Abstract
For most of the newly established enterprise organization, with very limited resource, focus is the only possible strategy to be adopted, meaning concentrating all manpower and financial resource within a specific segment of business, to quickly build up unique competency, and if it is competitive, market share and market influence will successfully grow. However, once that happen, the internal culture and brand image of the organization tend to be tied up with this specific business segment and it is more and more difficult to break up the tie to make new innovation. In order to break away from such a mental limitation, the link between organization and business must be separated, any business segment has its life cycle and will eventually be replaced, but organization must keep moving on by looking for new business opportunity and continue to grow. How to choose right strategy to enter new business is a well-research topic, on the contrary, exit strategy from old business received less attention, one is an interesting effort for new hope, and one is a disappointing work to clean up existing mess. However, the choice of exit strategy, Yes/No, When, How, very often determine if an existing enterprise will be able to reborn again or fade away forever. It’s impact may be much more far-reaching. DRAM industry is the main scope of this research, how previous players in this industry exit market was compared and analyzed, more extensive study was made on VIS, by tracking ten years history before, and ten years history after its announcement to pull out from DRAM market, in the hope that a better understanding of its decision making background and long term impact to its later business transformation.