Abstract
This thesis, from the case-study point of view, demonstrates Hotai Motor¡¦s business reformation in its half-century history, including issues such as visions, business philosophy, values, missions, strategies and performance management.
Hotai, the automobile company greeted its fiftieth anniversary in 1997, extends its business to a wide range, selling vehicles like Toyota¡BHINO¡BLexus¡Bconstruction motors and fire engines¡BMobil lubricants and vehicle maintenance services, and hiring 1,000 employees, or 10,000 if includes the upper- and down- stream businesses. After running the corporation for half a century, the management team was thinking of a new business value and reengineering for the upcoming decades.
Hotai¡¦s ups and downs were bound tightly with government policies. Established in the 1940¡¦s, it has gone through the import control in 1950¡¦s, the CTOC import control policy in the late 1060¡¦s, the overall ban of Japanese vehicles in the 1970¡¦s, the Hwa-ton Motors investment in the 1980¡¦s, and finally took over Hwa-ton and transformed it to Kuozui Motors. Producing heavy vehicle at first, the company added home sedans to its product list in 1985, and has been going forward steadily ever since.
This thesis will focus on how this company redefines itself to find the strength to re-start. Promoting the core value of service ¢w ¡§give more than expected¡¨, and strategies reaching multiple dimensions such as business models, products, services, recruiting, branching policy and hidden risks, ensures the strength to the business structure.
Process reengineering was a popular issue and was introduces to major corporations in the 90¡¦s; unfortunately, 70% of them failed. Experts found that besides the neglect of the feasibility of business models and strategies, the major key of the failure was the deficiency of communication during reforming. In the Hotai case, communication has never stopped happening inside the whole organization, from top through bottom, from visions to strategies, which makes an excellent example for corporation reformation and change management.
Keywords: Hotai Motor, Re-start, Transformation, Reengineering, Change Management.
| Identifer | oai:union.ndltd.org:NSYSU/oai:NSYSU:etd-0820110-155141 |
| Date | 20 August 2010 |
| Creators | Lin, Hua-Chiang |
| Contributors | Jen-Her Wu, Feng-Yuan Guo, Jin-Feng Uen, Chi-Cheng Wu |
| Publisher | NSYSU |
| Source Sets | NSYSU Electronic Thesis and Dissertation Archive |
| Language | Cholon |
| Detected Language | English |
| Type | text |
| Format | application/pdf |
| Source | http://etd.lib.nsysu.edu.tw/ETD-db/ETD-search/view_etd?URN=etd-0820110-155141 |
| Rights | not_available, Copyright information available at source archive |
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