台灣產險業在西元1991年後，配合台商產業外移擴張及政府南進與西向政策，紛紛於東南亞及中國大陸設立辦事處以服務台商。雖然產險業於海外設立據點已有十九年，但礙於各國保險法令規定及保險業投資限制，致使產險業在國際市場之經營迄今仍無重大突破。 本研究將針對目前產險業在海外東南亞據點及未來最大之保險市場-中國作完整探討，對各國目前經濟成長、保險市場、外資投資保險法令、及台商在該國的投資狀況分析及歸納，以做為台灣產業未來在當地經營發展之參考。 本研究文以日本產險業三井住友保險集團為比較模式，利用多國籍企業與海外市場進入模式，探討保守的日本保險公司如何在海外經營日商業務；進而以購併方式取得海外當地業務，以達到該公司全球策略願景。 台灣產物保險業應根據海外各據點之資源及條件，運用本身的競爭優勢以及自己的需求到不同地區做投資佈局；台灣產險業未來全球佈局的考量應是市場重於成本。 / In view of Taiwanese enterprises’ expansion to world market since 1991 and government’s policy toward Southeast Asia and policy toward West Mainland China, Taiwan non-life insurance companies decided to go abroad to set up office for serving their clients. Although Taiwan non-life insurance companies have 19 years experience in exploring world market, however, they still have no breakthrough in overseas business. In this study, I will bring out my view for the operation of non-life insurance companies in Southeast Asia and Mainland China which will be the biggest market in the future. The analysis for countries economic growth, local insurance market, laws of foreign insurance company entry, Taiwanese enterprise investment is also presented in the study. In order to study Multination Enterprise & Overseas Market Entry Model, Mitsui Sumitomo Insurance Group is taken as a model to analyze how the conservative non-life Japanese insurance company expand their international business and write local accounts by merging to achieve their global perspective. By the analysis, we can find that Taiwan non-life insurance companies shall utilize their advantage and resource to explore their strategy in different countries. Basically, they shall center on market instead of cost when they build global strategy.

雖然在學界並沒有對於『明星產業』作出一個完整的定義，但以一個政府或產業學者而言，卻時時刻刻無不留意著明星產業的存在與未來的發展。本研究在探討被一般產、學、官、民所共同期待的明星產業，如果其國內發展環境並無優勢時，弱勢環境中的廠商，應如何定位與發展，進而與全球廠商競爭? 在研究的方法上，吾人採用「多重個案設計的多重分析單元」方式，以增加它的信度。在構念效度上，盡量使用多重證據來源，但無法運用訪談之方式，主要是因為研究者屬於業內管理階層，運用訪談反而會招致錯誤的陷阱性引導。在內在效度上，運用個案與研究架構使用之理論對照，並使用時間序列方式以分析互動關係。在外在效度上，分別使用不同三家的個案來探討相同研究架構的適用性。在信度上，發展研究資料庫，儘量採用熟知的策略理論來印證，並且希望做到可追溯與重複性。除了三個個案的獨立分析外，本研究也將從時間序列的分析上，討論在不同時期，各廠商在不同情況的策略轉折，以便更清晰瞭解產業的全球競爭之策略。 本研究的研究對象，包含了Omron Healthcare、百略醫學科技與合世生醫；因為 我國的現階段明星產業包含了生技產業(『兩兆雙星』中的一星)，而在家用醫療偵測產品的產業區隔中，這三家都佔有非常重要的地位，而且都是全球策略的執行者。(Omron Healthcare雖為日本廠商，卻是產業龍頭，具有全球策略參考價值。) 本研究一方面研究我國現階段較適的產業區隔，其重點是在於如何選擇與分析，而非其分析之結果。另外，則探討個案公司的定位、資源能力培養與策略採行之間的關係。 其綜合結論如下： 1.我國的醫療器材產業的一般環境，無論在技術、人才與發展條件上，較美、日、歐洲落後許多。國內市場不足以使一般醫療器材廠商達到經濟產能。 2.由於使用者信心問題，我國的較適進入產業區隔，初期為 『量產為主之家用電子醫療器材』與『以機電、機械加工為主之福祉相關產品』，研究顯示，目前我國的較高產值區隔，也是如此。 3.弱勢地區廠商的進入策略，都選擇在一個環境或自身資源能力相對優勢的產品或市場區隔來進入。初期的進入或者沒有明顯的定位，但是隨即在競爭的環境下，開始清晰策略性定位。定位後的演進可以是定位、策略採行、資源累積與能力加強、再重新定位之逆時針循環。也可能是定位、資源累積與能力加強、策略採行、再定位之順時針循環。事實上，這三項因子，是相互運作影響，並不需要特殊的次序關係。此外，資源的累積與能力的加強，應視當時的競爭環境是否有急迫性，可以採用併購、聯盟的方式，並不一定需要自己內部培養。 4.產業的關鍵因素很多，以醫療監測器材廠商而言，降低『道德危機成本』或是增進對產品的品質與檢測精度，使得使用者有信心，是關鍵中的關鍵。 5.競爭廠商的策略，在走入全球策略時，其策略會傾向類似，對於全球佈局的想法也雷同，乃是因為資源與優勢所在，在全球廠商的眼中是近似的；所謂的策略群體的理論，也根源於此。再者，競爭廠商的策略隨時會有學習效果，也會相互具有競合上的策略互動。競爭廠商的策略與定位與產業生命週期息息相關，且策略創新對於扭轉廠商競爭地位，具有關鍵性的影響。 6.具有國際員工的廠商，在於全球策略上扮演的角色，對於全球化競爭力的進展具有舉足輕重的地位。

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