碩士 / 實踐大學 / 企業管理學系碩士在職專班 / 100 / Abstract
Following a PC (Personal Computer) replacement wave, Foxconn seems has escaped from a revenue declining dilemma since the impacted by 2008 the global financial tsunami. Through vertical and horizontal integration, Foxconn has been expanding their products, started off making channel-changing knobs for black-and-white televisions, transitioned into 3C products such as LED TV, Desktop , iPhone and consoles.
Foxconn started as a component manufacturer, then enter 3C (Computer, Consumer-Electronics, and Communication) market. In 2005 Foxconn announced to extend the business from 3C to 6C, including Digital Content, Car and Channel. Due to the expanding of business territory, Foxconn prospect will be impacted by global economic climate. In 2009 Foxconn started to do laptop ODM business, and its subsidiary Innolux Display Corp. merged with Chi Mei Optoelectronics. Moreover, plFoxconn bought Sharp shares as the major stock holder in 2012. Another major action is to set up sell channels in China market. In order to upgrade and transfer their business from manufacturing to science, innovation, and including produce and sell channel. If the sell channels could be successfully established Foxconn could create a unique business model, and could provide a more complete one stop service, it means, in the future, when a product is sold they will produce one. This proprietary vertical integration has been Foxconn’s competitive advantages.
This study focuses on Foxconn’s leadership in electronics OEM industry. Firstly, we study the development of 3C OEM business. This study analyzes and compares the different business models from 1970s to 2000s, including OEM, ODM, EMS and eCMMS which created by Foxconn. Further, we will study Foxconn’s development history, started as a TV knob manufacturer, then to develop connector, finally grew up to be a professional electronic contract manufacturer. Through mergers and acquisitions, Foxconn vertically integrated products design, assemble and distribution to keep connection with global market and revenue growing up.
Foxconn aggressively has been globally expanding their business territory (Europe, Asia and America), in order to increase their competitiveness in professional contract manufacturer industry. Foxconn annual turnover US$61.8 billion was ranked the highest company in 2009 Top 50 Asian Companies and its market value about US$ 33 billion is the highest in these 5 listed Taiwanese companies.
Next we will explore the development of Foxconn competitive strategy, global deployment of three strategies: three design to manufacturing, global delivery, vertical and horizontal integration, the development of the 7C industry. Finally, we discuss Terry Guo’s how to lead Foxconn in the future to achieve another peak, and successor arrangement plan, and China market deployment.
| Identifer | oai:union.ndltd.org:TW/100SCC00780018 |
| Date | January 2012 |
| Creators | Huang,I Ping, 黃宜彬 |
| Contributors | Lin , Jung-Chuen, 林榮春 博士 |
| Source Sets | National Digital Library of Theses and Dissertations in Taiwan |
| Language | zh-TW |
| Detected Language | English |
| Type | 學位論文 ; thesis |
| Format | 46 |
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