| 摘要: | 隨著全球經濟局勢的變遷及科技的飛速發展，電子產業的公司面臨著前所未有的挑戰和機遇，產業的快速變化使企業必須不斷尋求新的生存與發展策略，其中以進行上、中、下游供應鏈間的垂直整合或同業間併購或公司內部事業單位分割（Spin Off）為大多數方向，而近年有些企業開始探索透過轉型為投資控股公司的模式來進行組織重組，以期達到更為靈活有效的資源配置和風險管理。本文旨在探討轉型為投資控股公司的模式是否為電子產業中企業一種可行且有效益的重組策略，以及在進行此類轉型時，企業需要關注哪些關鍵事項俾利企業轉型成功。本文嘗試透過對單一個案的分析，透過文獻回顧與個案分析法，從企業經營者的策略選擇、執行過程中的挑戰和機遇等方面進行了深入探討。轉型為投資控股公司的模式，可以為企業帶來資源配置的優化、風險分散和專業管理效率的提升，在這種模式下，企業能夠更加專注於投資管理和戰略規劃，而不是直接參與日常的業務運營，從而有效提升企業價值。希望能藉由本文所蒐集的資訊及資料彙整分析，能從中尋找出本個案公司企業經營者所思考關鍵決策點，並透過對轉型過程中對關鍵考量因素的深入分析，期能他日對台灣企業就其企業之成長策略，能有些許參考價值。;As the global economic landscape shifts and technology advances at an unprecedented pace, companies in the electronics industry are facing unparalleled challenges and opportunities. The rapid changes in the industry require enterprises to continuously seek new survival and development strategies. Among these strategies are vertical integration across upstream, midstream, and downstream supply chains, mergers and acquisitions within the industry, and spin-offs of internal business units. In recent years, some enterprises have begun to explore restructuring through the transformation into investment holding companies, aiming to achieve more flexible and effective resource allocation and risk management. This article aims to discuss whether transforming into an investment holding company model is a feasible restructuring strategy for companies in the electronics industry, and what key issues enterprises need to pay attention to in order to facilitate a successful transformation. Through case analysis, this paper employs research analysis and induction methods to delve into the strategic choices of business operators, as well as the challenges and opportunities encountered during the execution process. The transformation into an investment holding company model can bring about optimized resource allocation, risk diversification, and improved efficiency of professional management. Under this model, enterprises can focus more on investment management and strategic planning, rather than being directly involved in daily business operations, thereby effectively enhancing corporate value. It is hoped that through the information and data analysis collected in this article, the key decision-making points considered by the business operators of the case company can be identified. Furthermore, by conducting an in-depth analysis of the key factors considered during the transformation process, this research may provide some reference value for Taiwanese enterprises in their growth strategies in the future. |
