| Summary: | 碩士 === 國立臺灣科技大學 === 工業管理系 === 97 === Personal Computer(PC) business had stepped in mature period since 2000. More and more first-tier companies had tried to gain or retain its market share by reducing the pricing, which makes second-tier companies increasingly lose their market share and being forced to change business direction. DFI is a good example of being a second-tier company striving to find the way out during this difficult time. After six-year efforts in transition, DFI ends up surviving and establishing its leading position in the new area – IPC (Industrial PC), which is known as the greatest role model at that time.
This study is aimed to research how the enterprise reacts to crisis when facing the business environment that is deteriorating. This research points out why DFI had have to change its business direction to Industrial PC and how DFI successfully established its position in this industry by booming its profit from EPS 0.78 to EPS 5.56 within just six years.
The first step in this study is to investigate the development of PC and IPC industry over the past few years, learning how DFI made decision and strategy when facing the crisis by interviewing the witness and how key mangers overcome obstacles and difficulties during the transition. Second step is to look into what the connection is between DFI’s successful transition and the change theory by collecting the articles that media reported about DFI and the financial statements.
The study result concludes that a corporation would be able to successfully make changes steps by steps in compliance with the eight-step in the change management. However, before that, the corporation must evaluate its conditions, employee engagement, humanity condition, checking whether CEO’s determination to change and the organization culture may match up certain industry characteristics, which would decide whether the changes work will succeed or not. CEO who tries to make changes must consider above questions carefully before taking action.
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