Exploring competitive strategies of a touch panel company through 8 Cross Business Model

• Main Authors: Mei-Hsuan Huang, 黃美瑄
• Other Authors: Kang-hung Yang
• Format: Others
• Language: zh-TW
• Published: 2015
• Online Access: http://ndltd.ncl.edu.tw/handle/2846m5

碩士 === 中原大學 === 工業工程研究所 === 103 === This study was focused on touch industry, including the products classification, application and market in-depth study. Besides, we observe the changes in this industry and how to face the challenges which come from the red supply chain. Since the products are often varies with the evolution of technology, If the company can not stay ahead of the technology, it will escape the fate of being eliminated. At this moment, the challenges these companies face not only touch technology, and more on cross-industry, cross-country, and even government policy intervention and so on pressure. So how to win? Who can win? It has been the subject of all investment institutions, the research team of great interest. This research is to the H's case, study the situation and how to get out of this industry unique way to win, but also expect to find a new blue ocean of H Company. This study will be the internal environment, "8 ten business model", the external environment PETS and five forces analysis techniques, the relevant political, economic and social environment comprehensive analysis. And "8 ten business model" to discuss the status of the company and the future, make systematic adjustments to their existing business models to the elaboration of concrete and effective response to countermeasures. The results found that the case affected "red torrent supply chain" and the oversupply of, so that the original "ten" policy target word produced a change in the four vertices; response to a new situation, the need to adjust the four lines connecting vertices represent the implementation of response : (1) H company and its mother group must be vertically integrated, use of group relations, to find the key to the vantage point sufficient leverage to the maximum value of the Group. (2) The need to include the integration of key resources, technical capacity included touch panel production capacity, bonding technology capacity, the ability to be assembled into the finished master and source of. (3) integrated service delivery model of the future value added processes, eliminates the need for intermediate repeated processes, such as re-apply the existing timely feedback of computer software, customers will be able to fully grasp the product schedule, timely dispatch, motorized adjustment of different product lines in response to the different markets of the value proposition. (4) through vertical integration, introducing new service models, profit comes from the touch panel will not only sell, but expansion to assemble finished products and semi-finished products revenue, further improve the H company's profitability.