Under the guidance of Digital Economy,the Way of how to estabilish the model of continuous growth for Taiwanese Electronics Information industry-taking the example of Scan Converter and TV Tuner industries that currently reside in small nitche market

• Main Authors: MiaoSheng Lee, 李淼盛
• Other Authors: 郭瑞祥
• Format: Others
• Language: zh-TW
• Published: 2001
• Online Access: http://ndltd.ncl.edu.tw/handle/83002498156239561058

碩士 === 國立臺灣大學 === 商學研究所 === 89 === The main objective of this thesis is to explore the way of how Taiwanese Electronics Information industries to establish the model of continuous growth under the guidance of Digital (Networking/Knowledge) Economy. The focus of the research is aiming at the decomposition to the main subsystems and the integration of overall system for the business operation model. The research viewpoint lies at the basis of construction of the future while simultaneously pull retroactively the timeframe back to the present, accompanying by applying the key elementary infrastructures (Electronics-Business), tools( EVA, Process Re-engineering) and methods (Technology Adoption Life Cycle, Industry Cycling Speed, Innovation and Entrepreneurship management) in order to achieve the reconstruction of the overall industry. The research approach is applying the qualitative, explorative ways as well as the case study plus the in-depth interview to accomplish the following purposes: (1)Explore the ways of how the Taiwanese companies within the Electronics Information industry to seek for the repositioning of the value chain, that is: ‧How to evolve from small riche market to the main stream market; and ‧How to evolve from OEM/ODM oriented mid-lower stream value chain to the mid-Upper stream value chain or forward the Sales/Marketing oriented Value Chain with higher added value. (2)Explore the way of how the Taiwanese companies within the Electronics Information industry, under the guidance of Digital (Networking/Knowledge)Economy, to establish the distinctive model of success mainly driven by key inner drivers of forward-looking, innovation and constant learning. According to the conclusions of this research, the successful organization should possess the following capabilities: (1)It should possess the prosperous living forces. All members should reach full consensus in regards to the “Being” of the organization. Starting from the clear definition of “purpose” of the organization, it stretches out toward the setup of “principles”, while calling up and assembling a group of “people” in possession of the common belief and core value, to focus into the “Concept”, Lastly, “Construction” and “Approaches” have been established to form a complete vivid living organization as a whole. (2)By virtue of “Strategic Intent” (“Heart” of organization) in essence of “Forward-looking” to cover the period of 20-30 years, under the guidance of “Foresight” (“Eyes” of organization), establish the ” Strategic Architecture” (“Brain” of organization) to clearly identify the overall direction of period of 10-15 years to develop the “Core competence” (“Soul” of organization), while simultaneously apply means of resources leverage and of stretching utmost to the maximum extent (“Hands & Feet” of organization) in order to attain the grand target of “Imagineering Future” for the organization. (3)Diffuse the “Innovation” mindset throughout members of organization and “internalize” it as part of the corporate culture, while simultaneously inspire each member to explore and establish the distinctive business model to offer the customer the best tangible benefits in the form of“externalization”architecture. (4)By virtue of “Core competence” covering both of core technical capabilities and core processes as main theme, develop highly venturing imagination to construct “core product platform”. Further on, apply the products imagination to extend toward the target market of the final products covering the products of its own brand and OEM/ODM businesses. By doing so , it may well capture the “Strategic Economy“ advantages which cover the “Focus”、”Scale” and “Scope”, as well as “Strategic Flexibility” advantages that cover the “Portfolio breadth”、”Operating agility” and “Low Break-even point”. (5)Construct fully the value network of “Virtual organization” that covers customers, suppliers、 supplementaries and competitors. (6)Possess the intangible strategic assets that cover the essence of distinctiveness (Value-added、Scarce, unsubstitutive), proprietary(closely embedded within the organization, difficult for spinning off and transfer), ambiguity (Inherent, complexity)and scalability (Interoperating among different business scopes). (7)There would be different strategies and approaches adapting to the changes where the organization positions itself at main stream or niche markets (different evolvement stages for technology adoption life cycle for the products), as well as at the mid-upper stream or mid-lower stream value chains (including the changes of industry’s cycle speed and trend variation of industry’s vertical and horizontal structures). (8)Bearing the “empathy” from customers’ point of view, review business concepts for the organiztion closely at all times to ensure that the interest earned for the customers would be greater than the cost to produce these interests, as well as adapting to the changes of changing customers’ core needs from the evolution of the product life cycle. (9)Promote constantly the effective “Innovation” and “Learning” distinctive ways of doing things, including: *Applying the concept of treating the “process” equivalent to ”product”, develop the total brand new process or borrow non-linear process concept from other industries. *Surpass the product scope of its own from time to time to provide customers’ better effectiveness /pricing ratio so that it may open up the landscape of the future opportunities. *Applying the leaverage effect by co-developing the products with customers, serve customers in a new way of service by applying the existing information so that the customers’ hidden needs may be further explored and understood. *Actively learn from instances where the most pleasing consumers’ experiences prevail to enrich the view toward the perception of the customers’ experiences. *By virtue of changing the existing customers’ interests or applying the insight gained from the customers’ use of products/services, expand the portfolio of existing interests combination to enhance the intention of customers’ purchases. *Pursue the affairs where customers commonly value for to avoid chasing the strategy convergence within the industry. Instead, focus to the distinctive approaches where the customers value could be significantly upgraded. In summary, a successful organization has to possess the key essence of forward-looking, innovation and learning so that the organization itself could follow the path of “purpose”→”principle”→”people”→”concept”→”construction” and “approaches” as interlinkages to form open dynamic system where it may self organize and improve between the intersection of stability and mobility under the constantly changing dynamic environment. In the end, the whole shall be greater than the sum of the subs and an organic living group with endless energizing capacity shall be formulated.