The Growth and Transformation Strategy of Delta Electronics, Inc.

• Main Authors: Jui-Hsien Hsiang, 向芮嫺
• Other Authors: Ruey-Shan Guo
• Format: Others
• Language: zh-TW
• Published: 2017
• Online Access: http://ndltd.ncl.edu.tw/handle/39gqeh

碩士 === 國立臺灣大學 === 商學研究所 === 105 === With the development of personal computer and information technology industry in 1980s, the global power supply industry growth rapidly. Taiwan became the important manufacturing base of electronic assembly due to the low labor costs and supportive policy of the government. During the 1990s, Taiwan had the largest worldwide production of power supplies, and Delta Electronics, Inc. has been the market leader since 2002. Owing to the growing awareness of eco-friendly and power-saving, as well as the slowing shipment of personal computer, Delta leveraged its capabilities and steady profits from power supply units to invest in the new industries which were aligned with its value proposition. With the emerging trends of Internet of Things and Big Data which were applied in smart manufacturing, Delta transformed itself to provide total solution services and began its industrial brand promotion. Delta focused on industrial automation as its key development business, and its sales revenue reached NTD 203.5 billion in 2015 with 9.8% profit rate. This study analyzes the growth and transformation strategy of Delta throught its three different phases by case study method. This research intepretes how Delta become the largest power supplies vendor according to the Five Forces of Competition Framwork, Core Competences, and Strategic Activity System. Hence, base on the view of core competences and Porter’s Corporate Strategy, this study analyzes Delta’s diversification and growth strategy to discuss how Delta has better profit margin than its competitors.