The Study of Competition Strategy and Business Model in Information Service Industry: A Case Study of S Corporation in Taiwan

• Main Authors: Chan, Yi-Cheng, 詹伊正
• Other Authors: 蕭中強
• Format: Others
• Language: zh-TW
• Published: 2015
• Online Access: http://ndltd.ncl.edu.tw/handle/4mqmu6

碩士 === 國立臺灣師範大學 === 高階經理人企業管理碩士在職專班(EMBA) === 103 === In information service industry, trading patterns between hardware and software vendors, distributors (or product agent) and customers are not standardized. Distributors must build up relationships with clients and suppliers for further transaction behavior. Therefore, how to deal with upstream suppliers, in response to downstream distributors or customers is an important issue. Link between upstream and downstream industries can reduce transaction costs and increase profit. Distributers not only compete with each other in order to protect their own interests, but also work together with each other to create more value in the market. Partners may become a competitor in the future, verify the quote in Britain: “Britain has no permanent friends, nor permanent enemies. She has only permanent interests." In information services industry, distributers were often subjected to the suppliers, facing the challenge of sudden termination of contract, and other competitors’ dynamic competitive relationships, it’s not easy to meet the challenges and demand of growth. In this research, using exploring case study method, we can find out the conflicts and challenges a distributor is facing while being in the interest competition between vendors and resellers. By proposing industry value chain and rebuild strategy mindset, using corporate resource advantage, building adaptable organization and resource distribution, leveraging ecosystem partners, a distributor may realize a scalable, permanent profitable model, achieve the goal of sustainable development.