高科技Apple 蘋果公司及傳產衛浴成霖集團破壞式創新個案研究

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题名:	高科技Apple 蘋果公司及傳產衛浴成霖集團破壞式創新個案研究
作者:	鍾啟川;Chung,Chi-chuan
贡献者:	高階主管企管碩士班
关键词:	破壞式創新;克里斯汀生;蘋果公司;disruptive innovation;Christensen;Apple
日期:	2014-07-02
上传时间:	2014-10-15 15:30:33 (UTC+8)
出版者:	國立中央大學
摘要:	台灣是以製造業發展起家，許多企業長久經營，均以製造業思維來思考產業的未來。現今的企業經營環境已不復以往，在以往傳統經營環境下的企業通常面對高度同質的競爭者，彼此的獲利模式相似，因此若企業競爭力不佳，只要努力一點，價錢低一點，可能還可勉強下去。但如今身處多變的全球化網路經濟時代，競爭者可能不是和你做同樣產品的人，甚至可能是全新的技術出現，或新的商業模式就把你的產業淹沒了。如 iPad殺了Kindle；touch panel 殺了手機按鈕製造商。淘寶的餘額寶搶了銀行業務。在這多變的時代，企業主已很難發現未來你的競爭者是誰。因為新技術或改變原有市場規則的新營運模式出現，一個產業可能就此消失。本研究解析了有關創新的幾個學術理論，其中最重要的就是克里斯汀生「破壞式創新」，並以高科技蘋果公司及傳統產業成霖集團英國PJH公司為個案，來驗證破壞式創新的理論。並得出結論：破壞式創新與企業的規模大小無關，真正的關鍵在於企業的資源、流程和價值觀。蘋果公司及PJH公司就是最佳範例。未來是網際網路、智慧移動裝置和雲端運算等技術整合的時代，未來產業供應鏈將變成多向性的價值體系，消費者將從中取得服務並獲得滿足。若台灣的企業還是只想以規模化生產或以水平展開分工、達到成本下降的企業策略。當新的產業浪潮變化來時，可能就會消失。因此希望能以此篇研究讓台灣企業思考該如何創新及創新力該如何培養，並以學說理論為基礎，檢視企業的資源、流程及價值觀，並以此分析，找出自己的破壞式創新的商業模式。;Taiwan based manufacturing industry started; many companies consider business strategy with traditional production thinking. But Today′s business environment is no longer same as the past , in the past, the traditional business environment, companies often face a high degree of homogeneity competitors, profit model similar to each other , so if the poor competitiveness of enterprises , as long as the effort that the price a little lower , may also survive . But the era of internet economic globalization, competitors may not do the same product and as you, maybe new technologies or new disruptive business models will put your company flooded, such as iPad kill Kindle; touch panel kill the phone button manufacturer. Taobao Yu E Bao robbed banking. In these changing times, business owners have been very difficult to find out who your competitors are coming. One industry may disappear since new technology or new business model change the market rules. This study involves several academic theories on innovation, the most important thing is to Christensen “disruptive innovation " and the case study included Apple and UK PJH company. Each company can have disruptive innovation even small company, the real factor of disruptive innovation is resources 、processes and values. Apple and PJH Company are the best examples. Internet, smart mobile devices and cloud will be integrated in the future. Supply chain will become a multi-directional value system; the consumers will get the service and get satisfied from this system. If Taiwan enterprises just think about large-scale production or to expand the division level, develop strategy under cost down thinking, when a new wave of change to the industry and many companies may be flooded in this reformation. I hope this thesis can help some enterprises think about how to innovate and how to cultivate ability to innovate, based on the theory and doctrine review three factors of disruptive innovation resources process and values , then these companies can identify their own disruptive innovation business model.
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