| Summary: | 碩士 === 國立臺北科技大學 === 工業工程與管理系EMBA班 === 105 === In the past two or three decades, the optical glass lens producers in Taiwan, as a part of precision optical components industry, have their business mainly from OEM orders of digital and monocular cameras from Japanese-brand companies. In latest 10 years, the market of digital cameras has been shrinking, as consequences, some optical glass lens producers started to produce optical plastic lens or moved their production to Peoples Republic of China (PRC) to compete with plastic lens by reducing cost. However, the effects of these strategies are doubtable.
The business environment in PRC has been changing in recent years. Labor cost grows each year, and the production cost gets higher and higher. On the other hand, it requires full-experienced worker to assemble optical lens and maintain a high yield rate; inexperienced worker caused extra cost. Taiwanese companies expectations of lower costs have not been realized, only the deficit keeps growing.
Taiwan has been in recession for almost 10 years, many small and medium size enterprises, even grand producers, were put out of business. Each remaining companies and industries are working hard to create new products or change business models, hoping to survive the critical situation by reform. This thesis focuses on the example of "S Company", including analysis of its upper-stream sources and reinforcement of long-term customer relationship. S Company adopted the strategy of incorporating customers in production process that based on resources of low-cost production and develops advantage optical glass lens products. The successful experience has established the companys strategy for development in next 10 years.
Other than producing optical glass lens for customers, S Company plans to design advantage products of lens modules for projectors, car accessories and automatic detection equipment, based on their experiences on integrating optical lens industry pipeline. S Company plans to face the customers brand directly and multiple their product categories, extend their reach to new market. This thesis emphasizes on analysis and examination of business strategies and advantage enforcement policies of S Company, in order to find out key factors of their success that might be adaptable for other companies in similar situations, and to reduce the possibilities of failure within the process of reform.
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