A Case Study of Destructive Innovations – The Blue Ocean Strategy of Hong Hai for the 60’’ TV
|關鍵字:||鴻海;破壞式創新;藍海策略;Hong Hai;Destructive Innovations;Blue Ocean Strategy|
After 2008 financial tsunami, panel makers were forced to start the price war to solve a glut of inventories which were caused by rapid declined demand of consumer market. In addition, China panel makers are continuing to expand the capacity in recent years, making the whole market is in a pessimistic atmosphere. This thesis analyzes Hong Hai’s 60’’ TV case to explore how panel makers to survive in such a critical and competitive environment. Hong Hai is a follower in TFT-LCD industry. However, Hong Hai has successfully restructured the value chain, changed the original game rules among subcontractors, brand corporations and end customers through “disruptive innovation”. Its success of innovation was based on their competence of EMS and vertical integration. Also, Hong Hai chose the different channel instead of original existing channels of electronic appliances. This thesis takes Eight forces frame work model the current industry where Hong Hai is, investigating the key success factors of Hong Hai 60’’ LCD TV through the frame work of Blue Ocean Strategy’s value curve and Destructive Innovation. Combining with the environment of the industry, the challenges that Hong Hai may encounter in addition to the future trend of panel makers, some sustainable strategies are suggested.
|Appears in Collections:||Thesis|