台灣大型成熟企業新事業單位發展之個案研究

Abstract

台灣電子代工組裝產業隨著經濟及市場發展逐漸成熟，過去利用優質人力及產業政策獲取了可觀獲利及規模成長，但是，近年來面臨成長趨緩且企業市場價值偏低的危機。再加上，近幾年物聯網(IoT)產業快速發展，硬體價值越來越低，取而代之的是軟體及場域應用服務的附加價值。在面對全球科技創新快速演進，台灣以代工為主的產業型態，延遲了面對世界轉變的速度，因此，能否適時適當的轉型，發展新的成長動能，成為企業存續發展的關鍵。 針對此一重要問題，本研究藉由一家大型成熟企業的深度個案探索，討論其以多角化發展新事業，作為企業價值轉型策略的發展歷程，期能萃取其中的轉型學習，提供其他公司在進行新事業育成及加速規模成長時的參考。 本論文首先檢視文獻對於國際大型企業發展新事業時，內部推動及新事業育成的發展模式與經驗，與台灣企業實際運作進行比較研究。接著，針對選擇的個案公司，檢視其面臨產業困境、內部組織的對應、啟動內部創業機制、新事業題目的選擇、商業模式的摸索、新事業育成資源、到新事業的成長規劃過程策略選擇。最後，本研究根據個案內容，歸結企業轉型內部推動以獨立組織運作，會讓在轉型推動能較有效率，並且成立新事業專責育成幕僚單位，給予第一線業務團隊後勤資源，協助新事業的生態系的掃描及拼圖，並透過有機及非有機成長平行運作下，協助新事業加速成長。 本研究結論期能提供企業經營高階管理階層，在新事業選擇上，從產業面、資源投資面、及是否與本業產生綜效或連結等三個方向的思考，以及推動時與本業營運如何協同運作，以及落地執行時在地調適作法的參考。另外，企業內部的新事業育成單位如何透過外部策略投資協助新事業建立生態系，以及進行併購加速新事業成長過程分享。

As global economies and market became mature, OEM-based electronics manufacturing industry is facing a big challenge from strong competition and the demand saturation. Taking advantages of high quality engineering resources and supportive government polciies, Taiwan’s electronics manufacturing industry gains the momentum of high growth in scale and hence with profitability. However, due to industry paradigm shift caused by fast digital technology change, the industry growth becomes slow and even saturated. The trend of IoT makes the extent of value creation from hardware limited and software becomes sources of competitive advantages. Facing such kind of industry change, most of the Taiwanese companies respond slowly and inappropriately. To ensure corporate sustainability, companies have to find appriate approach to grow new businesses and strive for continuous growth. The current study attempts to provide insightful observations along the processes of new business development and hence business diversification of a selected large and matured case company, upon which qualitative research findings concerning a holistic view of new business development strategy are based. In this thesis work, we pinpoint key challenges and significant obstacles surrounding the decision making and execution of new business development within the case company. We also portray how the case company gradually develop an intrapreneurial approach to choose areas for business development and overcome accompanied obstacles. Overall, we delivered some useful experiences to those executives who face similar issues and share workable measures to mitigate tensions and even create synergies between new business units and existing ones. In addition, our research shows that an internal incubation unit is critical to the success of building up new business opportunities through building up internal collaboration relationship and external eco-system. Implications of our findings and suggestions for future studies are also discussed.