以8十事業模式分析信音企業的轉型計畫

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Title:	以8十事業模式分析信音企業的轉型計畫
Authors:	葉長榮;Yeh,Chang-jung
Contributors:	高階主管企管碩士班
Keywords:	連接器產業;8十事業模式;轉型計畫;Connector industry;8-Cross Business model;Business transformation planning
Date:	2015-06-26
Issue Date:	2015-07-31 00:45:29 (UTC+8)
Publisher:	國立中央大學
Abstract:	中文摘要從1980年代PC產業、1990年代的NB產業、2000年後的行動通訊產業，在這三大產業帶動下，國內電子業發展讓台灣在世界上有著舉足輕重的地位。台灣連接器產業也隨著這些產業的帶動下持續成長，產品與技術也不斷的推陳出新，但近幾年隨大陸供應鏈的崛起，台灣的連接器廠商面臨到市場競爭壓力，無不想盡辦法來提升自己的競爭力以因應市場急遽的變化。信音公司一直投入於電腦周邊產業連接器開發與生產，隨著國內電子業的成長帶動下，信音公司在過去20年間也不斷的成長，但近幾年因PC與NB產業在產品需求日益衰退下，信音公司的營收與獲利也隨之逐年下滑。因此，信音公司也在策略上進行事業模式的轉型計畫，但成效卻未能顯現，除了新產品帶動的營收未能發酵，主力產品營收更是不斷的下跌。本研究運用８十國家模式分析信音公司所處外部環境的機會與威脅；依據８十事業模式分析信音公司與競爭者的優勢與劣勢；運用８十獲利模式分析信音公司與競爭者的經營績效及財務狀況。再運用SWOT分析信音公司的競爭策略，找出信音公司的經營問題與對策，最後提供信音公司新事業模式調整，做為本研究建議的參考。本研究結論如下：  信音公司主力產品放在NB產業隨著產業衰退未能及時調整產品組合，營收與獲利持續衰退，必須進行事業模式的調整來因應外部環境的衝擊。  大陸競爭廠商近年快速成長，對台灣連接器廠商有著極大的威脅，信音公司必須提高產品競爭力與提供更好的願景給員工，以防止競爭對手惡性挖角造成人才的流失。  台灣連接器產業因營業費用非常高，毛利須維持20%以上方能獲利。信音公司可藉由30幾年的連接器開發經驗的優勢，投資開發利基型的產品來提升獲利，以因應目前產品組合不足及獲利下滑的困境。  信音公司此次的轉型計畫過程仍不足以讓公司轉虧為盈，必須儘快調整事業模式中的戰略與戰術，來提升產品品質及效率，降低營業費用及提升產品毛利，達到獲利的目標。本研究依據改變後的事業模式分析結論與建議，提供給信音公司做為未來改善經營績效之參考。關鍵詞：連接器產業、8十事業模式、轉型計畫 ;Abstract From PC industry in 80s, NB in 90s, to mobile communication industry in late 2000. With the prosperous development of electronic industry in domestic market, Taiwan was standing on the key market position. Along with the growth of these industries, Taiwan connector industry also continuously released new products and innovation technologies. In recent years, Taiwan connector manufactures are facing serous competitive pressure from market due to the rise of China supplier chain, in this circumstance, Taiwan manufactures are all do their best to improve their competitiveness to meet the dramatic changes of market. Singatron Enterprise specializes in connector development and production for computer peripherals. Singatron kept growing in past 20 years with the growth of domestic electronic industry market； however as the demand of PC and NB industries dropped in past few years, Singatron revenue and profit were also declining. Thus, Singatron strategically changed the business model but no positive result as new products not mature yet to bring income, even the revenue of key products kept dropping. In this research, applying 8 cross national model to analyze Singatron external opportunities and threats； analyze advantages and disadvantages between Singatron and competitors according to 8 cross business model and applying SWOT to analyze Singatron competitive strategy. Find Singatron management problems and provide the responses and new business model adjustment to Singatron. Recommendation is for the reference of this research. Conclusion of this research:  Singatron key products focus on NB industry, with the industry recession and not promptly adjust product combination； revenue and profit keep dropping. Singatron must change business model to confront the external impact.  China competitors are rising in recent years and are an extreme threat to Taiwan connector manufacturer. Singatron must improve product competitive and provide better offers to employee to avoid vicious headhunt from competitor and the outflow of talent.  Operating cost of Taiwan connector industry is very high； they need to maintain at least 20% gross profit to make profit. By more than 30 years connector development experience, Singatron invest and develop nitch products to gain more profit to solve the current product insufficiency and the drop of profit.  Singatron first task is to improve/correct inner system, increase product quality and working efficiency, reduce operating cost, which is increase product margin to get profit. This research is based on after-change business model； provide future management advises and profitability to the case company. Key word: Connector industry, 8-Cross Business model, Business transformation planning
Appears in Collections:	[Executive MBA] Electronic Thesis & Dissertation

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