引進專為銀髮族設計之手機至歐洲市場 / The following thesis describes a business plan for the implementation of a new low cost mobile phone first in France and then in Europe targeting the elder population segment. It is based on 2 main potential scenarios of development: Go alone strategy thanks to the support of funds from banks or a partnership with a Taiwanese ODM company, the latest being the privileged one. The whole idea of this new low cost phone is based on service providing and not product providing: - to the company itself, it will create the opportunity to enter in the market and prepare a future platform product to be created or future services. - to ODM, it will provide a low cost, effective way to develop his brand in Europe without damaging the relationship with its original customers. - to Operators, it will accompany specific offers by providing additional dedicated services or add value to customer. - to final customer, it will provide a tool of communication for the first time dedicated to the real need at an affordable price. These benefits are the heart of this business plan while the financial goal will only be to reach the break even.

電視機產業的發展在全世界各個國家區域，與媒體及通訊業者之間乃是息息相關，除了涉及社會安全與播放頻道管理等敏感問題外，背後還牽涉龐大無限的商業利益；而液晶面板向來皆是電視與顯示器產業發展的重要元件之一，由於涉及複雜的光電科技以及綿密之上、下游供應鏈，其所帶動所屬相關的產業與經濟發展之價值，一直都是名列於日本、韓國、台灣、中國等國家之重點培植項目。 自2006年開始，歐洲市場已經超越北美、並成為全球電視機的第一大銷售市場，全球主要的品牌都投入重兵、深度耕耘歐洲市場，尤其是日本與韓國品牌；對照韓國廠商在歐洲地區已有之深度垂直整合的供應鏈，以及已達經濟規模的生產、運籌基礎，日本與歐洲品牌則必須完全仰賴歐洲區域內或是遠從亞洲的韓國及台灣供應鏈廠商，否則難以在歐洲市場中立足。 本研究經由相關文獻探討後，以賽局理論架構來分析研究個案企業B公司，與母公司從「策略結盟」、「合資公司經營模式」、「客戶關係與利益」等角度，探討所經歷之資源重整、經營創新、暨競爭又合作的多重關係；同時本研究亦採用個案研究法深入訪談相關之高階主管，以了解其實務作為與成效。 由個案分析與研究發現，得出研究結論如下： 1.兩家母公司T公司與A公司在參賽者的價值網關係中，彼此對於歐洲市場的互補加乘之綜效是最大的；同時若對特定之歐洲及日本品牌客戶而言，合資成立的B公司正好可以提供這些品牌客戶之最佳服務價值，並更強化這些客戶與兩家母公司的經營合作關係。 2.個案B公司在兩家母公司之加持及協助下，就附加價值的速度、成本、品質及與客戶關係等方面，的確有效地幫助歐洲及日本品牌客戶穩固、提昇其在歐洲市場的市佔率。 3.兩家母公司在市場、客戶及供應商規則的挑戰與反應，對於合資成立的個案B公司提供最即時與最有效的奧援，讓個案B公司能夠穩健地發展出適合市場、符合客戶需求之經營模式。 4.兩家母公司在客戶及供應商戰術的指導與支援，對於合資成立的個案B公司亦提供最符合客戶需求的價值，除了提供一站購足的整合服務外，還可以幫助歐洲及日本客戶避免完全被韓國供應鏈所挾持。 5.由於兩家母公司在個案B公司合資成立之初，對於其B公司經營目標的賽局範圍定義便早已形成共識，所以無論是客戶之選定、產品與技術之發展以及資金與人材的支援等，B公司都能依據歐洲市場的發展趨勢，按部就班地耕耘與發展。 6.個案B公司在成立時之組織設計與重要職務的安排，兩家母公司便已排除己私之小利，同時周延地考量何者模式是對於個案公司的經營是最適切，所以讓經營團隊能夠密切、順利地經歷磨合期，並領導公司的營運達成目標。 / TV industry in countries around the world regions is closely related with huge unlimited commercial interests involved between the media and communications behind, in addition to involving the Social Security and the play channel management, and other sensitive issues, driven by the TV-industrial development opportunities is also important to Governments; LCD panel has always been one of the components important to the development of TV and display industries, as it involves complex electro-optical technology and dense above, the downstream supply chain, they led their respective related value of the industrial and economic development have always been ranked in the focus of Japan, Korea, Taiwan, China to cultivate the project. Since 2006, the European market has gone beyond North America, and become the biggest TV market in the world, the world's leading brands have invested heavily with depth of plowing to European market, especially Japanese and Korean brands; South Korean companies in Europe has been working on deeply vertical integration of supply chains, and has reached economic scale of production and logistics base; Japanese and European brands must be totally dependent on local supply chains in Europe or far away from Asian vendors, otherwise it is difficult to secure their market shares in Europe. With through literature review, this study has adopted the game theoretical framework to analyze the case of B Company and its parent companies. From the perspectives of strategic alliance, joint venture business model, customer relationships and interests, this study explores the experience re-engineering, business innovation, cum multiple relationships between competition and cooperation. Furthermore, this study has used the case study method to do in-depth interviews with relevant executives to understand their substantive acts and effectiveness. By case analysis and research findings, this study draws conclusions as following: 1.The value of participants' gateway system to parent companies T and A makes the largest multiply synergy of complementation with each other for European market. To the specific European and Japanese brands customers, joint venture case B can provide the best service value to these brands. 2.Under the assistances of two parent companies, B Company’s added value of the speed, cost, quality and customer relations is indeed effective in helping European and Japanese brands to enhance their market shares in Europe. 3.As to the rules of the market, customers and suppliers, two parent companies do provide the most immediate and effective support to B Company on steady marketing development to meet customers’ demands. 4.Regarding the tactical guidance and support of customers and suppliers, two parent companies also provide the best assistances to B Company and meet customers’ needs and values. 5.With mutual consensuses of the game scope definition by two parent companies in the beginning of joint venture established, B Company is able to step by step develop its business objectives based on market trends in Europe such as customer selection, product and technology development, financial and human resources planning. 6.In the beginning of B Company established, two parent companies had comprehensive consideration about what the most appropriate model of organizational design and role assignment of important duties to B Company is. So during run-in period, the management team of B Company can easily get a close and smooth result, and achieve the successful business goals.