企業全球化
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企業全球化 創新 OEM vs. OBM 企業 e 化 企業重整. 國際企業實務. 企業全球化趨勢. 全球企業趨勢. 1. 更大、更自由的市場 2. 無界線的世界 3. 專業分工的趨勢 4. 由產品導向至顧客導向 5. 價值來源的轉移 6. E- 經濟世代中數位化的變革. 更大、更自由的市場. WTO 降低區域保護 法規的鬆綁降低產業的保護 龐大的新興市場如大陸、印度、巴西. 更大、更自由的市場. 保護主義式微,保護只是降低競爭力,僅對初期或短期有利。 企業無處可藏,需建立競爭優勢 對於優勝者提供絕佳的機會與報酬. 無界線的世界.

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企業全球化

創新

OEM vs. OBM

企業e化

企業重整

國際企業實務


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企業全球化趨勢


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全球企業趨勢

  • 1. 更大、更自由的市場

  • 2. 無界線的世界

  • 3. 專業分工的趨勢

  • 4. 由產品導向至顧客導向

  • 5. 價值來源的轉移

  • 6. E-經濟世代中數位化的變革


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更大、更自由的市場

  • WTO 降低區域保護

  • 法規的鬆綁降低產業的保護

  • 龐大的新興市場如大陸、印度、巴西


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更大、更自由的市場

  • 保護主義式微,保護只是降低競爭力,僅對初期或短期有利。

  • 企業無處可藏,需建立競爭優勢

  • 對於優勝者提供絕佳的機會與報酬


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無界線的世界

  • 全球化產品:網路、遊戲、PC、汽車、流行商品、…

  • 全球化技術與元件

  • 資金與人才的國際化


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無界線的世界

  • 全球化視野、在地性接觸/企業公民

  • 各地的夥伴關係

  • 開放、彈性、競爭與合作


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專業分工的趨勢

  • 全球化成本優勢與人才

  • 專注於核心競爭力以提高附加價值與規模

  • IT技術的輔助


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由產品導向至顧客導向

  • 由賣方市場至買方市場,顧客變得愈聰明

  • 產品區隔變得困難,解決方案、速度、服務、品牌形象成為新的區隔基礎

  • 經營模式的改變


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Computer Industry

Value Added Curve before ‘80

Value Added

Components

Distribution

Assembly


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PC Industry Value Added Curve

Value Added

  • Technologies

  • Manufacturing

  • Volume

Speed

Cost

  • Brand

  • Channel

  • Logistics

Software

CPU

DRAM

LCD

ASIC

Monitor

HDD/CDD

Motherboard

PC System

Components

Distribution

Assembly

Segment by Country

Local Competition

Segment by Product Line

Global Competition

Stan Shih's Smiling Curve


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Segment by Country

Local Competition

Segment by Product Line

Global Competition

Stan Shih's Smiling Curve

PC Industry Value Added Curve

  • Technologies

  • Manufacturing

  • Volume

  • Brand

  • Channel

  • Logistics

E2E logistics

  • Brand

  • Services

  • Integrated Service

IP

Value Added

Components

Distribution


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價值來源的轉移

  • 牛肉在哪? 企業的附加價值何在?

  • Go big or go home

  • 寧為雞首,不為牛後


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E-經濟世代中數位化的變革

  • 創造性的做法可以造成巨大的衝擊

  • 客戶關係管理、量身定作可藉由網路科技來實現

  • 數位化直接衝擊通路、代理商、及經銷商等

  • 在地點及時間上增加客戶服務

  • 顧客變得更專業


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E-經濟世代中數位化的變革

Tangible Intangible

Labor Brainpower

Manufacturing Service

Hardware Software

Efficiency Innovation

Management Leadership


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結語

  • 變革 vs. 演化

  • 企業再造

  • 前瞻與未雨綢繆

  • 建立正確的企業文化與組織結構

  • 留意環境變革的時點


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創新


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各種形式的創新

  • 經營模式

  • 技術

  • 產品

  • 行銷

  • 服務

  • 供應鏈


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經營模式的創新

  • 開創全新品牌/事業

  • 開創成長機會

    • 新的顧客

    • 新的產品

    • 新的市場區隔

  • 使企業恢復生機


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技術的創新

  • 更多的應用領域 –規模經濟

  • 標準平台 –控制力量

  • 成本績效 –競爭力

  • 形象 –品牌價值

  • 產品升級


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產品創新

  • 量身定作的產品

  • 符合生活型態

  • 產品可以思考


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行銷創新

  • 專注於目標客戶群

  • 降低行銷成本

  • 提高顧客忠誠度


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服務創新

  • 任何時間、任何地點、更便宜、更有彈性

  • 顧客安心

  • 學習和提前處理顧客偏好


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供應鏈的創新

  • 降低呆滯庫存

  • 縮短循環週期

  • 快速反應市場

  • 提供新鮮的產品


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影響創新的因素

  • 外在因素

    • 市場

    • 產業結構

    • 資本市場

    • 智慧財產(IP)保護

    • 社會文化


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影響創新的因素

  • 內在因素

    • 企業文化

    • 組織與獎勵

    • 學習與人力資源發展

    • 領導


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市場大小對創新的影響

  • 高風險、高報酬

  • 在相同的市場易於複製

  • 維持領導地位需面臨強烈的挑戰

  • 易於吸引國際人才

  • 更多的資源進行投資


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產業結構對創新的影響

  • 高度的競爭刺激創新

  • 產業群聚加快創新的速度

  • 專業分工促成專注創新與風險分攤


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鼓勵創新思考

  • 從創新思考中產生創意

  • 逆向思考

  • 腦力激盪

  • 領導者對於極端構想之容忍度

  • 落實民主化的企業文化


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結語

  • 社會教育的重要性

  • 檢討競爭力方程式中的主要活動

  • 客戶價值的轉移

  • 把握創新的機會

  • 以創新作為台灣的核心競爭力


Oem vs obm

OEM vs. OBM


Oem vs obm1

OEM vs. OBM

  • OEM是比較容易切入的事業

    • 相對較少之核心競爭力

    • 易於管理

    • 易於建立生產規模

    • 可藉由ODM提高附加價值

    • 合理的利潤


Oem vs obm2

OEM vs. OBM

  • OEM並非穩定的事業

    • 取得或流失一個顧客將對公司影響很大

    • 不容易改變/轉型

    • 從OEM轉為OBM將會很艱辛

    • 不足以綁住顧客

    • 無法累積品牌的價值


Oem vs obm3

OEM vs. OBM

  • 台灣走向OBM的挑戰

    • 母國(台灣)市場太小

    • 缺少創新的技術/產品

    • 缺少有經驗的人才(國際行銷)

    • “MIT”的形象有待提昇

    • 缺乏長期的視野

    • 資源稀少,難以和國際大廠抗衡


Oem vs obm4

OEM vs. OBM

  • 台灣的OBM策略

    • 藉由技術和產品的創新提高附加價值

    • 長期的規劃

    • 從週邊的市場/產品開始,然後逐步進入主力市場/產品

    • 與當地夥伴合作、分享

    • 一致性的行銷活動

    • 避免打價格戰

    • 善用大陸市場


Oem vs obm5

OEM vs. OBM

  • 品牌名稱的考量

    • 簡單、獨特的名稱&商標

    • 商標註冊登記

    • 新的名稱與CIS

    • 中、英文名稱的連結並非必要

    • 單一品牌、多品牌、與附屬品牌


Acer s total brand management i

Acer’s Total Brand Management (I)

Acer Brand

Foundation

Mission

Breaking the

Barriers between

People and technology

Brand Promise

Dependable, Easiness, Partnership

Brand Personality

Dynamic, friendly, trustworthy,creative, open minded

Brand Value

Easy to use, reliable, innovative, caring, good value


Acer s total brand management ii

Acer’s Total Brand Management(II)

  • TBM: A fresh Approach

    (TBM to branding is as TQM to quality)

    • Branding is a vague, and complex concept

    • Branding building must be a core business function

    • Branding needs to be planned, systematic, and conscientious

    • It is possible and necessary to measure branding impact

    • TBM is about a focus on marketplace results, not process


Acer s total brand management iii

Acer’s Total Brand Management(III)

What is “Acer-ness?”

Communications

with distinctive,

Attitude/culture of

focused appeal

caring, listening and

doing

Approachable,

accountable to

customers

User

-

friendly, easy,

dependable, affordable

Borderless,

products

appealing and

consistent identity


Resources allocation

Resources Allocation

  • Minimum critical mass to sustain

  • Develop a role-model to follow

  • Resource is always not enough so that focus is the key

  • Focus on market, product, and customer segment

  • Focus to build up management infrastructure during each stage of operation scale development


Considerations on channel

Considerations on Channel

  • Through exclusive or multiple distributors

  • Act as a distributor to handle dealers

  • Clarify the responsibility of support & services

  • Channel loyalty vs channel flexibility

  • Channel pipeline issues

  • Credit policy to the channel

  • Terms & conditions with the channel

  • Promotion programs with channel


Considerations on customer services

Considerations on Customer Services

  • Whose customers? Brand or manufacture

  • Service is the key factor of brand image

  • Product liability arrangements

  • Third-party services

  • Challenges in US market

    • Return, warrantee, legal liabilities, publicity, overhead, management know-how


Summary

Summary

  • OEM or OBM, a dilemma to Taiwan enterprises

  • Don’t take short-term approaches for OBM

  • Need more successful role-models in OBM

  • Wise choice by owning The Great China & S.E.A markets

  • Leverage PR in US for the global image

  • Understand the implication of global & local competition

  • Managing the conflicts between OBM & OEM becomes a core competence in the new century


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企業e化


What is internet business

What is Internet Business?

  • A high-tech / no-tech business

  • A junior / senior business

  • No entry barrier yet

  • Game of fighting resources to implement

  • Knowledge-based business

  • Super dis-integration


Where is the beef in internet business

Where is the Beef in Internet Business?

  • Internet as the media – advertisement

  • Internet as the channel – e-commerce

  • Internet as the utility – fee of use

  • Internet as the community – membership service

  • Internet as technology platform – sales/share revenue

  • Internet as consultant services – service fee


Challenges to internet business

Challenges to Internet Business

  • Small home market

  • Low entry barrier

  • Less innovative

  • Hard to evaluate

  • Seems to over-pricing

  • Investing or losing money?


Enabling the internet economy

Internet

Various Portals

Entertainment

Contents/

Services

E-commerce

Contents/

Services

Enabling the Internet Economy

enabling products

PCs

XCs

enabling

services/contents

Education

Contents/

Services

enabling

technologies

Communication & Internet technologies


Strategies for developing e products in asia

Strategies for Developing e-Products in Asia

  • Leverage PC & related component technology to develop the enabling-products and be the key global manufacturing bases

  • Leverage IC Fabricators in Asia to develop IA, XCs (X-computers), and SOC(system on chip) and to enable e-Life


Strategies for developing e technologies in asia

Strategies for Developing e-Technologies in Asia

  • Leverage/License global leaders’ technologies

  • Focus the tech-developments either on unique local needs or on those with chances of global competition

  • Adapt quickly to global industry standards


Strategies for developing e services in asia

Strategies for Developing e-Services in Asia

  • Partner with global players (technologies, business model, brand)

  • Invest significantly in customer relationship management and developing localized contents

  • Enhance unique localized business models


Opportunities in internet business

Opportunities in Internet Business

  • Everyone gets new chances

  • More rooms for innovation

  • Local advantage

  • Sustainable with relatively smaller resources

  • Great return if hits


The value delivery in internet economy

The Value Delivery in Internet Economy

  • Total amount of transaction vs. value creation

  • Total available value shared by number of value creators

  • Winner gains the all. (all of what)

  • Unlimited segments can create a new value

  • Main opportunity is to reduce cost by Internet in current operations

  • Stan’s competitiveness formula checks the value delivery in new economy


Internet business in taiwan i

Internet Business in Taiwan (I)

  • Successful model will be different from those in US

    • PC & IC industries as examples

    • Need to develop a unique approach

  • Successful model will be different from PC & IC

    • Global vs local market

    • Less room for “me too”

    • OEM/ODM vs brand

    • Manufacturing vs marketing


Internet business in taiwan ii

Internet Business in Taiwan (II)

  • Internet as a tool is equally important than as a business

  • Just changing names to dot com is not enough

  • Investing an internet company is in high risk, unless you know or need

  • When the market is relatively small, investment should match

  • Internet enabling products/technologies for global market, enabling services for the regional


Summary1

Summary

  • Invest money, only affordable, to learn the know-how for Internet opportunities

  • Develop unique and competitive competences to sustain the values of investment

  • Merger & acquisition will be more common in Internet business

  • Balance between focus & diversification

  • Effective implementation is more important than the idea & speed in the value delivery


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企業重整


Why need re engineering

Why Need Re-engineering?

  • External and internal environment changes

  • Paradigm shift in business

  • For enhancing competitiveness

  • For survival

  • More than just restructure


Scope of re engineering

Scope of Re-engineering

  • Re-structure of organization

  • Business focus shift

  • Business philosophy redefinition

  • Business process redesign

  • Resources reallocation


Strategies process re engineering

Strategies & Process Re-engineering

  • Change CEO’s mindset or change CEO

  • Communication and consensus

  • Top down, company wide

  • Common interest setting

  • Restructure from defocusing a mega-unit to many simple & focused units

  • Speed, quick win


Critical successful factors for re engineering

Critical Successful Factors for Re-engineering

  • Sense of crisis

  • Acceptance of major change

  • Support of most staffs

  • Commitment from top executives

  • Confidence of employees

  • New clear pictures


Understanding of re engineering

Understanding of Re-engineering

  • Not an easy task

  • It takes times (years)

  • More failure than success

  • Pain comes first, before happiness

  • No help to claim change, unless changing is in action


Re engineering of ibm

Re-engineering of IBM

  • Outsourcing for competitiveness

  • Technologies available for outsiders

  • Services for other companies

  • Focus on services & e-business


Re engineering of japanese company

Re-engineering of Japanese Company

  • Talk in early 90s without major action

  • Social structure & culture are the barriers

  • Life-long employment

  • Lack of speed, flexibility, and open mind

  • Sony is setting the trend

  • Softbank is not in the mainstream


Re engineering of acer i

Re-engineering of Acer (I)

  • Scope

    • Philosophy: global brand, local touch

    • Organization: client-server organization structure

    • Process: fast-food business model

  • Timing

    • Warm up: 天蠶變 (Nov 1989),勸退 (Jan 1990)

    • In action: 1992


Re engineering of acer ii

Re-engineering of Acer (II)

  • Communication Plan

    • Worldwide communication tour—Acer business sense workshop

    • Smiling curve

    • 21 in21

    • 2000 in 2000

    • 群龍無首


Re engineering of acer iii

Re-engineering of Acer (III)

  • High growth in revenue and profit

Revenue Growth Rate; Profit Growth Rate

(US MM) (%) (US MM) (%)

93 1,902 51 38.62,436

94 3,220 69 118.3 207

95 5,825 81 202.9 72


Re re engineering of acer i

Re-re-engineering of Acer (I)

  • Remodeling workshop (1997 Dec)

    • Global logistics, IT infrastructures

    • Total brand management

    • Customer service

    • Brand business unit


Re re engineering of acer ii

Re-re-engineering of Acer (II)

  • SBU/RBU to GBU

  • Delist of Singapore & Mexico companies

  • Internet Organization

  • New IP & Digital Service Sub-Group

  • Customer-centric culture

  • Internet enabler

    High-Growth, High-Return expected


Reactive productive of re engineering

Reactive & Productive of Re-engineering

  • Re-engineering regularly, in a not-too-long timeframe

  • “Being reactive after the loss of operation” is too late

  • Pay attention to any signal of down turn

  • Being proactive. Treat reengineering as an offensive action, instead of defensive.


Summary2

Summary

  • Reengineering is a normal management practice

  • Reengineering is not just an organization change

  • A bigger organization takes longer time for effective reengineering

  • A “new” CEO plays the most important role in reengineering process

  • Confidence of the team is the top priority

  • Signal of turn around is the key for internal & external confidence


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