商業模式與策略轉型—以ViewSonic公司為例

Abstract

本論文敘述一個商業模式與策略轉型的案例，ViewSonic公司是一個經歷了35年的歷史，從電腦零件代理業務，轉型到自由品牌顯示器，經過了十多年的低潮期以後，由硬體公司轉型為解決方案公司，運用創新教育生態系服務(EaaS)的建立，成功轉型為以硬體，軟體加上服務的新商業模式。 文中討論了ViewSonic公司經歷了經營的三條曲線以及相關分析： 第一曲線：代理時期 第二曲線：轉型為自有品牌公司 第三曲線：轉型為解決方案公司 本研究也提供給其他企業的建議包含：品牌、差異化、接近客戶、解決痛點、數位轉型、生態系、後疫情七項建議。 透過創新教育生態系的建立ViewSonic公司產生了多樣性的收入來源除了原本的硬體銷售，還增加了互動軟體(SaaS)，增值的管理軟體(Manager)，AI大數據，內容管理平台，以及數位學習內容的收入，讓公司更能夠更加獲利並且永續經營，創造了企業與臺灣的教育數位轉型雙贏。

This paper describes a case of Business Model and Strategic Transformation. ViewSonic has experienced a history of 35 years; it has transformed from a computer parts distributor business to its own brand display business. After over ten years of low tide, it has transformed from a hardware company to a solution company. Using the establishment of innovative education ecosystem services (EaaS), the company has successfully converted into a new business model with hardware, software, and services. The article discusses the three curves that ViewSonic has experienced in its operation and related analysis: First Curve: Distribution Period. The Second Curve: Transforming to a Branded Company. Third Curve: Transforming into a Solutions Company. This study also provides suggestions for other companies, including brand, differentiation, being close to customers, solving pain points, digital transformation, ecosystem, and post-epidemic seven tips. By establishing an innovative education ecosystem, ViewSonic has generated a variety of sources of income. In addition to the hardware sales, it has added interactive software (SaaS) business, value-added management software, AI big data, content management platforms, and digital learning content income, enabling the company to be more profitable and sustainable, creating a win-win situation for the digital transformation of education between the company and Taiwan.