New Business Development within a Mature Organization: A Case Study of L Group

• Main Authors: I-Ta Tsai, 蔡易達
• Other Authors: 吳學良
• Format: Others
• Language: zh-TW
• Published: 2019
• Online Access: http://ndltd.ncl.edu.tw/handle/5htd7e

碩士 === 國立臺灣大學 === 國際企業學研究所 === 107 === “Innovate or die." It has been regarded as a truth by the business circles. The process of innovation is full of risks, uncertainties, and setbacks. In the process of new business development also need to pay a lot of learning costs, such as poor financial situation, lack of competitiveness in the beginning, and market demand is not strong. If the enterprises keep executing in any old way, it will move towards recession and finally be eliminated by the industry. This phase-out situation is even more likely to endanger the mature enterprises that originally stably earn profits. With steady profits and the business growing, it is important to think about the coming of a possible recession to take advantage of the moment for transformation. This study takes the L Company (LCM), which was founded in 1968 in Changhua, Taiwan. The enterprise started from molding, it has been the ODM/OEM for global customers to help them develop and manufacture various types of molds. After half a century of efforts and creation, L company has grown from a local company to a global enterprise. Now it began a new business on the smart lock to seek for its 2nd curve on top of its mature business. This study conducts a case study on Company L intending to understand how it develops the new business beyond mature ones. There are three findings and conclusions of this study below: First of all, deepen cultivation in the mature business is the foundation of and path dependence of new business. Secondly, the positive and supportive leadership to an ambidextrous organization is the key to transform the traditional manufacturing company into a global enterprise with both hardware and software capability. Thirdly, innovate or die. Exploration is a part of the cause of innovation. Social-emotional wealth is the driving force of the second growth curve in a family business.