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Title: | 台灣POS業者併購策略與轉型-以振樺電子為例 M A Strategy and Transformation of Taiwanese POS Manufacture Study of Posiflex |
Authors: | Hsin-Hung Chen 陳信宏 |
Advisor: | 陳俊忠(Chun-Chung Chen) |
Keyword: | 工業電腦,端點收銀機,併購,C-SOP架構,全球運籌中心, IPC (Industry PC),POS (Point of Sales),M A (Mergers and Acquisitions),C-SOP Structure,GCO (Global Corporate Office), |
Publication Year : | 2020 |
Degree: | 碩士 |
Abstract: | 資通訊產業科技演進數十年,工業電腦產業同樣隨著不斷升級與轉變,皆透過多元科技之整合應用與連結,帶動至現今的數位經濟快速發展與轉型。在政府政策推動下,公部門機關與產業能共同展開合作,期能提升台灣產業未來競爭力,邁向物聯網、AI及5G之智慧化時代。 台灣產業規模小,為提高國際競爭力及企業成長性,併購是一項不錯的策略選項。然中小企業對併購多數缺乏信心,為避免過多可能的風險,當有併購機會可帶來未來成長時,大多數的中小企業不將其列入選項。但能勇敢並成功完成併購案的公司,有些業務經過整合及轉型後真的能夠長期大幅成長,拉大競爭對手距離,照著既定策略執行,提升核心能力,成為另一級距的市場參賽者。 本研究欲探討的是工業電腦中的POS品牌廠商,如何在自我有機成長受限下,與外部投資管理顧問公司展開信任與充分授權合作,藉此併購了營收相當的美國KIS及台灣上櫃公司瑞傳兩家公司。在內部有限資源下,共同委任GCO治理三大集團事業體及其轄下所有分公司,涉以策略、人才、組織及文化(CSOP)等核心任務項目分列執行。採取提前布局讓併購前後組織能快速提升運作效率與維持彈性,資源調整分配、確認新公司核心力量、提升研發創新轉型、增加員工歸屬感、擴增產品線、增加國際性策略聯盟夥伴,朝向建立線上線下虛實整合及服務物聯網生態圈之願景。此個案值得作為跨國企業併購及中小企業成長轉型評估與提升經營效率之學習標竿。 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. |
URI: | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/57727 |
DOI: | 10.6342/NTU202001594 |
Fulltext Rights: | 有償授權 |
Appears in Collections: | 事業經營碩士在職學位學程 |
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U0001-1707202012104600.pdf Restricted Access | 2.39 MB | Adobe PDF |
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