A Study on Horizontal Integration for Case Company U

• Main Authors: Chuang Hung, 洪粧
• Other Authors: HSU, EN-TE
• Format: Others
• Language: zh-TW
• Published: 2017
• Online Access: http://ndltd.ncl.edu.tw/handle/ee67e5

碩士 === 東海大學 === 會計學系 === 105 === An overview of international acquisition statistics and Taiwanese acquisition laws regarding the number of acquisitions and financial values show that as corporations achieve sustainable operation, they actively use external cooperation partnerships to improve their own competitiveness. This research attempts to understand, explore and analyze the synergies stemming from case study company’s strategic alliance to horizontal integration. The integrated cases in the case study company will provide small firms a reference in business model transformation. The case study company in this research needed to unify purchasing and thus created a strategic alliance. They are the only company in the Taiwanese wood industry to achieve horizontal integration, they are also the only company to have achieved a four-in-one integration. Through interviews, data collection and scholarly research, this research will explore their motivation for horizontal integration, the discussion topics in the integration process and the value created from integration. Through in-depth interviews with key personnel, data collection and scholarly research, it was found: The case study company’s motivation for horizontal integration uses the coopetition strategy to achieve a change in “Operating Style” and “Management Process.” Discussion topics in the horizontal integration process meet the value net analysis’ method of finding cooperation opportunities using competitors’ complementary skills. Horizontal integration created four facets of value in corporate growth strategy: (1) Financial Facet: Increase in value, economies of scale and management regulations created a growth in income, financial investments strengthened and costs were reduced. (2) Customer Facet: Transformed from a range of services to specific services, assorted suppliers allowed customers to change and created opportunities for cost reduction. (3) Regulation Facet: Economies of scale created management regulations and the ability to internally control the scope, this laid the foundation for sustainable operation. (4) Education Facet: Personnel and issues were enabled better growth through separation of work into specific areas. Employees better understood the opportunities for advancement, results were evident in new-hires and employee retention.