| Summary: | 碩士 === 銘傳大學 === 管理學院高階經理碩士學程 === 93 === In recent years, the rapid development of the notebook industry has placed Taiwan as the world''s number one notebook PC maker. Since the capacity of the manufacturing of notebook PC makers has expanded greatly, over-supplying has become a serious problem. International PC companies have kept pressure on the notebook PC makers to lower manufacturing costs in order to increase their profit margins. Due to this situation, Taiwanese notebook PC makers gross profit is been slipping in successive quarters. The dominative notebook PC makers have managed to avoid the decreasing gross profit issue under the intense price-cutting wars due to their large operations. Because of this, the notebook industry has become an arena where only the largest survive. The non-dominative notebook PC makers are being squeezed out, and their business situation is becoming more and more desperate. Facing with such intense competition, how should the non-dominative notebook PC makers manage their resources in order gain a sustainable competitive advantage? That is the motive of this research.
This research will use resource-based view and case study method. After organizing secondary industrial data and expert analysis, this research will look for the resource gaps of the non-dominative notebook PC maker. In addition, it will research how the non-dominative notebook PC maker should handle the intense competitive pressure from the dominative notebook PC makers and others non-dominative notebook PC makers and present the results for company''s strategy development reference.
This research has three main conclusions:
1. Non-dominative merchant can strengthen the cohesiveness of team members to increase the effectiveness of the department.
2. Non-dominative merchant can improve the process and organization of their quality assurance department in order to raise the quality of the products and to complete failure analysis with formulated solutions quicker.
3. Non- dominative merchant can efficiently utilize key resources along with the aid of technological core ability from leading suppliers, to secure niche markets and reduce the pressures exerted from the dominative merchants.
|
|---|
