| Summary: | 碩士 === 國立臺北大學 === 企業管理學系碩士在職專班 === 95 === Due to the internationalization and rising importance of China market, Taiwan is constantly focusing on developing more slim and compact electronic products. Improvements in mass production technology, efficiency, and quality have lead to higher volume and more varieties of electronic products. The roles of “bank” and “warehouse” played by semiconductor distributors to bridge makers and users are becoming more important than ever. In response to the rapidly changing market, business model of electronic industry has changed from fewer varieties of products with small volume to more varieties of products with large volume. As a consequence, makers in the industry are getting bigger. The urgent topic for semiconductor distributors is to figure out a suitable strategy to stay in this rapidly changing market.
Using Sunnic Technology & Merchandise INC. as a case study, this study aims to find out how a company could successfully adopt new business model to adapt the new business environment? What are the key factors for such a success and how each factor affects the new business model adoption? Since a case study model is employed in this study, company documents, file archive, and interview dialog are the main data sources. Organization of this study is as follows. We first analyze the market of semiconductor distribution industry in Taiwan. We then present background of the focused company, Sunnic Technology & Merchandise INC. and analyze the external environment that causes the focused company to adopt new business model, followed by how the focused company has changed from a semiconductor distributor to an electronic technology company aiming at the field of“Digital Home”. We then employ qualitative research method to examine external environment, industry structure, competition, trend, and technology of the leading firms of the“Digital Home”industry.
Base on the characteristics and trend of the“Digital Home”market,this study uses SWOT analysis to pin down what are the opportunities and threats awaiting the focused company. We then suggest the focused company should enter to the“Digital Home”market through its core technology, i.e. CCTV. The focused company should then to form alliance with other technologies in“Digital Home”, integrate all of the alliances’technologies, and to adopt marketing strategies for co-marketing activities and co-branding for promotion. Through the above,the focused company should have a chance to successfully transform itself from a semiconductor distributor with fierce competitive environment and little profit into an electronic technology company in the prospective market of “digital home”.
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