商業生態系統觀點探討記憶體模組廠之成長策略： 以A公司為例

Abstract

這幾年，網路專欄、技術論壇、雜誌，甚至每天的新聞報導，有關各種智能科技的資訊充斥著、傳遞著，而且有著劇烈的改變，例如：感測器在過去十年內，價格降低了一半以上；公私有雲喊得漫天價響；大數據分析、AI人工智慧、雲端運算變成流行語言；4G很快即將被5G取代；工業4.0讓自動化相形失色。以一個從事記憶體模組採購、製造與買賣為主營業務的企業，習慣了多年的線性供應鏈的運作，如果「看不見」這樣的趨勢，則營運範疇會愈來愈狹隘。縱使看見了這些技術變革的趨勢，恐怕也會「看不懂」該如何與這些科技新技術加以連結，只能繼續維持式地創新。等到市場上充斥著這些新科技產品時，才想要急起直追，卻又只想單打獨鬥，「看不起」與他人技術合作，導致營運成長受限、獲利開始衰退。最後，當企業的顧客、供應商、競爭者與互補者都已經陸續地擁抱新科技、布局新策略、佔據新市場，才發現自己的技術、產品、營運模式已經過時，「來不及」變革轉型，只能黯然被市場淘汰。 全球知名的企業如谷歌、亞馬遜、思科、華為，甚至是國內的企業如研華、宏碁、華碩、鴻海，近來已經建構物聯網生態系統。由於新科技技術日趨複雜、投入資本日漸龐大、風險性也高，故這些企業開始跨越產業的藩籬、尋求生態夥伴，共同合作創新，分攤利潤或風險。過去這十年，科技化資訊整合商業生態系統已經頗具規模。 因此，企業處於這個技術變遷快速的經濟時代，一方面從外部透過賽局元素的改變，逐漸調整營運策略以因應新的賽局來臨，廣泛地與跨業廠商進行融合與協作，創新與提升在賽局裡的附加價值，顛覆傳統的線性供應與淘汰競爭模式，擁抱競合策略並讓顧客、供應商及其他夥伴充分認知，以便拓展營運範疇，提升成長的機會。另一方面也必須在企業自身的組織內部展開變革轉型，如何透過企業經營所需的結構框架，引導企業的高階領導人與經營團隊帶領全體員工改變新的價值觀念、訂定企業發展的新方向、依策略方向調整新的組織結構與制度流程、並延攬內、外部優秀人才負責執行，確保企業變革轉型順利成功，不僅能夠讓企業穩定獲利、追求成長，同時可以達到永續經營的目標。

Over these years, information about various smart technologies has been flooded, transmitted, and changed dramatically through network columns, technical forums, magazines, and even daily news reports. For example, the price of sensors has decreased by more than half in the past ten years. Public and private cloud usage has gone higher and higher. Big data analysis, AI, and cloud computing have become more popular. 4G will soon be replaced by 5G. Industry 4.0 has eclipsed automation. As a company engaged in the procurement, manufacturing and trading of memory modules, which can be accustomed to the operation of linear supply chains for many years, the scope of operation can become increasingly narrow if it “can’t SEE” this trend. Even if the trend of technological change, company still “can’t UNDERSTAND” how to connect with these new technologies and remain as before. They can only continue to maintain as before. When the market is full of these new technology products, they want to catch up, but they just want to fight alone, "can’t PUT UP WITH" cooperating with others, resulting in limited growth of operations and profitability begins to decline. Finally, when the customers, suppliers, competitors and complements of the company have embraced new technologies, laid out new strategies, and occupied new markets, they discovered that their technologies, products, and operating models are outdated, and they “can’t CATCH UP WITH” the change, and can only be eliminated by the market. Globally renowned companies such as Google, Amazon, Cisco, Huawei, and even domestic companies such as Advantech, Acer, Asus, and Hon Hai have all recently built an IoT ecosystem. Due to the increasing complexity of new technology, the increasing capital investment, and the high risk, these companies have begun to cross the barriers of the industry, seek ecological partners, work together to innovate, and share profits or risks. In the past decade, the integration of the scientific and technological information integration business ecosystem has been quite large. Therefore, the company is in the economic era of rapid technological change. On the on hand, from the outside through the changes in the elements of the game, gradually adjust the operating strategy to response to the new game, and extensively with the cross-industry Convergence and collaboration, innovation and enhancement of added value in the game, subverting traditional linear supply and eliminating competition modes, embracing the co-opetition strategy and fully understanding customers, suppliers and other partners to expand the scope of operations and enhance growth opportunities. On the other hand, it is necessary to carry out transformation and transformation within the organization of the company itself. How to guide the high-level leaders and management teams of the enterprise to lead all employees to change new values and set new directions for enterprise development through the structural framework required for business operations. Adjusting the new organizational structure and institutional processes according to the direction of the strategy, and recruiting internal and external talents to implement, ensuring the smooth and successful transformation of the enterprise, not only enables the company to stabilize profits, pursue growth, but also achieve the goal of sustainable management.