The Sustainable competitive advantage of publicly-listed companies in Taiwan－The Case Of Hon Hai Precision Corporation

• Main Authors: Waiting-ting Chen, 陳威廷
• Other Authors: Chiung-Ju Liang
• Format: Others
• Language: zh-TW
• Published: 2007
• Online Access: http://ndltd.ncl.edu.tw/handle/93qubp

碩士 === 國立臺灣科技大學 === 財務金融研究所 === 95 === In the face of globalization, regional economy and materialization of global division of labor, enterprises have to place functions such as manufacturing, R&D, Sales and marketing, logistics and after services in proper locations based on allocation of global resources. Enterprises in Taiwan’s electronic industry have grabbed this tremendous opportunity to become one of the major players in the world, one of which is Hon Hai Precision Industry Co. Ltd who has made its way to Taiwan’s biggest private manufacturer through unique business model and merger & acquisition Hon Hai Precision Corporation was founded in 1974 and become the leading ODM/OEM supplier of IT gears for super brand names such as IBM, Apple, Sony, and, Nokia, with strategic manufacturing operations in China, the United States, and Europe. Hon Hai has always selected its target market and has prepared, in advance, for its new core competences accordingly. Hon Hai was used as a case to demonstrate the model of long term evolution of core competences. In this study, information is found that economy of scale, global network, flexible production, vertical integration and strategic alliance. This research will investigate the business strategy and core competence of Hon Hai, as well as its competitive strategies, which have led Hon Hai in its transformation from a small company to a significant player in the global IT market. I wish all above findings support there should have a model of best pratice be generated for all the subject companies or similar industry reference.