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| DC 欄位 | 值 | 語言 |
|---|---|---|
| dc.contributor.advisor | 胡星陽(Shing-Yang Hu) | |
| dc.contributor.author | Wei-En Wayan Lee | en |
| dc.contributor.author | 李维恩 | zh_TW |
| dc.date.accessioned | 2021-05-17T09:19:47Z | - |
| dc.date.available | 2012-06-29 | |
| dc.date.available | 2021-05-17T09:19:47Z | - |
| dc.date.copyright | 2012-06-29 | |
| dc.date.issued | 2012 | |
| dc.date.submitted | 2012-06-25 | |
| dc.identifier.citation | References
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| dc.identifier.uri | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/6863 | - |
| dc.description.abstract | “Organic Growth”, in simple terms, is the process of business expansion by maintaining to operate its primary businesses in existing or new markets while using the same enterprise model. “Inorganic Growth” on the other hand is the method of growth that a company deals with mergers or acquisition of new businesses to “open-up” new markets and innovations.
Looking at HTC’s transaction lists throughout history, it is well documented that the company had always been an ODM, relying on adding new capacity and manufacturing services to build “High Tech Computers” or smartphones for consumers. During the 2010-2011 period, there was a rush of transactions including Abaxia (Mobile software company, 2010), OnLive (Cloud computing video games, 2011), Saffron Digital (Mobile videos, 2011), KKBOX (Online music, 2011), S3 (Graphic chipsets, patents, 2011), Dashwire (Cloud computing software for syncing, 2011) and Beats (Music accessories and software, 2011). Although Taiwan is a relatively small market when compared to the world with only 23 million people (Official National Statistic, 2011) vs China’s 1.3 billion and United States 312 million people, Taiwan is considered one of the biggest contributors of global technology with HTC Corporation (TT:2498) recently awarded #1 brand in Taiwan and top 100 brand globally (Interbrand, 2011). This abstract will elaborate on HTC’s strategic reasons for entering the stage of inorganic growth. Furthermore, the abstract will discuss HTC Corporation’s (“HTC”) historical decisions, and its transition to become a dominant brand. This report will discuss the different types of growth strategies with the rationale for increasing hardware, content, and software to enhance its products. | en |
| dc.description.provenance | Made available in DSpace on 2021-05-17T09:19:47Z (GMT). No. of bitstreams: 1 ntu-101-R99749002-1.pdf: 1160469 bytes, checksum: 4a882730880b4780ef7b0621e6c6a58b (MD5) Previous issue date: 2012 | en |
| dc.description.tableofcontents | Table of Contents
I. Introduction a. Motivation………………………………………………………………………...1 b. Data Collection ………………………………………………..……………….....1 c. Structure of the Study ……………………………………………………………2 II. Literature Review a. Organic Growth…………………………………………………………………..2 b. Inorganic Growth ………………………………………………………………..4 i. Horizontal Merger…………………………………………….....6 ii. Vertical Merger………………………………………………......6 iii. Conglomerate Merger …………………………………………...7 c. Motives for Mergers & acquisitions………………………………………….....8 i. Efficiency Theories…………………………………………….....8 ii. Synergy Theory………………………………………………......8 c.ii.1. Staff reductions…………………………………………...8 c.ii.2. Economies of scale ……………………………………….8 c.ii.3. Acquire new technologies …………………………….....8 iii. Diversification Hypothesis ……………………………………....9 iv. Stock Market Driven Acquisitions………………………………9 d. Organization Structure & Design Strategy………………………………….....9 i. Low Cost Leadership…………………………………………...10 ii. Differentiation…………………………………………………...10 iii. Focused…………………………………………………………..11 III. HTC Background & Industry Analysis a. Introduction of HTC………………………………………………………….....11 b. Evolution of HTC……………………………………………………………….12 c. Mobile Phone Industry…………………………………………………………15 IV. Inorganic Stage Analysis a. Financials………………………………………………………………………..18 b. Market Share & Product Mix……………………………………………….…21 c. Organization Structure & Design ...……………………………………….…..25 d. Acquisition Analysis & Roadmap ...…………………………………………...28 V. Saffron Digital – Analysis i. Cloud Computing Trends……………………………………....31 ii. Digital Content Analysis………………………………….…….34 VI. Conclusion………………………………………………………………………………..38 References…………………………………………………………………………………...40 Appendix…………………………………………………………………………………....44 Tables & Additional Figures…….……………………………………….…………….…..48 | |
| dc.language.iso | en | |
| dc.title | 宏達電無機成長之分析 | zh_TW |
| dc.title | The Need for Inorganic Growth – Case Study on HTC Corporation | en |
| dc.type | Thesis | |
| dc.date.schoolyear | 100-2 | |
| dc.description.degree | 碩士 | |
| dc.contributor.oralexamcommittee | 陳明賢(Ming-Shen Chen),陳業寧(Yehning Chen) | |
| dc.subject.keyword | 合併,宏達電, | zh_TW |
| dc.subject.keyword | M&A,HTC,Inorganic Growth, | en |
| dc.relation.page | 51 | |
| dc.rights.note | 同意授權(全球公開) | |
| dc.date.accepted | 2012-06-25 | |
| dc.contributor.author-college | 管理學院 | zh_TW |
| dc.contributor.author-dept | 企業管理碩士專班 | zh_TW |
| 顯示於系所單位： | 管理學院企業管理專班(Global MBA) | |
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|---|---|---|---|
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