| Summary: | 碩士 === 國立臺灣大學 === 臺大-復旦EMBA境外專班 === 103 === This thesis pinpoints the urgency as well as strategies and tactics of value creation of an enterprise, hoping that by analyzing the case company—TUL, a VGA card company, would bring more insights to the creation of value-based strategy and its practical applications.
The VGA industry is characterized by high volatility and very short product life cycle. Price competition is a common way of competition, which causes business loss for almost all player. From 2010 onward, VGA card market was gradually shrinking due to the rising of various smart handheld devices. The case company was under unprecedented pressure of survival and threat casted by PC market in an already difficult business situation. How to secure a position in “red ocean” and find a new “blue ocean” becomes a critical challenge to the case company, which motivate the present thesis.
Facing both internal and external threats, the case company found feasible ways of value creation by effectively using the limited resource to new segments. The case company leverages its past experience and advantage as strength to new industry segment and successfully turns on the business results.
The case has been discussing how to stay vigilant and capable for the example company which in a rapidly changing industry and short product life cycle? How to leverage the exist resource to create value and reposition itself in the industry? With the example company, the research would show a strategy and tactics to achieve its blue ocean exploration and reach another peak.
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