平台領導力研究:以三星電子為例

Abstract

Taiwanese firms and Samsung Electronic have the similar industrial structure and experience. In 1990, Samsung and most of Taiwanese firms were still third-tiered commodity brands with very little product differentiation with individual revenue less than US$1 billion. However, after 2 decades, Samsung turns into a first tier leading brand with diversification of products and the revenue more than US$220 billion, nevertheless, Taiwanese brands are still at a deadlock in third-tiered with low profit margin.

The purpose of this thesis is to analyze how Samsung successfully integrated its vertical and horizontal value chain to be an efficiency and effective system, sustain its competitive advantages, and combined innovation technology with marketing position to be a platform and brand leader in the digital era. On the other hand, deliberating what can Taiwanese IT industry learn from Samsung and what can the Taiwanese firms do to regain the glory back.

Taiwanese firms and Samsung Electronic have the similar industrial structure and experience. In 1990, Samsung and most of Taiwanese firms were still third-tiered commodity brands with very little product differentiation with individual revenue less than US$1 billion. However, after 2 decades, Samsung turns into a first tier leading brand with diversification of products and the revenue more than US$220 billion, nevertheless, Taiwanese brands are still at a deadlock in third-tiered with low profit margin.

The purpose of this thesis is to analyze how Samsung successfully integrated its vertical and horizontal value chain to be an efficiency and effective system, sustain its competitive advantages, and combined innovation technology with marketing position to be a platform and brand leader in the digital era. On the other hand, deliberating what can Taiwanese IT industry learn from Samsung and what can the Taiwanese firms do to regain the glory back.