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題名 PC韌體產業產品多角化之研究-以Ａ公司為例
A Study on Product Diversification of PC firmware Industries-Corporation A作者 張經緯
Chang, Ching Wei貢獻者 黃思明
Hwang, Syming
張經緯
Chang, Ching Wei關鍵詞 PC產業
轉型
多角化
競爭優勢
代理人問題
PC industry
Transformation
Diversification
Competition Advantage
Agency Problem日期 2015 上傳時間 24-Aug-2015 10:19:22 (UTC+8) 摘要 自1970年代第一部個人電腦(PC, Personal Computer)的出現，以開放的架構開啟了一連串資訊革命，改變了人們學習與工作的方式。隨後在1980年代起，整體PC產業上中下游的產業鏈也為台灣帶來了經濟上高速的成長。 這樣的高速成長在2000年後逐漸有了微妙的變化，以台灣與中國大陸為主的硬體代工供應鏈，為硬體的低價提供了穩固的後勤保障，PC硬體的品牌形象隨著PC的應用轉以網際網路內容與雲端應用而逐漸式微。在2000年中期，隨著網際網路產業的興盛更進一步加速行動化應用技術的成熟。如此的變化讓許多網際網路應用的服務提供者得以挑戰傳統PC軟體與硬體的龍頭如微軟、英特爾、惠普、戴爾與IBM的領導地位。 過去近三十年間，以PC產業為主的電子資訊產業佔據了所謂高科技與創新的舞台之際，在近年來也不斷試圖以各式創新，如硬體本身的多樣化、時尚化，與多角化措施，如轉投資雲端服務、行動裝置或多品牌策略等，試圖在新的競賽中搶佔新的席位。但在無法脫離原本業所帶來的利益與包袱之下，常有運用原有人力、資金、管理團隊與思維來啟動新事業的情形，造成轉型的困境。 筆者有幸服務於曾參與PC產業榮景的領導廠商之一，也同樣見證其與近十年主要的多角化歷程，希望藉由本研究將其多角化的動機、作法與未能成功的原因以個案方式呈現，輔以相關學理與從業經驗分析，期能為類似業者在進行多角化措施提供貼近實務的參考範例。本研究的問題有三點:為身處高門檻高獲利的寡占廠商的分析其(1)多角化動機(2)多角化作法與(3)可能失敗的原因 透過收集整理公開資料與曾參與多角化產品行銷的人員訪談，本研究得到以下結論(1) 企業多角化策略制定應考慮管理團隊專長 (2) 多角化產品開發應以獨立組織或合資方式進行 (3) 公司多角化策略應注意代理人問題 (4) 公司多角化策略應參考其本業的競爭優勢建立條件。
The PC has changed the way we work and learn dramatically since it was introduced in 1970. Meantime, the information technologies have been through a continuous revolution base on the open hardware and software architecture of PC as well. Taiwan also benefits from the booming PC industry, as a key partner of PC supply chain, and has created a huge economic growth since 1980s.The landscape of PC industry has shifted gradually in early 2000s resulted from particular changes. The PC supply chain from Taiwan provides cost-effective hardware to make low-cost notebook happened and in addition to that, the internet and cloud application are altering the focus on brand image of PC hardware vendors to internet-based services providers, plus the booming internet industry has facilitated the readiness of mobile application from mid-2000s. All those changes allow the internet-based services providers to challenge the leadership of the giants from PC industry, such as Microsoft, Intel, HP, Dell and IBM. For last three decades, PC industry played the crucial role of high-tech innovation and it never stop to keep the leading positon via innovation to various and trendy ID design, diversification with cloud services, mobile devices as well as multi-brand strategies in recent years. However it is not easy to start up a new business with the benefit and limitation from original business thus the enterprise transformation would fail most likely. It’s been a pleasure for me to work for couple leading companies in PC era and witnessed part of the effort to diversification in “A company”. I expect to bring similar vendors a practical case study on the motivation, strategies and potential causes of failure of its diversification with recommendations generated from diversification theory and personal experience in field.There are three goals to this study: to analyze and find the (1) motivation of diversification (2) diversification strategy and (3) potential causes of failure, for a high profit company with high-entry barrier in oligopoly market. This study has reached the conclusions via collected and analyzed the public data and interviewed with key persons involved in diversification process of “A company”: (1) Diversification Strategy shall be incorporated with the expertise of leadership team (2) Production diversification shall be managed by an independent organization or a joint venture. (3) Diversification Strategy shall be observant to agency problem (4) Diversification Strategy shall be referred to and leveraged the elements of competition advantages in original business.參考文獻 一、中文文獻1. 林佩璇（2000），個案研究及其在教育研究上的應用，載於中正大學主編，質的教育研究方法。2. 邱憶惠（1999），個案研究法：質化取向。國立高雄師範大學教育學。3. 李馨蘋、陳治豪、程心瑤 (2015)。公司策略與公司績效之研究 - 公司治理之調節效果。中華管理評論國際學報第18 卷第1期。二、英文文獻1. Aaker, D. A. (1995), Strategic Market Management, New York: Wiley.2. Ansoff, H. I. (1965), Corporate Strategy, New York: McGraw-Hill.3. Ansoff, H. I. (1988), Implantury Strategic Management, New Jersey: Prentice Hall.4. Amit, R. and Livant, J. (1988), “Diversification Strategies, Business Cycles and and Economic Performance,” Strategic Management Journal, Vol.9, No.2.5. Barney, J. B. (1997), Gaining and Sustain Competent Advantage, Addison-Wesley Publishing Company.6. Barney, J. B. (1991), “Firm Resource and Sustained Comparative Advantage,”Journal of Management7. Berry, C. H. (1975), Corporate Growth and Diversification, Princeton University Press, Princeton.8. Kamien, M. I. and Schwartz, N. L. (1975), “Market Structure and Innovation: A Survey,” Journal of Economic Literature.9. Kotler, Philip and Pfoertsch, Waldemar (2006), “B2B Brand Management”10. Michael C. Jensen (1986), Agency Cost of the Free Cash Flow, Corporate Finance and Takeovers, American Economic Review, 79, pp 323-329.11. Pitts, R. A. and Hopkins, H. D. (1982), “Firm Diversity: Conceptualization and Measurement,” Academy of Management Review.12. Porter, M. E. (1990), The Competitive Advantage of Nations, New York: Free Press.13. Ramanujam, V. and Varadarajan, P. (1989), “Research on Corporate Diversification: A Synthesis,” Strategic Management Journal.三、網路資料1. Apple Computer, Inc. v. Franklin Computer Corp.. (2015, March 11). In Wikipedia, The Free Encyclopedia. Retrieved 05:30, July 6, 2015, from https://en.wikipedia.org/w/index.php?title=Apple_Computer,_Inc._v._Franklin_Computer_Corp.&oldid=6509598202. PHOENIX TECHNOLOGIES LTD. Annual Report 2007.3. PHOENIX TECHNOLOGIES LTD. Annual Report 2008.4. PHOENIX TECHNOLOGIES LTD. Annual Report 2009.5. Phoenix Technologies. (2015, June 16). In Wikipedia, The Free Encyclopedia. Retrieved 06:58, June 23, 2015, from https://en.wikipedia.org/w/index.php?title=Phoenix_Technologies&oldid=6672428416. Phoenix technologies Corporate Fact Sheet (2009).7. Splashtop Inc offical website (2015),「DeviceVM發佈Splashtop - 個人電腦的快速啟動平臺“Splashtop使得電腦執行速度達到了應該達到的速度。"」，(10/09/2007)，[available at http://www2.splashtop.com/zh-TW/press/devicevm-launches-splashtop-rapid-start-platform-consumer-pcs ]。8. Splashtop Inc offical website (2015),「達維飛碼(DeviceVM)與系微成為合作夥伴 共同開發即時啟動(Instant-On)的解決方案以滿足市場快速成長的需求最優秀的Splashtop 即時啟動軟體與先進的UEFI韌體領先技術 InsydeH2O整合"」，(09/12/2008)，[available at http://www2.splashtop.com/zh-TW/press/devicevm-and-insyde-software-form-joint-development-partnership-address-growing-demand-instant]9.系微股份有限公司官網 (2015)，公司速覽，[available at http://www.insyde.com/zh-hant/company/fast-facts] 描述 碩士
國立政治大學
經營管理碩士學程(EMBA)
102932028資料來源 http://thesis.lib.nccu.edu.tw/record/#G0102932028 資料類型 thesis dc.contributor.advisor 黃思明 zh_TW dc.contributor.advisor Hwang, Syming en_US dc.contributor.author (Authors) 張經緯 zh_TW dc.contributor.author (Authors) Chang, Ching Wei en_US dc.creator (作者) 張經緯 zh_TW dc.creator (作者) Chang, Ching Wei en_US dc.date (日期) 2015 en_US dc.date.accessioned 24-Aug-2015 10:19:22 (UTC+8) - dc.date.available 24-Aug-2015 10:19:22 (UTC+8) - dc.date.issued (上傳時間) 24-Aug-2015 10:19:22 (UTC+8) - dc.identifier (Other Identifiers) G0102932028 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/77894 - dc.description (描述) 碩士 zh_TW dc.description (描述) 國立政治大學 zh_TW dc.description (描述) 經營管理碩士學程(EMBA) zh_TW dc.description (描述) 102932028 zh_TW dc.description.abstract (摘要) 自1970年代第一部個人電腦(PC, Personal Computer)的出現，以開放的架構開啟了一連串資訊革命，改變了人們學習與工作的方式。隨後在1980年代起，整體PC產業上中下游的產業鏈也為台灣帶來了經濟上高速的成長。 這樣的高速成長在2000年後逐漸有了微妙的變化，以台灣與中國大陸為主的硬體代工供應鏈，為硬體的低價提供了穩固的後勤保障，PC硬體的品牌形象隨著PC的應用轉以網際網路內容與雲端應用而逐漸式微。在2000年中期，隨著網際網路產業的興盛更進一步加速行動化應用技術的成熟。如此的變化讓許多網際網路應用的服務提供者得以挑戰傳統PC軟體與硬體的龍頭如微軟、英特爾、惠普、戴爾與IBM的領導地位。 過去近三十年間，以PC產業為主的電子資訊產業佔據了所謂高科技與創新的舞台之際，在近年來也不斷試圖以各式創新，如硬體本身的多樣化、時尚化，與多角化措施，如轉投資雲端服務、行動裝置或多品牌策略等，試圖在新的競賽中搶佔新的席位。但在無法脫離原本業所帶來的利益與包袱之下，常有運用原有人力、資金、管理團隊與思維來啟動新事業的情形，造成轉型的困境。 筆者有幸服務於曾參與PC產業榮景的領導廠商之一，也同樣見證其與近十年主要的多角化歷程，希望藉由本研究將其多角化的動機、作法與未能成功的原因以個案方式呈現，輔以相關學理與從業經驗分析，期能為類似業者在進行多角化措施提供貼近實務的參考範例。本研究的問題有三點:為身處高門檻高獲利的寡占廠商的分析其(1)多角化動機(2)多角化作法與(3)可能失敗的原因 透過收集整理公開資料與曾參與多角化產品行銷的人員訪談，本研究得到以下結論(1) 企業多角化策略制定應考慮管理團隊專長 (2) 多角化產品開發應以獨立組織或合資方式進行 (3) 公司多角化策略應注意代理人問題 (4) 公司多角化策略應參考其本業的競爭優勢建立條件。 zh_TW dc.description.abstract (摘要) The PC has changed the way we work and learn dramatically since it was introduced in 1970. Meantime, the information technologies have been through a continuous revolution base on the open hardware and software architecture of PC as well. Taiwan also benefits from the booming PC industry, as a key partner of PC supply chain, and has created a huge economic growth since 1980s.The landscape of PC industry has shifted gradually in early 2000s resulted from particular changes. The PC supply chain from Taiwan provides cost-effective hardware to make low-cost notebook happened and in addition to that, the internet and cloud application are altering the focus on brand image of PC hardware vendors to internet-based services providers, plus the booming internet industry has facilitated the readiness of mobile application from mid-2000s. All those changes allow the internet-based services providers to challenge the leadership of the giants from PC industry, such as Microsoft, Intel, HP, Dell and IBM. For last three decades, PC industry played the crucial role of high-tech innovation and it never stop to keep the leading positon via innovation to various and trendy ID design, diversification with cloud services, mobile devices as well as multi-brand strategies in recent years. However it is not easy to start up a new business with the benefit and limitation from original business thus the enterprise transformation would fail most likely. It’s been a pleasure for me to work for couple leading companies in PC era and witnessed part of the effort to diversification in “A company”. I expect to bring similar vendors a practical case study on the motivation, strategies and potential causes of failure of its diversification with recommendations generated from diversification theory and personal experience in field.There are three goals to this study: to analyze and find the (1) motivation of diversification (2) diversification strategy and (3) potential causes of failure, for a high profit company with high-entry barrier in oligopoly market. This study has reached the conclusions via collected and analyzed the public data and interviewed with key persons involved in diversification process of “A company”: (1) Diversification Strategy shall be incorporated with the expertise of leadership team (2) Production diversification shall be managed by an independent organization or a joint venture. (3) Diversification Strategy shall be observant to agency problem (4) Diversification Strategy shall be referred to and leveraged the elements of competition advantages in original business. en_US dc.description.tableofcontents 第一章 緒論----------------------------------------------------------------------------------1第一節 研究背景與研究動機-------------------------------------------------------1第二節 研究問題與目的-------------------------------------------------------------2第三節 研究對象與範圍-------------------------------------------------------------3第四節 研究流程----------------------------------------------------------------------3第二章 文獻探討----------------------------------------------------------------------------4第一節 多角化之定義----------------------------------------------------------------4第二節 多角化動機與策略----------------------------------------------------------6第三章 研究方法---------------------------------------------------------------------------12第一節 研究方法說明---------------------------------------------------------------12第二節 研究架構說明---------------------------------------------------------------13第三節 研究對象說明---------------------------------------------------------------14第四節 資料來源---------------------------------------------------------------------14第五節 研究限制---------------------------------------------------------------------15第四章 A公司產品發展個案--------------------------------------------------------------16第一節 個案產業背景-BIOS產業概述-------------------------------------------16第二節 A公司發展背景-------------------------------------------------------------22第三節 突圍-A公司再一次開拓創新業務---------------------------------------25第五章 個案分析------------------------------------------------------------------------------35第一節 A公司多角化動機-----------------------------------------------------------35第二節 A公司多角化進入策略-----------------------------------------------------37第三節 多角化不成功的可能因素-------------------------------------------------39第四節 個案分析小結----------------------------------------------------------------44第六章 結論與建議---------------------------------------------------------------------------45第一節 研究結論---------------------------------------------------------------------------45第二節 研究建議---------------------------------------------------------------------------48參考文獻----------------------------------------------------------------------------------------50 zh_TW dc.format.extent 1627651 bytes - dc.format.mimetype application/pdf - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0102932028 en_US dc.subject (關鍵詞) PC產業 zh_TW dc.subject (關鍵詞) 轉型 zh_TW dc.subject (關鍵詞) 多角化 zh_TW dc.subject (關鍵詞) 競爭優勢 zh_TW dc.subject (關鍵詞) 代理人問題 zh_TW dc.subject (關鍵詞) PC industry en_US dc.subject (關鍵詞) Transformation en_US dc.subject (關鍵詞) Diversification en_US dc.subject (關鍵詞) Competition Advantage en_US dc.subject (關鍵詞) Agency Problem en_US dc.title (題名) PC韌體產業產品多角化之研究-以Ａ公司為例 zh_TW dc.title (題名) A Study on Product Diversification of PC firmware Industries-Corporation A en_US dc.type (資料類型) thesis en dc.relation.reference (參考文獻) 一、中文文獻1. 林佩璇（2000），個案研究及其在教育研究上的應用，載於中正大學主編，質的教育研究方法。2. 邱憶惠（1999），個案研究法：質化取向。國立高雄師範大學教育學。3. 李馨蘋、陳治豪、程心瑤 (2015)。公司策略與公司績效之研究 - 公司治理之調節效果。中華管理評論國際學報第18 卷第1期。二、英文文獻1. Aaker, D. A. (1995), Strategic Market Management, New York: Wiley.2. Ansoff, H. I. (1965), Corporate Strategy, New York: McGraw-Hill.3. Ansoff, H. I. (1988), Implantury Strategic Management, New Jersey: Prentice Hall.4. Amit, R. and Livant, J. (1988), “Diversification Strategies, Business Cycles and and Economic Performance,” Strategic Management Journal, Vol.9, No.2.5. Barney, J. B. (1997), Gaining and Sustain Competent Advantage, Addison-Wesley Publishing Company.6. Barney, J. B. (1991), “Firm Resource and Sustained Comparative Advantage,”Journal of Management7. Berry, C. H. (1975), Corporate Growth and Diversification, Princeton University Press, Princeton.8. Kamien, M. I. and Schwartz, N. L. (1975), “Market Structure and Innovation: A Survey,” Journal of Economic Literature.9. Kotler, Philip and Pfoertsch, Waldemar (2006), “B2B Brand Management”10. Michael C. Jensen (1986), Agency Cost of the Free Cash Flow, Corporate Finance and Takeovers, American Economic Review, 79, pp 323-329.11. Pitts, R. A. and Hopkins, H. D. (1982), “Firm Diversity: Conceptualization and Measurement,” Academy of Management Review.12. Porter, M. E. (1990), The Competitive Advantage of Nations, New York: Free Press.13. Ramanujam, V. and Varadarajan, P. (1989), “Research on Corporate Diversification: A Synthesis,” Strategic Management Journal.三、網路資料1. Apple Computer, Inc. v. Franklin Computer Corp.. (2015, March 11). In Wikipedia, The Free Encyclopedia. Retrieved 05:30, July 6, 2015, from https://en.wikipedia.org/w/index.php?title=Apple_Computer,_Inc._v._Franklin_Computer_Corp.&oldid=6509598202. PHOENIX TECHNOLOGIES LTD. Annual Report 2007.3. PHOENIX TECHNOLOGIES LTD. Annual Report 2008.4. PHOENIX TECHNOLOGIES LTD. Annual Report 2009.5. Phoenix Technologies. (2015, June 16). In Wikipedia, The Free Encyclopedia. Retrieved 06:58, June 23, 2015, from https://en.wikipedia.org/w/index.php?title=Phoenix_Technologies&oldid=6672428416. Phoenix technologies Corporate Fact Sheet (2009).7. Splashtop Inc offical website (2015),「DeviceVM發佈Splashtop - 個人電腦的快速啟動平臺“Splashtop使得電腦執行速度達到了應該達到的速度。"」，(10/09/2007)，[available at http://www2.splashtop.com/zh-TW/press/devicevm-launches-splashtop-rapid-start-platform-consumer-pcs ]。8. Splashtop Inc offical website (2015),「達維飛碼(DeviceVM)與系微成為合作夥伴 共同開發即時啟動(Instant-On)的解決方案以滿足市場快速成長的需求最優秀的Splashtop 即時啟動軟體與先進的UEFI韌體領先技術 InsydeH2O整合"」，(09/12/2008)，[available at http://www2.splashtop.com/zh-TW/press/devicevm-and-insyde-software-form-joint-development-partnership-address-growing-demand-instant]9.系微股份有限公司官網 (2015)，公司速覽，[available at http://www.insyde.com/zh-hant/company/fast-facts] zh_TW
