Business Strategy Analysis of Taiwan IT Industry - The Case of A Corporation

• Main Authors: Hu, Su Pin, 胡書賓
• Other Authors: 李易諭
• Format: Others
• Language: zh-TW
• Published: 2017
• Online Access: http://ndltd.ncl.edu.tw/handle/z7bf8u

碩士 === 國立政治大學 === 經營管理碩士學程(EMBA) === 106 === The global information industry is entering a new era of technology paradigm shift. The personal computing industry dominated by WinTel has been gradually declining. However, the new generation of megatrends surrounding mobile computing, cloud computing and high performance computing is surging. Several representative fields that include evolving Smartphones, Virtual Reality, Augmented Reality, the Internet of Things, Cloud Computing and Artificial Intelligence are all about changing the way people live and work, simutaneously creating new opportunities for industry. This thesis researches the business growth strategy upon Taiwan's information industry under the circumstance of environmental change as mentioned above. By reviewing Ansoff's growth strategy model, product life cycle theory, dynamic core competence theory, value innovation, merger & acquisition, and diversification, supplemented by examples of Apple's growth strategy, as well as studying the development trend of subdivided products and growth data projections, we propose the growth strategy recommendations for the research case A company and Taiwan's information industry confronting the threaten and opportunity coexistence brought by the old and new technology paradigm shift. They include : I. Adjust the focus of resources to reduce the PC product line, focusing on resources for the high growth areas of gaming computers, ultra thin NB, 2-in-1 NB and cloud server, making precise product and market strategies, in order to master the growth opportunity of PC evolution. II. Enhance the innovation pattern, expand from product innovation to service innovation and operation innovation, so as to grasp the big opportunity of VR, AR, Cloud and AI. III. Actively adopt strategic alliance, mergers and acquisitions to rapidly establish the required new core competencies of operating the diversification business of VR, AR, Cloud and AI. Furthermore, the key successful factors of these strategies are analyzed.