個人電腦廠商之經營策略研究:以華碩為例

Abstract

華碩電腦股份有限公司(簡稱華碩)成立初期即以領先的技術迅速成為主機板產業龍頭，並以個人電腦為發展主軸陸續拓展筆記型電腦、光碟機、顯示器及伺服器等等產品線，2021年、2022年更連續兩年獲選台灣國際品牌價值第一。而面對個人電腦產業的萎縮，華碩也透過拓展ROG電競產品線，搭配沿用核心能力所推展的AIOT事業群來開拓企業的第二曲線。 本文以個案研究探討華碩，並將華碩的發展歷程區隔為三個時期， 再透過初級與次級資料蒐集，進一步根據華碩階段性發展的外部環境因素， 以及內部的核心資源與能力，分析華碩在每階段的經營策略，並歸納出成長的關鍵四要素，接著針對華碩在品牌端的策略去做分析，了解其品牌塑造成功的原因，最後透過財報數據分析、雙軌轉型架構等來分析華碩在各階段的經營策略轉變。 華碩的經營策略主要為兩項重點─技術領先及品牌塑造。華碩成立於主機板生產商於組裝市場林立的時代，藉由高超的技術力不僅使自身一戰成名，並在外商電腦品牌廠由垂直整合轉往專業分工時，成功以高品質、高性價比的特色成為各家商的指定供應商；此後華碩也延續這樣的品牌特色拓展筆記型電腦及其他產品線，進而成為全球知名的品牌廠。而在電競產業蓬勃發展之際，華碩結合自身強大的技術力打造極致規格的筆電，並透過社群經營、品牌價值建立等方式成為全球中高階電競筆電市場的龍頭。 最後、本研究透過分析華碩的在各階段的經營策略及對應的資源與核心能力等歸納出管理上的意涵，並對華碩自身與其全新發展的電競、AIOT產業提出三點建議:外部環境風險管理、優勢建立策略及產業發展方向等，首先在外部環境風險管理部分，須提升對總體市場環境的敏銳度，勿重蹈過去因誤判市場趨勢卻又反應不及，致使大量庫存堆積導致損失的問題；關於優勢建立策略的部分，華碩在AIOT產業為後進者，須結合集團資源進行推廣並發揮綜效，然而華碩在醫療產業的AI領域則領先同業，須持續鞏固與醫療產業的合作關係並建立先行者優勢；最後在電競產業部分，則須隨時關注年輕族群在電競產品應用場域的變化，避免過度投資在單一產品線，並成功做到需求延續，以持續維持ROG品牌在電競品牌中的領導地位。

ASUS Technology Inc. (referred to as ASUS) quickly emerged as a leading player in the motherboard industry during its early establishment, driven by its cutting-edge technology. It subsequently expanded its product lines to include laptops, CD ROMs, display screens, servers, and more, with personal computers as its main focus for development. In 2021 and 2022, ASUS was selected as the top international brand value in Taiwan for two consecutive years. In response to the decline of the personal computer industry, ASUS also expanded its ROG gaming product line and ventured into the AIOT (Artificial Intelligence of Things) business group, leveraging its core capabilities to explore a second growth curve for the company. This article studies ASUS through a case study approach, dividing its development history into three periods. By collecting primary and secondary data, it further analyzes ASUS's business strategies at each stage based on external environmental factors and internal core resources and capabilities. The study identifies four key elements of growth and analyzes ASUS's branding strategies to understand the reasons behind its successful brand building. Finally, financial data analysis and a dual-transformation framework are employed to analyze ASUS's strategic shifts in each stage of its operations. ASUS's business strategy primarily focuses on two key areas: technological leadership and brand building. Founded during a time when motherboard manufacturers were abundant in the clone market, ASUS achieved fame through its exceptional technical prowess. Not only did it become a designated supplier for various computer brands due to its high-quality and cost-effective products, but it also continued to expand its product lines, such as laptops, based on these brand attributes, eventually becoming a globally renowned brand. Amidst the flourishing gaming industry, ASUS capitalized on its strong technological capabilities to create high-spec gaming laptops and emerged as a leader in the global mid-to-high-end gaming laptop market through community engagement and brand value establishment. Lastly, this study provides managerial implications by analyzing ASUS's business strategies at each stage with their corresponding resources and core capabilities. Three suggestions are proposed for ASUS in relation to its own development and the emerging gaming and AIoT industries: external environmental risk management, advantage establishment strategies, and industry development directions. Firstly, in terms of external environmental risk management, ASUS needs to enhance its sensitivity to the overall market environment, avoiding past instances where misjudging market trends and slow response led to significant inventory and resulting losses. Regarding advantage establishment strategies, ASUS, as a latecomer in the AIoT industry, should leverage its group resources to develop its business and create synergy; for AI applications in medical industry, ASUS holds a leading position among peers and should continue to consolidate its cooperation with the medical sector to establish a first-mover advantage. Lastly, in the gaming industry, ASUS should constantly monitor the changing application scenario of esports among the younger generation, avoid excessive investment in a single product line, and sustain the demand to maintain the leading position of the ROG brand in the gaming market.