The Transformation Strategy to the Emerging Industry of Small and Medium-Size Enterprises-a Case Study of L Company

• Main Authors: CHIN-HO CHEN, 陳金鶴
• Other Authors: Yau-Ren Shiau
• Format: Others
• Language: zh-TW
• Published: 2011
• Online Access: http://ndltd.ncl.edu.tw/handle/exyqz9

碩士 === 逢甲大學 === 經營管理碩士在職專班 === 100 === Surrounded by the constantly changing business environment in the world, the entrepreneurs of small and medium-sized companies are required to have a sharp-witted observation skill, to construct a visionary operating strategy, and to create continuative energy for the company. According to the report of Ministry of Economic Affairs in 2011, over fifty per cent of small and medium-sized companies which had been run for ten years were eliminated through competition. Hence, to solve the difficulties, the entrepreneurs must reshape the competitive advantage through transformation strategy. This study quotes real case in the content to probe into the chance of small and medium-sized companies’ transformation into the emerging industries and to explore their key success factors. In addition, this thesis comprehends the process in which the case-company successfully transformed from the thick film screen printing industry to the passive components industry by citing the SWOT Analysis and the Michael Porter’s Five Forces Model. This research summarizes the succeed transformation strategy via studying innovative invention, manufacturing techniques, and marketing management and provides suggestions to improve the operations strategy for the case-company. The case-company is now vertically integrating between the self-owned machines and related consumables in the industry, horizontally cooperating with suppliers and customers to create the competitive and advanced equipments worldwide, and extending the manufacturing process into related supply chain industries in order to expand the business scope in the future.