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M A Strategy and Transformation of Taiwanese POS Manufacture Study of Posiflex
IPC (Industry PC),POS (Point of Sales),M A (Mergers and Acquisitions),C-SOP Structure,GCO (Global Corporate Office),
|Publication Year :||2020|
The technology of the telecommunications industry has evolved for decades, and the industrial computer industry (IPC) has also been continuously upgraded and transformed, all through the integrated application and connection of multiple technologies to drive the rapid development and transformation of today's digital economy. Driven by government policies, public sector agencies and industries co-work to improve the future competitiveness of Taiwan’s industry and move towards the era of smart Internet of Things (IOT), AI, and 5G.
Taiwan’s industry scale is small, but M A is a good strategic option to improve international competitiveness and enterprise growth. Although small and medium enterprises (SMEs) lack confidence in most M As, in order to avoid too many possible risks, when there are M A opportunities that can bring about future growth, most SMEs also do not consider it as option. However, if companies that can brave and successfully complete M A indeed some businesses can really grow significantly in the long term after integration and transformation, increase the business distance between competitors, execute in accordance with established strategies, enhance core capabilities, and become another level of market player.
This research intends to investigate how POS brand manufacturers in industrial computers have developed trust and full authorization cooperation with external investment and management consulting companies under the constraints of their organic growth, thereby acquiring US KIS and Taiwan OTC Portwell with considerable revenue two companies. With limited internal resources, they jointly appointed GCO to govern the three major business groups and all their subsidiaries, and implemented core tasks such as strategy, people, organization and culture (CSOP). Adopting an early layout allows organizations before and after M A to quickly improve operational efficiency and maintain flexibility, adjust and allocate resources, confirm the core of new companies, improve R D and innovating transformation, increasing employees sense of belonging, expanding product lines, and increasing international strategic alliance partners towards the establishment of the Online to offline (O2O) and service IoT ecosystem. This case deserves to serve as a learning benchmark for multinational enterprise M A and the growth and transformation of SMEs to evaluate and improve business efficiency.
|Appears in Collections:||事業經營碩士在職學位學程|
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