In light of the limitations of cost and profit centers, this research attempts to explore how enterprise N integrates managerial information and thus transforms into the concept of an investment center. The BCG matrix (Boston Consulting Group¡A1970) is adopted as the major analytical tool in this study. With this tool we are able to acquire the market attractiveness and profitability of enterprise N, its business units, and its subsidiaries, so as to facilitate business resource allocation. The FCF analysis reveals the balance of funds between individual business units, subsidiaries, and the enterprise as a whole. Calculation of EVA reveals the contribution that each business unit and subsidiary makes to the enterprise. We furthermore interview executives in order to verify the preliminary result of the BCG model. We also adopt SWOT analysis to investigate the strengths, weaknesses, opportunities, and threats of each business unit located in the respective quadrant of the BCG model. Thus, we may be lead to understand the fund allocation and strategic intention of respective business units and subsidiaries. Finally, we conclude and make suggestions for enterprise N, both regarding financial and strategic aspects.
This study aims to find out the key success factors regarding how enterprise N makes and executes business resource allocation and synergy development. We hope that this case study may provide valuable information and serve as a refined tool of business analysis for enterprise N.
Identifer | oai:union.ndltd.org:NSYSU/oai:NSYSU:etd-0707108-100140 |
Date | 07 July 2008 |
Creators | Huang, Yen-min |
Contributors | Chang-yung Liu, Jen-Tsung Huang, Pei-how Huang |
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-0707108-100140 |
Rights | not_available, Copyright information available at source archive |
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