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    Please use this identifier to cite or link to this item: http://nccur.lib.nccu.edu.tw/handle/140.119/73558

    Title: IBM企業轉型策略於台灣市場之競爭優勢研究
    IBM Taiwan company transformation strategy in Taiwan market
    Authors: 林建華
    Lin, Jian Hua
    Contributors: 苑守慈
    Yuan, Soe Tsyr
    Lin, Jian Hua
    Keywords: 策略轉型
    Strategy Transformation
    Information Service Integration
    Porter Five Force
    Date: 2014
    Issue Date: 2015-03-02 10:11:35 (UTC+8)
    Abstract: 在數位經濟與知識經濟的發展趨勢下,資訊服務產業的發展關係到國家整體的競爭力。近年來,大數據與雲端話題持續發熱,新一波的網路創業潮及商機來臨,現在的資訊整合服務業消費者,已不單就產品好壞來決定購買意願,而是考慮誰能站在消費者的角度,洞察未來趨勢,提供適合的整合解決方案,才是最後的贏家。同時,印度的崛起成為軟體代工的霸主,全球軟體業領導者Oracle、SAP、Microsoft向前進入資訊整合市場,以及中國企業幅員廣大的市場和充沛的資金積極拉攏人才,使得台灣資訊整合服務業的經營更加艱困。

    本研究以IBM台灣為研究對象,以Porter的五力分析模式為基礎,充分蒐集IBM公司內外部資訊,並進行深度訪談,從產業內的競爭結構、潛在競爭者的威脅、替代品的威脅、供應商及購買者的談判議價能力等五面向, 探討IBM在台灣資訊整合服務產業的競爭分析,並針對未來發展給予建議。

    經過本研究分析後,針對IBM台灣的建議為:1. 利用公司知名度,加強產學界的合作,提早將公司品牌深植使用者心中。2. 加強知識管理系統,有效率的保存知識財,降低員工流動所帶來的損失。3. 尋求內部技術人員轉為顧問,可快速彌補現有人力缺口,及時回答客戶技術問題,提升團隊專業度及形象。4. 篩選具潛力短期無訂單的中小型客戶,培養長期關係,當作團隊歷練與產品實驗的機會。5. 設計輕簡版的軟體解決方案,降低客戶的專屬陷入成本,提升適用意願,並增加價格彈性以至差別訂價。最後,應緊密運用全球資源,加速企業策略的調整,因應環境變遷,才能掌握短期競爭優勢,因應轉型及挑戰。
    In the trend of the digital and knowledge economy, the development of information services industry is directly influencing the overall competitiveness of a country. In recent years, big data and cloud continues hot topics, with a new wave of internet start-ups and business opportunities followed behind. The consumers of integrated IT service industry nowadays consider a solution not only because the advantage of products itself, but also the value of the service – stand in customer shoes to diagnose their pain points and develop a truly fit solution. Meanwhile, as India became a dominator in software OEM territory; Global software brand leader: Oracle, SAP, Microsoft intended to move into service market; China vast market opportunity and attractive compensation to hunt worldwide talents, those are making IT services industry more tough to survive.
    The theme of this research aims at IBM Taiwan, using Porter's Five Forces model to review IBM Taiwan’s status quo in terms of rivalry among firms, the threats of entries and substitute, the bargain power of the suppliers and the buyers. Then provide suggestions of future development strategy to IBM based on analysis result.
    The study concludes several suggestions to IBM Taiwan: 1. Rely on brand reputation to strengthen the cooperation with academia such as school and research institute in order to explore new technology and achieve early market approach. 2. Optimize the knowledge management systems to preserve record more time effective and reduce employee turnover. 3. Seek internal staffs from research and development (R&D) rotating to consultant role, which can quickly backfill the existing gap in manpower. Besides, their professions in technical could timely answer the questions in front of clients to improve team professionalism and image. 4. Screen out potential small and medium customers, cultivating long-term relationships even no contract in short, which can also increase chances of practice and accumulate team experience. 5. Design the light version of software solution and increase flexibility of portfolio pricing strategy to reduce customers’ cost of engagement and enhance their willingness of trial. In the end, company should work closely with worldwide team and leverage their resource to accelerate the adjustment of business strategy in response to environmental changes. Only the Companies which could grasp the short-term competitive advantage, they can face challenges in the future.
    摘要 I
    Abstract II
    目錄 V
    表目錄 VI
    圖目錄 VI
    第一章 緒論 1
    第一節 前言 1
    第二節 研究背景及動機 2
    第三節 研究目的及範圍 4
    第四節 研究方法及流程 5
    第二章 文獻回顧 7
    第一節 策略理論概述 7
    第二節 企業主策略意圖與機會辨識對事業發展之影響 15
    第三節 小結 16
    第三章 產業及個案公司介紹 18
    第一節 外部產業變遷及影響 18
    第二節 個案公司發展歷程 20
    第三節 IBM轉型關鍵 24
    第四節 台灣IBM轉型策略 25
    第五節 台灣IBM組織架構及分工 28
    第四章 IBM產業解決方案策略分析 30
    第一節 產業結構分析 31
    第二節 IBM資訊服務產品之五力分析 37
    第三節 「產業解決方案」現有競爭者分析 44
    第四節 IBM的產業解決方案及競爭優勢 47
    第五節 IBM面臨的挑戰和問題 50
    第五章 研究結論 56
    第一節 策略理論應用 56
    第二節 研究結論 56
    Reference: 一、中文部分

    (1) 克里斯汀生(Christensen, 2000),創新的兩難,二版,吳凱琳譯,臺北市:
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    (3) 波特(Porter,2010),競爭優勢(上),二版,李明軒, 邱如美譯,臺北市:
    (4) 陳明哲(2008),動態競爭策略略探微:理論論、實證與應用,臺北市:智
    (5) 虞有澄(1999),Intel 創新之秘,臺北市:天下遠見。
    (6) 安東尼(Anthony, 2010),創新者的應變,李芳齡譯,臺北市:天下雜誌,
    (7) 司徒達賢(2011),策略管理新論,臺北北市:智勝文化,頁344-379。
    (8) 葛斯納(Gerstner, 2002),誰說大象不會跳舞? 葛斯納親撰IBM成功關鍵,
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    (9) 陳瀠著,雲端策略Cloud Computing Strategy,台北:天下雜誌,2010
    (10) 鍾嘉德、高天助、楊嘉栩合著,雲端運算與產業發展,台北:行政院研考會,
    (11) 林信亨著,雲端運算應用趨勢與我國商機之研究,台北:資策會MIC,2009
    (12) Michael E. Porter著,On Competition競爭論,李明軒、高登第等合譯,台北:
    (13) 資策會著,證卷市場雲端平台與應用服務需求研究計畫,台北:台灣證卷交


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    Description: 碩士
    Source URI: http://thesis.lib.nccu.edu.tw/record/#G0100380008
    Data Type: thesis
    Appears in Collections:[管理碩士學程/商管專業學院碩士學位學程 AMBA] 學位論文

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