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Andy, the new Japanese general manager of Taiwan T Company, began to think
about how to reverse the company's annual decline in performance after taking over the
post of general manager of Taiwan T Company. How to enable employees to maintain
a certain standard of living after working for many years? How to mediate in Japan A
balance is struck between the parent company and the Taiwanese company. After he
arrived, he found that T Company had a complete set of verification equipment and
talents that had been trained by the parent company. He wondered what kind of parts
produced by Japanese companies could be produced in Taiwan.
Of course, let employees know about the company that is almost 30 years old.
What are our advantages under the OEM (Original Equipment Manufacturer)-based
business model? Should the company organize fine-tuning again? How can we make
every effort to continuously improve the opportunity? What about the challenge? How
to use the talents, verification equipment and excellent synergy manufacturers plus the
advantages of the mold development factory to defeat the competition in Southeast Asia
and China. Andy thought that he would only get rid of the passive mode of getting jobs
in the past and lead everyone to take the initiative. In order to complete the mission of
the general manager. This case can be used in business model analysis, organizational
change, resource-based theory, left and right opening, and demand theory.
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