, and the lack of independent brand. In 2008 originated in the U.S. sub-prime mortgage crisis in the financial sectors swept the world, so the global economy suffered a serious blow. Taiwan’’s notebook computer industry has also suffered seriously. Because the market demand for notebook computers remains high, the overall value of the industry still continues to grow and thus the firms in the industry were able to homeopathy. But due to the price cutting trend in notebook industry, competition in the industry remains to be very difficult for many notebook OEM manufacturers. This study gives a systematic but all-rounded description of the developing history and current situation of sub-manufacturing industry of notebook computers in Taiwan and raises the problems they faced. A clear exposition of the economies of scale and the cross-industry alliance concept are addressed for providing a way out of the vicious competition and the ever lowering prices of the notebook computer industry. Relying solely on size expansion is difficult to cope with fierce competition. While quality improvement is a key area of development, controlling the overall development of the industrial supply chain as well as the upstream and downstream industries will make the products more competitive, increasing the vitality of the Taiwan’’s notebook computer industry and thus making a greater contribution to the national economy. This study takes “Clevo Co.” as an example to provide suggestions to other companies to be more price and cost oriented and concentrated on profit rather than expanding the production scale. By developing products with different features, setting up computer superstores with enterprises from Mainland China, developing a small quantity of production with high diversity, and establishing cross-industry cooperation, the company finally has made its strategy a success. This may give the whole industry some inspiration about how to help itself out of current predicament and seek for a further success.
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