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    Please use this identifier to cite or link to this item: http://tkuir.lib.tku.edu.tw:8080/dspace/handle/987654321/102288

    Title: 宏碁公司經營策略 : 蘭奇領導期間(2005-2011)之探討
    Other Titles: Acer's business strategy : the period of Lanci's leadership (2005-2011)
    Authors: 殷昭雲;Yin, Chao-Yun
    Contributors: 淡江大學會計學系碩士在職專班
    黃振豊;Huang, Cheng-Li
    Keywords: 經營策略;行銷策略;公司治理;電腦產業;Business Strategy;Marketing strategy;corporate governance;computer industry
    Date: 2014
    Issue Date: 2015-05-04 09:52:04 (UTC+8)
    Abstract: 本文探討 : 蘭奇在宏碁實施的經營策略,他如何轉變經營模式,讓宏碁一路成長獲利,找出當時產業經濟環境的機會,在配合宏碁內部優勢下,運用其成功的經營策略,執行新經銷營運導向模式,這是本文第一個想要探討的問題。其次,分析蘭奇在初期締造宏碁輝煌的記錄,確實讓宏碁公司在世界舞台上展現亮眼的成就,但是何以在2010年後呈現重大經營危機,最後辭職下台,其主要關鍵問題是本文欲探討的第二個研究問題。
    This study probes into Gianfranco Lanci’s business strategy implemented in Acer, and how he changed operational model to result in growth and profits of Acer. He recognized the opportunities of industrial and economic environment at the time and upon internal advantages of Acer, and he adopted the successful business strategy to execute new distribution operation oriented model. This is the first research issue. Then, this paper analyzes the prominent record of Acer created by Gianfranco Lanci at the beginning and he did demonstrate the achievement of Acer on the stage of the world. However, why did he encounter serious operational crisis after 2010 and resign? The key is the second research motive.
    This study includes two parts: 1) the key success factors of Gianfranco Lanci’s operational strategy: focus on brand marketing, multiple brands in the market by merger and acquisition, pricing strategy and sharing profits with distributors, using financial analysis to examine the financial situation of the case company; 2) the deficit of Acer caused by Gianfranco Lanci’s strategy: insufficient R&D, insufficient rewards, contract and regulation, lack of measurement governance system, cultural conflict and different operational concepts.
      Finally, this paper suggests that the enterprise should pay attention to marketing and R&D. In investment, it should concern about the distribution of risk. The enterprise searches for future star products, values management marketing and competitive advantages of product supply chain, have complete corporate governance and reward system upon long-term tracking of operational performance to avoid the managers’ egoistic behavior by asymmetric information. In severely competitive environment, the company should have reform management capacity in order to deal with changeable environment.
    Appears in Collections:[會計學系暨研究所] 學位論文

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