高科技內部創業之模式及策略工具

Abstract

衍生公司已經成為近年來公司發展及工業演變之風潮。西屋公司(Westinghouse Electric)、通用電子公司(General Instrument Corp)、美國電話及電報公司 (AT&T) 及其它日本著名的公司(如NEC與三菱合資成立DRAM製造公司，富士通與日立合資成立電漿電視模組製造公司)等皆是如此， 因為一個更專業及更專注的新公司將具有非常之競爭力。專業化的趨勢使原母公司經營層面及範圍皆相當複雜之業務，可以借由衍生新公司或併購去除非核心之事業，然後可以更專注地經營核心事業，為股東創造更高之價值並為衍生公司帶來新的機會，創造雙贏。 本論文提出四種不同衍生公司的模式，並利用數種不同之策略工具如簡化之Bell-Mason 檢驗法、價值鏈檢驗法、經營模式與獲利模式檢驗法、及模式及策略比重對應法來找出最佳衍生公司之模式。 最後，一個成功的高科技衍生公司將是團隊、資金、產品、技術、行銷及產業環境整體配合並創造出綜效之結果。

Spin-offs have become the corporate and industry trends nowadays. So many cases can be seen from Westinghouse Electric, General Instrument Corp, AT&T and other famous companies in Japan. It makes sense for a new venture to compete with its competitors in the areas it has expertise. This trend for specialization has make the venture parent reduce the number of business so as to concentrate and offer expertise in specialized areas to increase shareholder value for both venture parents and spin-off new ventures. This thesis proposes four spin-off models to classify the different approaches of high-tech spin-offs and thus the venture parent could apply the best ways and strategies for the spin-off. Several strategy tools are also proposed here and help to find out the most suitable spin-off models for the new venture. Finally, a successful high-tech spin-off highly relies on the integration among the dimensions of team, capital, marketing, product, technology and infrastructure. The synergy of the integration and combination thus determine the fate of the new venture. Let’s also solute those pioneers, innovators and entrepreneurs who create new business and new ventures regardless of obstacles and difficulties.