Business Model Innovation Application in Company Transformation─A Case Study of Sanyang Motor Vietnam Company Limited

• Main Authors: Wu-Hsiung Liu, 劉武雄
• Other Authors: 江炯聰
• Format: Others
• Language: zh-TW
• Published: 2016
• Online Access: http://ndltd.ncl.edu.tw/handle/yyjv6y

碩士 === 國立臺灣大學 === 商學組 === 104 === This thesis discusses how a Taiwanese company conducted its overseas affiliate’s business transformation by way of ‘business model’ innovation. Based on the theoretical analysis of “business model” innovation , this thesis takes an overseas affiliate of a Taiwanese auto(mobile) manufacturer as a case of study, and utilizes the author’s personal working experiences in Vietnam and the framework and model of Five Forces, Value Chain of Michael E. Porter and SWOT analysis as analytical tools. The aim is to induce future development strategies and direction for this case of study by analyzing Vietnam’s macroeconomic development, possible transition and trends of its auto industry, so that the case of study can use the conclusion as a base for ‘business model’ innovation and company transformation and reformation. Discovery and conclusion of this thesis includes: 1. The ‘business model’ of overseas operation cannot clone any successful model of its mother company or other businesses directly; 2. A kind of concept of a dynamic adjusting and modifying the business model and resources allocation to an overseas operation is necessary; 3. The overseas operation in developing countries needs to pay special attention to all impacts government policies have on “business model”; 4. “Business model” innovation analytical framework and model provide a quick and simple way for company transformation and reformation, however it should be implemented in a gradual and dynamic manner. Some of the contributions of this thesis are: 1. Providing an actual example as a reference to Taiwanese auto and motorcycle companies for foreign investment or overseas development; 2. Providing the current information as well as the possible future development trend of Vietnam’s economy, trades and auto industry as a reference to Taiwanese companies for any possible investment in Vietnam; 3. Providing a new approach of a modified analytical framework for “business model” – “business model + dynamic analysis structure of business environment and resources” – (basic management background + internal situation, external environment, market competition and resources) → (business model analysis) → (various stages of review on financial outcomes) → (suggestion of modification and adjustment for the management model) → (modification of the “business model” – to be used as a reference for Taiwanese companies for analysis and modification of business model. Suggestions of this thesis: 1. As the rapid economic growth of Southeast Asia, this region is playing a more and more important role in the global economy, in addition, its per capita income is growing and urbanization is also expanding with great demographic advantages. Being both in accordance with the “New Go-South” policy declared by the new Taiwanese government, and in tune with the strong potential in the development of local auto and motorcycle market, Taiwanese auto and motorcycle companies are suggested to pay attention to and consider the possibility of investing in Southeastern markets. 2. Vietnam auto and motorcycle markets are with huge potential and promising future. Taiwan auto and motorcycle makers are suggested to invest in Vietnam and take it as a base to enter the Southeast Asian market. 3. Overseas Taiwanese companies ‘s management does not emphasize business model research nor design, it is suggested to focus more on research of “business model” innovation during the process of overseas investments, so that more flexible and efficient managing methods can be explored and more business opportunities discovered. 4. Think tanks of Taiwanese Government are suggested to refer to the modified analytical model and framework of the “business model” innovation proposed in this thesis when they are directing overseas Taiwanese companies to develop an “eco-system” of an Taiwanese “A Team” cluster (temporarily named “The Business Model 3.0 of overseas Taiwanese companies”) as a way of group competition, and a new strategy as well as a new model for overseas development and deployment in the future.