相關性多角化集團A企業，因為智能家居產業的市場需求逐漸浮現，嗅得未來性的商機潛力，依據現今生活科技化的發展趨勢，在其所經營的傳統家居產業，預估將會產生一定程度的衝擊，同時也將產生新產業發展的市場契機。面對未來可能帶來的「危機」及「轉機」，集團A企業在經營策略及營運模式上將提前規劃佈局。 相關性多角化集團在規劃內部創業的策略方向，主要是要為其本業創造更大的營運優勢，減少受制於上下游供應鏈的外在因素影響，繼而創造出市場區隔性及產品差異化的競爭優勢條件。 集團A企業擘劃未來戰略目標： 首要重點在於以垂直整合方式做內部創業的規劃，成立智能電控中心，藉以掌握智能家居產業的關鍵核心技術能力。 其次以相關性多角化集團企業的經營策略及營運模式，做出短中長期的規劃。 最後分析評估在整體的水平、垂直整合共享資源規劃之下，集團A企業各事業體是否達到最大效益。 本研究的主題是相關性多角化集團A企業之內部創業規劃，因此將針對這個策略目標說明內部創業在短中長期的發展，以及各階段性的任務指標，讓集團A企業有更多的機會跨足其他相關性的產業中，達到集團持續性成長的規劃佈局策略。;The technology environment has changed our daily lives, and the traditional home devices have evolved into smart home devices. Influenced by this surging market demand, a new industry in smart home has gradually emerged. Corporation A, a related diversified business group in the home device market, has to meet the challenge. This can both be a “crisis” and an “opportunity” for development. Corporation A decided to change its strategy to meet the challenge. The original strategy for Corporation A is to provide a full product line in the home device market, from faucet to ventilating fans. It tried to focus on operational efficiency, carry out vertical integration, and attempted to achieve market differential strategy. Each business unit was forced to add some smart components in their products by adding related electronic control staff, each by themselves, in an ad hoc manner. Responding to the wave of smart devices, it started out by setting up a corporate-wide Intelligent Electronic Control Center, and is planning for the longer term solution. This study is an intrapreneur venture proposal within Corporation A. The proposal calls for a new unit to focus and master the core technological capabilities of the smart home industry, and plays the role of a key component supplier for the various business units. The organization of the new unit is discussed, and the short-, medium- and long-term plans are also proposed, based on its business strategy and operation model. The main objecting is to achieve shared resources and maximize benefits.
