| Summary: | 碩士 === 國立臺灣大學 === 商學研究所 === 89 === The main objective of this thesis is to explore the way of how Taiwanese Electronics Information industries to establish the model of continuous growth under the guidance of Digital (Networking/Knowledge) Economy. The focus of the research is aiming at the decomposition to the main subsystems and the integration of overall system for the business operation model. The research viewpoint lies at the basis of construction of the future while simultaneously pull retroactively the timeframe back to the present, accompanying by applying the key elementary infrastructures (Electronics-Business), tools( EVA, Process Re-engineering) and methods (Technology Adoption Life Cycle, Industry Cycling Speed, Innovation and Entrepreneurship management) in order to achieve the reconstruction of the overall industry. The research approach is applying the qualitative, explorative ways as well as the case study plus the in-depth interview to accomplish the following purposes:
(1)Explore the ways of how the Taiwanese companies within the
Electronics Information industry to seek for the
repositioning of the value chain, that is:
‧How to evolve from small riche market to the main stream
market; and
‧How to evolve from OEM/ODM oriented mid-lower stream value
chain to the mid-Upper stream value chain or forward the
Sales/Marketing oriented Value Chain with higher added
value.
(2)Explore the way of how the Taiwanese companies within the
Electronics Information industry, under the guidance of
Digital (Networking/Knowledge)Economy, to establish the
distinctive model of success mainly driven by key inner
drivers of forward-looking, innovation and constant
learning.
According to the conclusions of this research, the successful organization should possess the following capabilities:
(1)It should possess the prosperous living forces. All members
should reach full consensus in regards to the “Being” of
the organization. Starting from the clear definition of
“purpose” of the organization, it stretches out toward the
setup of “principles”, while calling up and assembling a
group of “people” in possession of the common belief and
core value, to focus into the “Concept”, Lastly,
“Construction” and “Approaches” have been established to
form a complete vivid living organization as a whole.
(2)By virtue of “Strategic Intent” (“Heart” of
organization) in essence of “Forward-looking” to cover
the period of 20-30 years, under the guidance of
“Foresight” (“Eyes” of organization), establish the ”
Strategic Architecture” (“Brain” of organization) to
clearly identify the overall direction of period of 10-15
years to develop the “Core competence” (“Soul” of
organization), while simultaneously apply means of
resources leverage and of stretching utmost to the maximum
extent (“Hands & Feet” of organization) in order to
attain the grand target of “Imagineering Future” for the
organization.
(3)Diffuse the “Innovation” mindset throughout members of
organization and “internalize” it as part of the
corporate culture, while simultaneously inspire each member
to explore and establish the distinctive business model to
offer the customer the best tangible benefits in the form
of“externalization”architecture.
(4)By virtue of “Core competence” covering both of core
technical capabilities and core processes as main theme,
develop highly venturing imagination to construct “core
product platform”. Further on, apply the products
imagination to extend toward the target market of the final
products covering the products of its own brand and OEM/ODM
businesses. By doing so , it may well capture the
“Strategic Economy“ advantages which cover the
“Focus”、”Scale” and “Scope”, as well as “Strategic
Flexibility” advantages that cover the “Portfolio
breadth”、”Operating agility” and “Low Break-even
point”.
(5)Construct fully the value network of “Virtual
organization” that covers customers, suppliers、
supplementaries and competitors.
(6)Possess the intangible strategic assets that cover the
essence of distinctiveness (Value-added、Scarce,
unsubstitutive), proprietary(closely embedded within the
organization, difficult for spinning off and transfer),
ambiguity (Inherent, complexity)and scalability
(Interoperating among different business scopes).
(7)There would be different strategies and approaches adapting
to the changes where the organization positions itself at
main stream or niche markets (different evolvement stages
for technology adoption life cycle for the products), as
well as at the mid-upper stream or mid-lower stream value
chains (including the changes of industry’s cycle speed
and trend variation of industry’s vertical and horizontal
structures).
(8)Bearing the “empathy” from customers’ point of view,
review business concepts for the organiztion closely at all
times to ensure that the interest earned for the customers
would be greater than the cost to produce these interests,
as well as adapting to the changes of changing customers’
core needs from the evolution of the product life cycle.
(9)Promote constantly the effective “Innovation” and
“Learning” distinctive ways of doing things, including:
*Applying the concept of treating the “process” equivalent
to ”product”, develop the total brand new process or
borrow non-linear process concept from other industries.
*Surpass the product scope of its own from time to time to
provide customers’ better effectiveness /pricing ratio so
that it may open up the landscape of the future
opportunities.
*Applying the leaverage effect by co-developing the products
with customers, serve customers in a new way of service by
applying the existing information so that the customers’
hidden needs may be further explored and understood.
*Actively learn from instances where the most pleasing
consumers’ experiences prevail to enrich the view toward the
perception of the customers’ experiences.
*By virtue of changing the existing customers’ interests or
applying the insight gained from the customers’ use of
products/services, expand the portfolio of existing interests
combination to enhance the intention of customers’ purchases.
*Pursue the affairs where customers commonly value for to
avoid chasing the strategy convergence within the industry.
Instead, focus to the distinctive approaches where the
customers value could be significantly upgraded.
In summary, a successful organization has to possess the key essence of forward-looking, innovation and learning so that the organization itself could follow the path of “purpose”→”principle”→”people”→”concept”→”construction” and “approaches” as interlinkages to form open dynamic system where it may self organize and improve between the intersection of stability and mobility under the constantly changing dynamic environment. In the end, the whole shall be greater than the sum of the subs and an organic living group with endless energizing capacity shall be formulated.
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