A Study on Transformation Strategy of the Listed Clean Room Turnkey Construction Company

• Main Authors: Chung-Liang Chen, 陳崇良
• Other Authors: 林嬋娟
• Format: Others
• Language: zh-TW
• Published: 2015
• Online Access: http://ndltd.ncl.edu.tw/handle/20657880585141508073

碩士 === 國立臺灣大學 === 會計與管理決策組 === 103 === In Taiwan, the electronics industry no longer grows sharply and the number of new factory construction cases has gradually decreased. Therefore, this paper uses T Company, a listed clean room turnkey construction company in Taiwan, as case study to explore how the companies specialize in clean room turnkey construction adopt a series of activities to develop transition strategies that are suitable for their own conditions. The protocol of the overall transition strategy focuses on complementarity and enforceability. Complementarity means how to intensify and effectively integrate different activities; enforceability means that besides planning the development direction, actual practices are proposed to realize the strategies. The results showed that most listed construction companies with financial soundness in Taiwan can reach net profit of over 20%. To develop long-term customers, the construction companies need to develop new projects regularly to maintain the revenues of the companies regardless of the business cycles. Thus, compared to the new construction projects of public works and the technological plants, residential and commercial buildings are more suitable as future business focus for T company. In addition, 60% of the buildings in Taipei City are aged more than 30 years ago, thus, urban renewal cases have advantages in safety promotion and quick improvement of housing quality. Hence, urban renewal is the future trend, and T company should consider entering this market at an early stage. In the aspect of building maintenance and management, the intelligent buildings emphasizing safety, energy conservation and comfort have gradually become the mainstream of new buildings. However, in Taiwan, there is no large maintenance and management company with the sufficient scale and the technical capacity to integrate carious electromechanical facilities. It is suggested that T company should focus on four types of buildings, namely, high-end buildings, commercial buildings, super high-rise buildings and technological plants, and provide diverse and innovation services to create service differentiation. It has potential to become the leading electromechanical service company in Taiwan. In terms of specific practices, the following suggestions are proposed: 1) engineering: procurement based on economy of scale, value engineering proposals, avoid using distributors, form alliance with suppliers, improve planning, and IT works, organizational restructuring, and create the competitive advantages of cost and quality in the new market; 2) maintenance and management: acquire licenses and certificates, form alliance with equipment suppliers, create advantages in instruments and equipment, establish the energy-saving technology center, and construct the remote monitoring platform, so as to create differentiation; 3) collaborate with the financial, technical , services, and sales departments to create more competitive advantages. Finally, the overall strategy can be analyzed and summarized with strategy diamond model to verify its integrity.