Abstract
FTTH(Fiber-to-the-home) has been the ultimate goal for the global information development for quite a long time. This goal is also the vision of the company studied in this report. Recently, the growth of smart phone, demand for high-speed internet, rapid growth of on-line streaming video/audio and on-line games, cloud computing and high-speed transmission data center speed up the development of integration of digital convergence. Only communication system builds under fiber-optic transmission can fulfill the demand. The object studied in this report is the first fiber-optic passive component company went public in Taiwan Stock Exchange. The company went through merger/acquisition by foreign company, peak and downturn of business cycle and MBO (Management Buyout). The company has been established for 16 years. During these years, most competitors have been acquired, lost profit, broke, or spun off. Even though the company’s strategy at every phase is not the best one, it still exists and reaches its goal through competitive environment and business cycle. The management’s goal, strategy, execution, organization chart and fully integration of resources and operation are the critical elements for this company to be a major player in its industry. The fiber-optic passive component industry is an extremely competitive industry at this moment. The innovation of new products is the major topic for the company to differentiate it from other competitors and to sustain its growth and profits. In order to retain the success of open new innovation in the high-tech industry, how to fully utilize the internal and external resources and merge these resources with company’s existing core-competence are also important to the company.