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研究生:謝峻立
研究生(外文):Arnold JL Shieh
論文名稱:高科技內部創業之模式及策略工具
論文名稱(外文):Model and Strategy Tool for High-Tech Entrepreneurial Venture Spin-off
指導教授:楊 千
指導教授(外文):Chyan Yang
學位類別:碩士
校院名稱:國立交通大學
系所名稱:高階主管管理學程碩士班
學門:商業及管理學門
學類:其他商業及管理學類
論文種類:學術論文
論文出版年:2002
畢業學年度:90
語文別:英文
論文頁數:84
中文關鍵詞:衍生公司衍生公司模式Bell-Mason 檢驗法價值鏈檢驗法經營模式與獲利模式檢驗法策略比重對應法高科技衍生公司團隊資金產品技術行銷及產業環境
外文關鍵詞:Spin-offsHigh-tech spin-offNew venturesSpin-off modelsStrategy toolsBell-Mason diagnosticBusiness and profit modelsTeamcapitalmarketingproducttechnology and infrastructure
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衍生公司已經成為近年來公司發展及工業演變之風潮。西屋公司(Westinghouse Electric)、通用電子公司(General Instrument Corp)、美國電話及電報公司 (AT&T) 及其它日本著名的公司(如NEC與三菱合資成立DRAM製造公司,富士通與日立合資成立電漿電視模組製造公司)等皆是如此, 因為一個更專業及更專注的新公司將具有非常之競爭力。專業化的趨勢使原母公司經營層面及範圍皆相當複雜之業務,可以借由衍生新公司或併購去除非核心之事業,然後可以更專注地經營核心事業,為股東創造更高之價值並為衍生公司帶來新的機會,創造雙贏。
本論文提出四種不同衍生公司的模式,並利用數種不同之策略工具如簡化之Bell-Mason 檢驗法、價值鏈檢驗法、經營模式與獲利模式檢驗法、及模式及策略比重對應法來找出最佳衍生公司之模式。
最後,一個成功的高科技衍生公司將是團隊、資金、產品、技術、行銷及產業環境整體配合並創造出綜效之結果。

Spin-offs have become the corporate and industry trends nowadays. So many cases can be seen from Westinghouse Electric, General Instrument Corp, AT&T and other famous companies in Japan. It makes sense for a new venture to compete with its competitors in the areas it has expertise. This trend for specialization has make the venture parent reduce the number of business so as to concentrate and offer expertise in specialized areas to increase shareholder value for both venture parents and spin-off new ventures.
This thesis proposes four spin-off models to classify the different approaches of high-tech spin-offs and thus the venture parent could apply the best ways and strategies for the spin-off. Several strategy tools are also proposed here and help to find out the most suitable spin-off models for the new venture.
Finally, a successful high-tech spin-off highly relies on the integration among the dimensions of team, capital, marketing, product, technology and infrastructure. The synergy of the integration and combination thus determine the fate of the new venture. Let’s also solute those pioneers, innovators and entrepreneurs who create new business and new ventures regardless of obstacles and difficulties.

TABLE OF CONTENTS v
CHAPTER 1 INTRODUCTION 1
1.1 Motivation 2
1.2 Background 3
1.3 Purpose 4
1.4 Research Process 5
CHAPTER 2 LITERATURE REVIEW 7
2.1 New Ventures 7
2.1.1 Ventures stages 7
2.1.2 Ventures types 8
2.1.3 Japanese ventures 10
2.2 Corporate Venture 11
2.2.1 Corporate venture performance 11
2.2.2 Corporate venture and parent relationship 11
2.2.3 Personnel compensation 12
2.3 Value Chain and Profit Models 12
2.3.1 Value chain 13
2.3.2 Profit models 14
2.4 Corporate Venturing Types 16
2.4.1 Product augmentation 17
2.4.2 Product development 17
2.4.3 Technology innovation 17
2.4.4 Market augmentation 18
2.4.5 Vertical integration (rare) 18
2.4.6 Technology commercialization 18
2.4.7 Blue-sky 18
2.5 Related Cases 19
2.5.1 Japanese corporate high-tech venturing 19
(Abetti, P.A. “The Birth and Growth of Toshiba’s Laptop and Notebook Computers: A case study in Japanese Corporate Venturing) 22
CHAPTER 3 METHEDOLOGY 23
3.1 Research Framework 23
3.2 Stages and Key Parameters for Spin-off Models Design 25
3.2.1 External Environments Review 25
3.2.2 Market Opportunity and Business Concepts 25
3.2.3 Internal Resources and Strength Review 29
3.3 Strategies Dimensions 31
3.3.1 Team (Engineers/CEO) 32
3.3.1.1 Self training 32
3.3.1.2 External hiring 33
3.3.2 Technology 34
3.3.2.1 Self developing 34
3.3.2.2 Technology transfer 35
3.3.2.3 Strategic alliance 35
3.3.2.4 M & A 35
3.3.3 Marketing 36
3.3.3.1 Leader 36
3.3.3.2 Follower 37
3.3.3.4 Niche provider 39
3.3.4 Financing and capital 39
3.3.4.1 Financing 39
3.3.4.2 Capital types 40
CHAPTER 4 SPIN-OFF MODELS AND STRATEGY TOOLS 43
4.1 Spin-off Models 43
4.1.1 SD (self development) model 44
4.1.2 TT (technology transfer) model 45
4.1.3 SA (Strategic alliance) model 45
4.1.4 JV (Joint venture) model 46
4.1.5 M&A (merger and acquisition) 47
4.2 Strategies Tools 47
4.2.1 Bell Mason diagnostic 47
4.2.2 Value chain and profit zones review 49
4.2.2.1 Value chain 50
4.2.2.2 Profit models 51
4.2.3 Model mapping diagnostic 52
4.3 Spin-off design 53
4.3.1 Simplified Bell-Mason diagnostic 53
4.3.2 Value chain analysis 54
4.3.3 Profit model analysis 54
4.3.4 Models mapping diagnostic for spin-off 55
4.4 LCD in Acer- AU Optronics (Acer Display Technology) 55
4.4.1 Spin-off concept 55
4.4.2 Spin-off process 56
4.4.3 Spin-off results 57
4.4.4 Tools applied and lessons learned 58
4.4.4.1 Simplified Bell-Mason Diagnostic for ADT 58
4.4.4.2 Value Chain for ADT Simplified Bell-Mason Diagnostic for ADT 59
4.4.4.3 Profit Models for ADT (AU) 59
4.4.4.4 Spin-off Model Mapping for ADT (AU) 60
CHAPTER 5 CONCLUSIONS 62
5.1 Synergy 62
5.2 Models 63
5.3 Tools 63
5.4 Summary 64
LIST OF REFERENCES 65
APPENDIX- A CASE STUDY ON AU OPTRONICS (ADT) 68

LIST OF REFERENCES
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