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http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/78584| 標題: | Seowon諮詢業務計劃 Seowon Consulting Business Plan |
| 作者: | Anssi Johannes Harjunpaeae 安斯 |
| 指導教授: | 韓廷允(JungYun Han) |
| 關鍵字: | Consulting,Asia market entry, |
| 出版年 : | 2020 |
| 學位: | 碩士 |
| 摘要: | This business plan details the reasons why currently Hong Kong based Asia market entry consultancy Seowon Ltd. needs to transform the current business, and what are the goals, methods and challenges involved in the endeavor. Currently Seowon Ltd. is suffering from geopolitical risks involved with its existing location of Hong Kong due to not being able to guarantee client data security, limited capacity resulting in lost business, and relying almost entirely on low cost as the key competitive advantage. The goals are to remove the data security risk via relocation and scaling the business out by increasing capacity and improving operations efficiency. Taipei, Taiwan was identified as a suitable location to allow both. In addition to cost, service and location, the most important competitive advantages include both regional and field specific expertise and ability to mitigate the risk to clients. To take advantage of its core competencies and maximize competitive advantage in expertise, Seowon will need to focus on the industries where the company is strongest, and of those industries focus on the ones that are growing and where the client interest lies when it comes to Asia. These industries are big data analytics, cyber security, IoT (Internet of Things), telecommunications, automotive connectivity and mobile. Another key to competitive advantage is the new team which will allow maintaining lower cost with a more efficient organization, improve the level of service to improve competitiveness in services, and allow taking full advantage of credible team to attract more clients by giving them confidence that they are not taking a risk with a small or inexperienced team. Building this team will be high cost and high risk, and will require significant initial investment, with the earliest possible break-even point being in the middle of third year of operation. If the endeavor is not successful and fails to break even in the third year, the founders still have viable exit options. Competition will be interested in gaining the client references and readily trained staff while eliminating a competitor, while the successful clients may be interested in acquiring the teams they have worked with. |
| URI: | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/78584 |
| DOI: | 10.6342/NTU202004437 |
| 全文授權: | 有償授權 |
| 電子全文公開日期: | 2025-12-15 |
| 顯示於系所單位: | 管理學院企業管理專班(Global MBA) |
文件中的檔案:
| 檔案 | 大小 | 格式 | |
|---|---|---|---|
| U0001-2112202012043100.pdf 未授權公開取用 | 5.02 MB | Adobe PDF |
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