A Case Study on the Business Model and Transformation of a Handset Manufacturing Company

• Main Authors: Ming-Chun Chang, 張敏君
• Other Authors: 李吉仁
• Format: Others
• Language: zh-TW
• Published: 2008
• Online Access: http://ndltd.ncl.edu.tw/handle/56513241727252963138

碩士 === 國立臺灣大學 === 國際企業管理組 === 96 === As profit margin becomes slim, how to create value through establishing a blue ocean strategy has been a management mandate for almost every electronics companies in Taiwan. Based on a real case, MI, this research explores factors that determines a successful transformation of MI from a subcontracting manufacturer to a company moving toward global branding. This thesis first discusses the industry characteristics and founding conditions of MI with a special emphasis on its entry into smart phone sector which was an insignificant sector in the overall handset market. Due to product focused strategy and excellent engineering capabilities developed through ODM businesses, MI builds up its competence architecture and competitiveness. With increasing competition, MI gradually leverages such a competence to own-brand market through collaborating with telecom operators in the global market. Such a strategy redirects MI from a production- oriented globalization to a brand-oriented globalization, a change which requires MI to go through organization transformation in the following aspects: 1. Branding: How to develop own brand without cannibalization with the existing telecom operator and ODM model; 2. Sustaining Strategic Competence: How to sustain competence to keep the leadership in smart phone business segment; 3. Transnational organization and management: How to build an effective Head Quarter function to integrate global operation from sales, marketing , financial and human resource.