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    Title: 宏碁公司(2005-2010)快速蹶起 之 核心能耐研究
    The Core Competence of Rampaging Growing IT Company The Case Study of Acer Inc. (2005-2010)
    Authors: 蔡榮龍
    Tsai, Frank
    Contributors: 吳豐祥
    Wu, FS
    蔡榮龍
    Tsai, Frank
    Keywords: 宏碁
    戴爾
    惠普
    新產品開發
    核心競爭力
    全球策略
    技術創新
    成本領導
    研發
    企業倂購
    專案矩陣組織
    出貨單元
    Acer
    Dell
    HP
    NPD
    core competence
    global strategies
    technology innovation
    cost leadership
    R&D
    M&A
    project matrix organization
    SKU
    Date: 2012
    Issue Date: 2013-02-01 16:49:58 (UTC+8)
    Abstract: 宏碁在 2005 到2010 創造了爆發性營業額成長,這個高度成長已超過一般公司的表現;也引起 Dell 和 HP 研究 Acer 的威脅分析。每個公司都有它們的核心競爭能耐,去贏得在PC業界傑出表現的方程式。此論文動機是去發覺出真正Acer內部贏的方程式,看看這個公司在過去五年來;如何得到手提電腦中最高成長的市佔率。
    有三個研究目的,此論文將研究: (1) 是什麼全球策略帶領新產品開發能力與技術創新? (2) 有什麼主要的新產品開發流程與系統,導致最低開發成本及最快的開發時程? (3) 客戶的評論與回饋如何影響產品計畫與管理方式。總之,本研究將找出Acer核心競爭力,在2005 到2010快速成長的五年。
    此研究架構包含三的項目: (1) 全球策略: 全球,事業,和產品層次。(2) NPD 新產品開發流程的組織、流程、與系統。(3) 技術創新和其管理能力。我們用Acer這個擁有16%全球PC市佔公司來探究與其質量研究 。首要資料得到、收集、消化 ,都是從各個相關部門來增加資料正確性;如業務、行銷、產品管理、研發、與品質服務。但有些資料及表格式內容則由許多資深內部同仁的問卷調查和他們各別的想法。同時,研討最高階管理者,為何深刻影響全球資源整頓與分配? 看到內部NPD組織與不斷研發改善流程結合?最後,也看出什麼專案應包含那種NPD 系統的優化?
    這本論文共發現了十個研究發現如下: (1)Acer的全球事業開發策略目標已經清楚定義事業團隊與NPD 新產品研發團隊相關工作職責(2)Acer 的全球外包策略也幫助公司的營運效率,也加強產品設計品質;藉由結合外部優勢資源與其管理能力。(3) Acer 管理層不斷推動的成本領導策略,來保持全球產品競爭力。(4) 四次在 2006-2009 M&A 事件,產生快速市佔提昇,但也付出相當整合資源投入。(5) 專案矩陣組織是最通用的,也讓最高管理者,快速安排適當開發資源,來控制時間、成本、和規格。(6) 在NPD開發中,簡化系統模組共同設計,來節省開發成本,也能創造市場中更有彈性產品。(7) 一個簡化的公司,藉由不斷流程精化與專案效能管理來達到最佳NPD境地。(8) 在不同的管理和功能團隊,都有導入NPD跨平台快速新技術能力。(9) 整合全球法務系統與資源,加強法務專利管理能力,並高度結合研發團隊與NPD 設計工程。(10) 聽取客戶端價值聲音,以改善產品規劃和品質,提昇其競爭力。
    最後,有些實際有效建議,將會給在PC產業界事業和產品管理團隊思考策略管理計劃;並如果最佳化內部NPD系統去調整其各個不同層級研發流程、專案與組織的管理能耐和技術創新。這些建議將促使公司具有高度國際PC競爭力。
    關鍵字: 宏碁 戴爾 惠普 新產品開發 核心競爭力 全球策略 技術創新
    成本領導 研發 企業倂購 專案矩陣組織 出貨單元
    Acer has made rampaging business growth during 2005 – 2010. The outstanding and surpassing performance was an unusual case that induced Dell and HP to conduct Acer analysis projects how to react to the Acer’s threatens. Each company would have its core competence or competitive capability to make it a winning formula to attain breakthroughs in the PC industry. The motivation of this study is to figure out what real winning formula inside to keep Acer obtaining the highest market share and growth in laptop sales for the continuous five years till 2010 Q3.
    Three objectives will be studied in this thesis: (1) what are the global strategies that lead to new product development capability and technology innovation? (2) What are the key process and systems of new product development (NPD) that result in the lowest development cost and fastest development lead time? (3) How do customers’ comments and feedbacks impact product planning and management? In summary, this study is to explore Acer’s core competence that results in business rampaging growth during the years 2005 to 2010.
    Research framework of this study consists of three constructs: (1) Global strategies: global, business and product level, (2) NPD organizations, processes and systems, (3) Technology innovation and management capabilities. As an exploratory study, qualitative research is adopted to conduct case study on the firm – Acer, which has attained 16% global PC market share in 2010. For data collection and digestion, primary data were obtained through multiple sources of evidence and findings in order to increase its validity. Some data came from internal business and product development documents especially on sales, marketing, product management, R&D and quality service. There are other data sources such as articles’ tabular content, case study database, and senior colleagues’ notes and opinions to the above-mentioned questions. Why do top-management strategies of a corporate deeply influence allocation and integration of global resources? What does internal NPD organizational adaption should be engaged with continuous improving design process? Which projects could attain optimization of the NPD systems will be analyzed as well.
    Findings of this study are as below:
    1. Acer business goal develops varies of global strategies that clearly define task ownerships between business teams and NPD teams.

    2. Acer’s global outsourcing strategy may assist with company’s operational efficiency and enhance product design quality by leveraging talented resources with their capable management skill.

    3. Acer cost leadership strategy driven by top management stays the sustainability of global competitiveness.

    4. The four times M&A events increased market share significantly but took heavy resources to the companies being acquired during the years of 2006-2009.

    5. Project matrix organization is most common one that allows top management to allocate capable development resources to control projects in schedule, cost, and specification.

    6. Simplification with modularity of system design during NPD is to save development cost and create flexibility of product SKU to the market.

    7. A learning company like Acer may improve internal NPD design defects by continuously taking process refinement and project management to achieve the best NPD practice.

    8. A fast adaptability of new technology design in platform during NPD for different managerial and function teams to perform technology innovation.

    9. To leverage global legal experienced resource and system to enhance legal management capability to closely engaged with R&D during NPD design works.

    10. Listen to the value voices of customers for product planning and quality improvement may play a key refinement process to sustain product in competitiveness.
    At the end, practical suggestions will be given for companies in PC industry on business and product strategies management plan and how to optimize internal NPD system to refine process, project and organization by different level of management capabilities and technology innovation. That could render a company highly competitive in a global PC market place.
    Keywords: Acer, Dell, HP, NPD, core competence, global strategies, technology innovation, cost leadership, R&D, M&A, project matrix organization, SKU
    TABLE OF CONTENTS

    ACKNOWLEDGEMENTS iv
    ABSTRACT i
    TABLE OF CONTENTS 6
    LIST OF TABLES 9
    LIST OF FIGURES 10
    1. CHPATER ONE: INTRODUCTION 11
    1.1. Research Background 11
    1.2. Purpose of the Study 14
    1.3. Research Questions 14
    1.4. Contribution of the Study 15
    1.5. Limitations of the Study 15
    2. CHPATER TWO: REVIEW OF LITERATURES 17
    2.1. Introduction 17
    2.2. Core Competences and Strategy Advantages 17
    2.3. Dynamic Capabilities and Strategy Management 18
    2.3.1. Introduction of Dynamic Capabilities and Strategy Management 18
    2.3.2. Models of strategy emphasizing the exploitation of market power 18
    2.3.3. Models of strategy emphasizing on efficiency 19
    2.4. Global Strategies 21
    2.4.1. Global Business Competitive Strategy 21
    2.4.2. Global Market Strategy 24
    2.4.3. Global Manufacturing Strategy 25
    2.4.4. Global Product Development Process 25
    2.4.5. Global Product Strategies 25
    2.4.6. Global Strategic Alliances 26
    2.5. Cost Strategy 27
    2.5.1. Cost Competitive Management M. Porter (1980) 27
    2.5.2. Cost Leadership 28
    2.5.3. The total cost of ownership (TCO) 28
    2.6. Technology Innovation 29
    2.6.1. Technology Strategy for Global Thinking 29
    2.6.2. Porter’s technology strategy 30
    2.7. Projects and Process for Sustainable Organization Growth 31
    2.7.1. Processes Realm 31
    2.7.2. Projects Realm 33
    2.7.3. Need to Co-manage Projects and Project Realms 34
    2.7.4. Process Improvement Initiatives 34
    2.8. Global New Product Development Innovation 35
    2.8.1. NPD Definition 35
    2.8.2. Innovation Management 36
    2.9. Project and Product Management 38
    2.9.1. Product family-based design and development 38
    2.9.2. Product Platform Base Design Approach 39
    2.10. Knowledge Management in NPD 40
    2.10.1. The Definition of Knowledge Management 40
    2.10.2. Knowledge Transfer Four Stages 41
    2.10.3. Learning Organization 43
    2.10.3.1. Background of Learning Organization 43
    2.10.3.2. Definitions of the Learning Organization 43
    2.10.3.3. Five Major Activities of Learning Organization 44
    2.11. Organization Design in NPD 44
    2.11.1. Introduction 44
    2.11.2. Functional organization 45
    2.11.3. Project organization 46
    2.11.4. Project matrix organization 47
    2.11.5. Contingency of organizational forms 48
    2.12. International Out-sourcing Management 49
    2.13. Customer Value Management 51
    2.13.1. Right Customers (Acquisition) 52
    2.13.2. Right Relationship (Development) 53
    2.13.3. Right Retention (Keeping value customers) 53
    2.14. Intellectual Property Management 53
    2.15. Literature Summary 55
    3. CHAPTER THREE: RESEARCH METHODOLOGY 59
    3.1. Research Framework 59
    3.1.1. Research Structure 59
    3.1.2. Operational Research Variables 60
    3.1.2.1. Global Strategies 60
    3.1.2.2. Technology/Process and IP Innovation 61
    3.1.2.3. NPD Organization, System and Process 62
    3.2. Research Design and Method 64
    3.2.1. Research Method 64
    3.2.2. Data Collection Method 67
    3.2.3. Name list of Interviewees 68
    3.3. Research Limitation 69
    4. CHAPTER FOUR: CASE STUDY 70
    4.1. Acer Inc. 70
    4.1.1. Company Profile and Overview 70
    4.1.2. Overview and Milestones 71
    4.2. Global Strategies 73
    4.2.1. Global Business Strategy 73
    4.2.2. Global Marketing Strategy 75
    4.2.3. Global Manufacturing Strategy 76
    4.2.4. Global Product Strategy 77
    4.2.5. International Alliance Strategy 77
    4.2.6. Global Outsouring Strategy 78
    4.2.7. Cost Competitive Strategy 78
    4.3. NPD Organization Design, System and Process 80
    4.3.1. NPD Organization Design 80
    4.3.2. New Product Development 82
    4.3.3. Project and Product Management Method 84
    4.3.4. Knowledge and Learning Organization Management 87
    4.4. Innovation and Management 88
    4.4.1. Technology Innovation 88
    4.4.2. Project and Process Innovation 89
    4.4.3. Intellectual Resources Planning 92
    4.4.4. Customer Value Management 94
    4.4.5. Core Competence Advantages 94
    4.5. Chapter Summary 94
    5. CHAPTER FIVE: REAREACH FINDINGS and DISCUSSIONS 101
    5.1. Objective of the Thesis 101
    5.2. Key Findings and Insights in Global strategy 101
    5.3. Key Findings and Insights in NPD Organization, System and Process 105
    5.4. Key Findings and Insights in Innovation and Management 107
    5.5. Research Findings Summary 109
    6. CHAPTER SIX: CONLCUSIONS and SUGGESTIONS 110
    6.1. Conclusions 110
    6.2. Implications for Practices 112
    6.3. Suggestions for Future Research 114
    6.3.1. FUTURE RESEARCH 114
    7. EFERENCES 115
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    Description: 碩士
    國立政治大學
    科技管理研究所
    97932080
    101
    Source URI: http://thesis.lib.nccu.edu.tw/record/#G0097932080
    Data Type: thesis
    Appears in Collections:[科技管理研究所] 學位論文

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