Looking at the comparison of carious IPC business models from the viewpoint of Value Chain

• Main Authors: Chad Lee, 李傳德
• Other Authors: 朱博湧
• Format: Others
• Language: zh-TW
• Published: 2005
• Online Access: http://ndltd.ncl.edu.tw/handle/67321158086085940642

碩士 === 國立交通大學 === 管理學院高階主管管理碩士學程 === 93 === Taiwan’s industrial PC (IPC) industry has been in existence for nearly 20 years, and evolved now into the mature stage. Statistics released by Pan-Asia Cultural Center shows that there are currently over 112 companies in the line. As its name implies, IPCs are specifically designed for both industrial and enterprise use, not for personal use. They are all IPC suppliers but their profiles from resources, capabilities or technologies are very different from one another. As I have been in this field for over 10 years, knowing the ins and outs of these companies is my expertise. The analysis of the comparison of these companies categorizes the IPC firms by the expenditures of the employment of sales/marketing and R&D personnel, and production facilities. The analysis is based on the 8 companies that were listed on the Taiwan Stock Exchange before 2001. When it comes to revenues, even Taiwan’s No. 2 to No. 5 companies together cannot match with those of Advantech as the latter is wholly equipped with well-established human resources like R&D, marketing and production. Moreover, it has a sophisticated R&D team, good production facilities in Kun Shan, China, and owns the brand name. Financial reports on these 8 companies in 2001, 2002 and 2003 have been collected. They were compared with those of Advantech from various perspectives of strategies, profitability and growth. Conclusions of the analysis are as follows: 1.IPCs are supplied to customers with integrated services. The difference in the degree of integration has to depend on the capability of each enterprise. Some specialize in boards while the others in system integration. Thus, different integrated services are offered in accordance with individual firms’ capabilities. 2.Concentrating on enterprises’ resources is what strategy really means. If a firm’s resources or capabilities cannot be properly developed, the firm should give up, instead of changing the proportion of the concentration of the resources, and business models. 3.Focusing on R&D is the key, especially the scale of enterprise is small in the IPC industry.