| Summary: | 碩士 === 國立中央大學 === 高階主管企管碩士班 === 101 === This research first examines the development of China’s converter industry and investigates a case company’s organizational characteristics and business model. The company’s business model transformation in an effort to cope with internal and external environment is then discussed. A SWOT analysis is conducted to identify the company’s critical success factors by assessing its strengths, weaknesses, external opportunities, and threats. Finally given the research conclusions and managerial implications, this research provides recommendations to the case company and the industry as a whole.
The case company in this research is a Taiwan-funded enterprise, a benchmarking enterprise which is strong in research, development, and manufacturing. Since China has a large converter market with average growth rate at 14% annually, major companies from Europe, the United States, and Japan have expanded their presence in China, and the case company is no exception. Despite the fact that the company faced challenges such as threats from competitors and a lack of visibility during its initial stage of development, the company finally becomes the industry’s role model following two successful times of business model transformation.
This research adopts a case study approach along with literature review and senior executive interview to conduct data analysis. Critical success factors of the case company are summarized according to the critical success factor analysis proposed by Rockart. The company is able to grasp opportunities for development in the fiercely competitive market. Its resolute determination to transform the business model enables it to satisfy consumers’ needs. By utilizing internal and external resources, the company continues to develop technical ability within the company for enhancing product positioning while seeking for cooperation with trustworthy partners outside the company to create mutual values. Taken together, these factors enable the company to occupy a niche in China’s converter industry.
This research provides managerial implications based on the business model of the case company and ten business model dimensions proposed by Chen, including "value proposition", "product and service design", "deploy", "core strategy", "organizational design", "revenue mechanism", "wealth potential," "value network", "external" and "core technology".
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