| Summary: | 碩士 === 國立臺灣大學 === 國際企業學研究所 === 94 === After decades of development, the IT industry in Taiwan has become more available to everyone and yet more sophisticated at the same time with regards to its scale and application. In terms of hardware, Taiwan has become one of the top five manufacturing countries in the world; the IT industry of Taiwan also has gained competitive advantages in the Chinese language markets in the software sector. The combination of these two factors has also brought about the development of the entire IT service industry in the country. However, economic growth in the country has slowed down considerably in recent years, and the fact that industries are moving abroad in response to global competition has had negative impact on the development of the domestic IT service industry, which in turn has affected the operation of the distribution companies of enterprise IT system product.
This present study attempts to answer issues such as how enterprise IT system product distributors should select their strategies to gain a competitive edge and determine the critical elements of success and business models adopted by major players in the distribution sector for enterprise IT system product in Taiwan. In short, this study was carried out in the hopes of providing suggestions on ways of operation in the future for the distributors of enterprise IT system products.
This study will begin by discussing the present situation and the structure of the IT service industry and then determining the key successful factors of various types of distributors by applying value chain analysis within the industry. We will then provide a strategic group analysis based on the key successful factor. Based on the operational data of major IT distributors that are listed in the Taiwan capital market, our study identified different business models that have been adopted by different distributors and further analyze their operating performance by examining the different strategic directions such as market shares, product lines, cost orientations and increasing added value. Finally, the study pinpointed the mobility barriers that were hindering movements between the groups. Implications of findings are discussed.
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