鴻海企業經營策略之研究

Abstract

鴻海企業集團於1974年由製造黑白電視機旋紐起家，接著進入製造連接器、電線電纜、電腦機殼與電源供應器市場。鴻海企業集團善於掌握精密機械與精密模具的設計與製造能力，成為進入電腦週邊之相關資訊產品的核心競爭力。隨著鴻海企業集團對研發與智慧財產權的重視與持續的投入，鴻海在精密機械技術領域上已經掌握關鍵的專利。 鴻海企業集團的創辦人與目前的總經理兼任董事長-郭台銘先生，以嚴格與軍事化的管理模式聞名。他要求員工嚴守紀律、提高效率、並且持續的降低生產成本。鴻海企業集團持續強勢的進入新的領域，如：個人電腦、筆記型電腦、手機、液晶顯示器還計畫進入汽車市場。鴻海企業集團每年的營收以雙倍成長，由1999年營收為519億台幣，2000年營收為922億台幣，2001年營收為1441億台幣，至2002年營收為2450億台幣。 鴻海企業集團已經成為世界資訊領導廠商(如：IBM、HP、Sony、Nokia)的專業代工廠，在台灣、大陸、美國、歐洲等地，形成策略聯盟夥伴的關係。 本論文深入研究鴻海企業集團的經營策略，利用個案研究法與專家訪談法，探討鴻海企業集團由一個小型企業轉變成為一家重要的國際資訊廠商，所具備的企業策略與核心能力。

Hon Hai Precision Industry Co., Ltd. started manufacturing plastic TV knobs back in 1974. It then moved into manufacturing connectors, cables, PC cases and power supplies. Hon Hai excelled in precision mechanics for molding and tooling which is essential to the manufacture of most IT peripherals. With its emphases on R&D and its IP competitive advantage, Hon Hai has accumulated key patents in the field of precision mechanics technologies. Hon Hai founder and CEO Terry Gou is famous for his strict, military-like management style. He demands discipline, efficiency, and constant cost reduction. Hon Hai’s aggressive market plan continuously expands into new territories: PC, notebook PC, cellular phone, TFT-LCD, and includes plans for automobiles in the coming years. Hon Hai has become the largest manufacturer in Taiwan with a compound annual revenue growth rate of approximately 58% that reached US $1.33 billion in 1998, US $2 billion in 1999, and US $4.4 billion in 2001. Hon Hai has become the leading ODM/OEM supplier of IT gears for super brand names such as IBM, Apple, Sony, and, Nokia, with strategic manufacturing operations in China, the United States, and Europe. This research will investigate the business strategy and core competence of Hon Hai, as well as its competitive strategies, which have led Hon Hai in its transformation from a small company to a significant player in the global IT market.