The Strategy of Value Innovation

• Main Authors: You-ciang Wang, 王宥瑲
• Other Authors: Chiung-Ju Liang
• Format: Others
• Language: zh-TW
• Published: 2009
• Online Access: http://ndltd.ncl.edu.tw/handle/75850705787319023152

碩士 === 國立臺灣科技大學 === 財務金融研究所 === 97 === Under the globalization management environment, the development and change of high-tech industry are extremely fast, which caused the domestic industry’s core activities facing the threat of structural change. To avoid the elimination from competition, domestic enterprise may imitate the existing successful business model, cultivate own core competence aggressively, keep innovating and developing, and create a new value and new market. To make sure that the value creation and value innovation succeed, enterprise must meet the consumer demand for economy of scale. In order to achieve this goal which is expanding the consumer scope and maintaining the existing consumer quantity, some innovation strategy can be followed. The company should take its own core competence as the foundation, realize each kind of innovation and know how to utilize, so that the industry may have the chance to create or discover the blue ocean. Moreover, enterprise can take the noted company as the leadership to learn how to raise the brand reputation and pursue the principle of business continuity. Related brand name companies in the PC industry are looking for the different competitive advantage in the critical time. Such as Asus or Acer, they are working continuously on vertical integration, horizontal work delegation, or merging and acquisition of the competitors in the attempt to expand the market share. This study takes Acer as the sample to discuss the integral innovation strategy analysis by the core competence and value creation process. We examine cases in this trend of crisis and opportunity. 1. How to utilize the price-benefit positioning map to orientate own product, and compare to main competitor’s product. According to this concept, enterprise can find what product position customers like and what price customers can afford. 2. Drawing a strategy canvas which is the central diagnostic and action framework for building a compelling blue ocean strategy. The horizontal axis captures the range of factors that the industry competes on and invests in; the vertical axis captures the offering level that buyers receive across all these key competing factors. The main purposes including: Firstly, it captures the current state of play in the known market space. This allows you to understand where the competition currently invests and the factors that the industry competes on. Secondly, it propels you to action by reorienting your focus from competitors to alternatives and from customers to noncustomers of the industry. 3. Taking the Acer case as lead user, domestic enterprise will learn how to create its own value, and how to strength the brand value and find the new market space to create the company's largest shareholder interests.