Abstract
Reviewing the Electronic industry history in Taiwan, it was seeding-root at Electronic OEM which established by Ex-Presidential Senior Minister Li Kwoh-Ting and Ex-government Chief Executive Sun Yun-Suan from Semiconductor development in Hsin Chu Science Park. This foundation has risen up the 5 electronic giants: ASUS, Acer, Compal, Quanta, and Foxconn. In 2017, the Semiconductor electronic Industries have accounted for more than 49.3% of the total exports in Taiwan; however, this Electronic Components OEM oriented model were lack of the product brand recognition with oversea companies. Also, this business model can not contributed a reasonable profit by customers cost saving strategies, which made the OEM providers having difficulty to survive. As a result of seeking brand value and profits for the mature Electronic industry and the private brands establish, will be the one-way solution for Taiwan electronic industries. This case study was representing an M company who was suffered from the market saturation of the OEM decline. Instead, it has performed a product differentiation strategy and organization reform from the bottom to the top in Gaming Industries. Last but not least, I will illustrate the future risks and opportunities for this M company and provide personal advice and counsel to sum up the conclusion. Key words: Gaming Notebook、Organizational Change、Five force analysis、Value Chain、Strategic Marketing、Business Model、Case Study