台灣區域網路產業供應商轉型實務研究-以友訊科技公司為例

Abstract

本研究在探討個案公司由區域網路產業轉型到廣域網路，無線網路、寬頻網路、家用網路等不同區隔市場的轉型策略。 本研究的整體架構是分析個案公司的原先經營策略與關鍵成功因素，再分析產業環境的變化，對個案公司的影響，造成業績的衰退。於是個案公司為因應產業環境變化，而欲轉型到不同的區隔市場，擴充產品線，延長企業之生命週期。 經研究分析個案公司之歷史資料發現新產品的策略推行，是另建構一個研發部門專責研發新產品或則轉投資新公司研發新產品，以便投入網路的相關行業。 經研究結果與訪問個案公司高階主管得到印證，總結出下列幾項結論： 1. 產品定位清楚，形成差異化，企業才能生存。 2. 企業進入成熟期，應創新推出新產品，延長企業生命。 3. 轉型策略應擴充產品線，符合客戶完整需求。 4. 經營策略以品牌為主，OEM / ODM為輔，為符合產業分工，擴充大陸為Home Market。 5. 企業變革或轉型，應得到管理階層支持，成功率較高。 6. 企業轉型，領導人（CEO）應提出新的經營理論支持。

In this thesis, the changeover strategies among different market segments such as LAN, WAN, Wireless Networking, Broadband Networking, or Home Networking will be explored by a real case study. The infrastructure of this study is as followed: 1. To analyze what the company initial operating tactics and key success factors are. 2. To understand how the changes in the industry affect a company’s tactics and track records. 3. To realize that a company extends its life cycle by targeting at different market segments and expanding the product lines. By the analysis of the company’s history, we can find there is a success model in the case study that is with the construction of a new RD division or the reinvestment to a new subsidiary, the company can easily cut in a new internet business. With the research results and the interviews with the company’s high-level staffs the thesis can be summarized as: 1. Enterprises will survive with a clear product definition and distinction. 2. Companies will extend the life by developing innovative products when it is in the autumn of life. 3. The changeover strategy should include expanding product lines to meet the customer’s requests. 4. The operating tactics is concentrated in brand-name business and OEM/ODM business is subordinated. The infrastructure of the industry demarcation should be established. Mainland will be a home market. 5. The revolution in an enterprise must be supported by the executives to earn a higher success rate. 6. The CEO must have a new operating theory to support the changeover.