| Summary: | 碩士 === 國立中央大學 === 財務金融學系碩士在職專班 === 98 === As the analog age draws to a close, ushering in a new digital era, the sale of digital televisions is expected to grow by leaps and bounds. Global digital device manufacturers are devoting an enormous amount of effort competing for a share of the expanding digital market. In Taiwan the Set-Top-Box (STB) industry is not large enough to meet the rising demand. Furthermore the supply is commonly manipulated by well-known brand manufacturers. The manufacturers that can survive in such a competitive environment must subscribe to particular business models to succeed.
Using Value Network analysis, this thesis examines Company P’s internal value creation system and its external factors, and further explores Company P’s innovative strategies for the business model and the effects on the business model after implementing the strategy. Our research found that there is steady growth and synergism between Company P’s internal value creation system and the relationship among business-related people. Therefore, there is also sufficient flexibility for strategic choice should the external environment change. Our research also finds that from 2002 to 2009 Company P engaged in business model innovation three times, accelerating "vertical integration, cross-strait labor division,” "from low-level change into high-level,” and seeking “cooperation instead of competition." The business scale of Company P has increased significantly. This business model has evolved into an operational framework with logistics management flexibility and rapid response capabilities.
Finally, for Company P and other related businesses in Taiwan, the recommendation in this research is to (a) train the MPEG software personnel, (b) gain brand popularity in the wide mainland China market, (c) construct different business models in accordance with regional market localization, and (d) gain competitive advantage by seeking cooperation instead of competition.
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