Abstract
Rapidly changing world situation, the growing surge of global competitive pressures, and the rapid rise of mainland China cost advantage, coupled with the impact of the financial downturn, Taiwan's enterprises are facing unprecedented challenges and crisis management, have carried out restructuring. The objective of this study adopted case study, the students in charge of the enterprise as the object, to explore business transformation process, from the face of corporate crisis, restructuring strategy, market assessment, to trade as the main body of the enterprise, analyze the venture so far, limited resources, the development of should be close to market trends and the development of trade, process engineering, technology strategy, trade is the sale, possession, or he is someone else's brand agency, to sell a repeat. The amount sold almost started manufacturing. Manufacturing asked the workers. Wait until the manufacturing capacity is almost, again engage in technology. Established sales channels, and to find the right close to the market demand for products that can meet the transformation strategy WeTop technology. Short-term goals: trade stage, US sales of the original RGF products, build brand value and tuning technology market pricing strategy (selling cheap greed, fear Guimai price). Medium-term objectives: Factory stage, signed a cooperation key technologies and components, will turn into a brand image Technical indicators development ODM and customized commodity market in Southeast Asia, to expand the applicability of the market and customers Hezhong style development mechanism. Long-term goal: technological stage, Chinese Academy of Sciences signed a licensing and development of related technologies and ITRI hybrid patents, to reduce the original check. Transition begin consideration of the original corporate structure and property, general corporate restructuring when the crisis hit, in the strategic planning, to avoid part of the conflict, so that enterprises nature (trade patterns) and organizational structure (flat job process) adjustment not made adaptation of market assessment and product choice to the chain in response to new patterns of strategic alliances, and play the best of. So that resources are concentrated in marketing the above, in order to establish new markets and new technology products as the main direction of the transformation, economical and competitive, but also as the core of a successful transition plan; SMEs financially disadvantaged genus, but since businesses need to grow, then it is necessary to respond to global change in the situation, but also to avoid growing too fast to bring the crisis to take a strategic alliance is an important way. Rely on external resources to do "vertical / horizontal co-operation policy mode"use networking to build the allocation of funds. Assess adequate provision of information in the transition process, understand the deficiencies associated with each segment acquired reinforcement, the use of the agent distribution model, with patented technology cross-development, which allows the partner strategic alliances, sharing funds to support business transformation and development and models developed integration planning, has now entered the third stage, and the planning of new enterprises and the whole, face greater market mechanisms.